The production performance benefits from JIT implementation

Fullerton, Rosemary; McWatters, Cheryl S.

doi:10.1016/s0272-6963(00)00051-6

Cited by 303 publications

(243 citation statements)

References 34 publications

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“…Other researchers reported positive impact of lean production on quality performance (Cua et al, 2001;Kannan & Tan, 2005;Abdallah & Matsui, 2007). The effect of lean manufacturing on cost performance was extensively investigated by researchers and there is a consensus that the effect is positive and significant (Fullerton & McWatters, 2001;Browning & Heath, 2009;Abdallah & Matsui, 2009). Also, the association between lean manufacturing and delivery performance was found positive (Fullerton & McWatters, 2001;Cua et al, 2001;Abdallah & Matsui, 2007;Abdallah & Matsui, 2009).…”

Section: Previous Studies On Lean-performance Relationshipmentioning

confidence: 99%

“…The effect of lean manufacturing on cost performance was extensively investigated by researchers and there is a consensus that the effect is positive and significant (Fullerton & McWatters, 2001;Browning & Heath, 2009;Abdallah & Matsui, 2009). Also, the association between lean manufacturing and delivery performance was found positive (Fullerton & McWatters, 2001;Cua et al, 2001;Abdallah & Matsui, 2007;Abdallah & Matsui, 2009). Taj and Morosan (2011) found positive effects of lean practices on three performance dimensions of flow, quality, and flexibilty.…”

Section: Previous Studies On Lean-performance Relationshipmentioning

confidence: 99%

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Examining the Impact of Lean Practices on Flexibility Performance: The Moderating Effect of Environmental Dynamism

Al‐Zu'bi¹

2015

EMR

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This paper examined the effects of four core and internal lean practices on flexibility performance in Jordanian manufacturing companies. Lean practices included setup time reduction, continuous improvement, synchronization of operations, and pull system. A survey questionnaire was used to collect data from 157 manufacturing companies from different industry types. Hierarchical regression analysis showed that lean production posively and significantly affected flexibility performance. All lean practices proved to be positively and significantly related to flexibility performance. The most contributing lean practice was synchronization of operations followed by pull system and continuous improvement. The moderating effect of environmental dynamism was also examined. The results of the interaction terms showed that environmental dynamism positively and significantly moderated the relationship between synchronization of operations and flexibility performance. The findings of this study highlighted the important role of synchronization of operations, a widely neglected lean practice in the literature, in improving flexibility performance. Additionally, we contributed to the controversial issue in the literature concerning the impact of lean production on performance in a dynamic environment.

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Section: Previous Studies On Lean-performance Relationshipmentioning

confidence: 99%

Section: Previous Studies On Lean-performance Relationshipmentioning

confidence: 99%

Examining the Impact of Lean Practices on Flexibility Performance: The Moderating Effect of Environmental Dynamism

Al‐Zu'bi¹

2015

EMR

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“…Manufacturing performance was measured by objective (quantitative) variables in order to avoid perceptual bias (Flynn and Sakakibara, 1995;Fullerton and McWatters, 2001). In addition to these production indicators, we collected data on average annual employee turnover (voluntary turnover) and absenteeism.…”

Section: Compiling the Questionnairementioning

confidence: 99%

Integrating human resource management into lean production and their impact on organizational performance

Bonavía

Marín-García

2011

International Journal of Manpower

100

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Structured AbstractCategory of the paper: Research paper Purpose: Firstly, to analyse the effects of lean production (LP) on the policy of human resource management (HRM). The second goal of this research is to determine whether or not implementation of HRM practices associated with LP explain the differences in organizational performance between manufacturing plants.Design/methodology/approach: We developed a questionnaire for data collection.Findings are presented from 76 establishments (79.17% of the total sample) that specialise in single-firing ceramic tiles in Spain.Findings: Companies that make the most of LP practices are also those that take care to train workers in using these practices as well as improving their employment security.However, the same is not true for the pay for performance system. The combination of 2 LP with HRM practices reduces inventory and boosts productivity but does not appear to affect the other performance variables analysed.Research limitations/implications: For certain variables we found very little variation between the plants in our samples. The data are cross-sectional, so causality cannot be definitively determined.Practical implications: This paper indicates the HRM practices associated with the LP and the results obtained. It can thus be used to help human resource and production departments in improving organizational performance.Originality/value: We extend the work of other researchers by focusing on a sector and a country that have been very little studied to date. The sample consists of a set of plants that are fairly homogeneous, which facilitates the analysis of the relationships between the selected variables while keeping other variables controlled.

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“…The main advantage of LM is its ability to reduce production cost through elimination of wastes, and if well implemented, it can assist a company to become a world-class organization [2]. The elimination of wastes has given a substantial impact on manufacturing companies, resulting in higher performance enhancement and significant improvement in delivery, quality, flexibility and manufacturing cost [3]. Researchers and practitioners widely knew the benefits of LM after the book titled "The machine that changed the world" is published [4].…”

Section: Introductionmentioning

confidence: 99%

Similarities of lean manufacturing approaches implementation in SMEs towards the success: Case study in the automotive component industry

et al. 2016

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Abstract; Nowadays, manufacturing companies are striving for a better system like lean manufacturing (LM). The primary objective of LM is to identify and eliminate wastes. LM can be applied successfully in all industries providing a full understanding of lean ingredients i.e. concept, principles, and practices. There are a lot of practices which are necessary to be implemented in order to gain full benefits of LM. However, small and medium enterprises (SMEs) are lack of knowledge in LM and facing difficulties to adopt all of the LM principles. Therefore, it is necessary to the researchers to come out with a simple guideline for LM implementation. The objective of this paper is to explore the journey of LM implementation including preliminary, in process and post of LM. This research was conducted through multi-case study research. There were four SMEs and two large companies. The gathered information shows that the preliminary stage of LM implementation is similar to each other including large companies. The result shows SMEs still have a potential to success in LM. This finding might give an opportunity to SMEs to prepare the basis for LM implementation effectively. As a result, SMEs able compete in the competitive global marketplace and strive for world class performance through implementation of LM.

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The production performance benefits from JIT implementation

Cited by 303 publications

References 34 publications

Examining the Impact of Lean Practices on Flexibility Performance: The Moderating Effect of Environmental Dynamism

Examining the Impact of Lean Practices on Flexibility Performance: The Moderating Effect of Environmental Dynamism

Integrating human resource management into lean production and their impact on organizational performance

Similarities of lean manufacturing approaches implementation in SMEs towards the success: Case study in the automotive component industry

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