Total JIT (T-JIT) and its impact on supply chain competency and organizational performance

Green, Kenneth W.; Inman, R. Anthony; Birou, Laura; Whitten, Dwayne

doi:10.1016/j.ijpe.2013.08.026

Cited by 100 publications

(82 citation statements)

References 90 publications

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“…Fullerton, Kennedy, and Widener 2014;Green et al 2014;Hong, Yang, and Dobrzykowski 2014;Kull et al 2014;Wiengarten et al 2015) show that companies 0318 0134 0121 0410 0201 0226 0140 0224 0349 Custinv_03 0789 * 0361 0116 0129 0435 0127 0317 0426 0348 0363 Custinv_04 0900 * 0445 0335 0325 0466 0269 0444 0419 0230 0326 Custinv_05 0828 * 0290 0252 0296 0390 0140 0431 0311 0197 0221 Empinv_01 0361 0777 * 0283 0113 0399 0265 0349 0429 0065 0320 Empinv_02 0351 0919 * 0321 0374 0602 0426 0252 0288 0029 0456 Empinv_03 0443 0912 * 0427 0343 0539 0445 0336 0393 0096 0478 Flow_01 0325 0364 0866 * 0455 0324 0306 0340 0274 0264 0389 Flow_02 0293 0417 around the world are implementing Lean in an integral way. This is valid for developed countries (such as United States, United Kingdom) and also for developing countries such as Mexico, Slovenia and Singapore.…”

Section: Lm In Brazilian Smes: the Concept (Hypotheses 1)mentioning

confidence: 99%

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Lean manufacturing in Brazilian small and medium enterprises: implementation and effect on performance

Filho

Ganga

Gunasekaran

2016

International Journal of Production Research

148

107

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The main objective of this paper is to investigate the degree to which lean manufacturing (LM) practices are being implemented within Brazilian small and medium enterprises (SMEs), by defining what LM means, in the view of SMEs in Brazil. In addition, the paper investigates the relationship between LM implementation and performance of such companies. The research method used in this paper comprised of an exploratory survey using the partial least-square method with the structural equation modelling technique (PLS-SEM). The results show that the companies studied used practices in a fragmented manner, without a holistic view of LM, which is considered to be one of the most important parts of this approach. Only the constructs of statistical process control, total productive maintenance and employee involvement are being implemented as an integrated approach for Brazilian SMEs. These companies do not take other important constructs such as customer involvement, continuous flow, pull production, set-up time reduction, supplier development and supplier feedback into consideration as part of LM systems, despite using some practices in a dispersed manner. Concerning performance, the present study shows that even in a fragmented way, the implementation of these LM practices help these companies to achieve improvement in operational performance.

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Section: Lm In Brazilian Smes: the Concept (Hypotheses 1)mentioning

confidence: 99%

“…Hofer, Eroglu, and Hofer 2012;Bhasin 2013;Nawanir, Teong, and Othman 2013;Alcaraz et al 2014;Dora, et al 2014;Fullerton, Kennedy, and Widener 2014;Green et al 2014;Hong, Yang, and Dobrzykowski 2014;Wiengarten et al 2015). Differently from the majority of previous studies, our study was designed entirely for SMEs.…”

Section: Leanmentioning

confidence: 99%

Lean manufacturing in Brazilian small and medium enterprises: implementation and effect on performance

Filho

Ganga

Gunasekaran

2016

International Journal of Production Research

148

107

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“…However, most people either did not definitely separate TQM from JIT to study the mixed entity of JIT (e.g., Nakamura et 1997;;Chen andTan, 2011, 2013;Furlan et al, 2011;Green Jr. et al, 2014), or just studied TQM alone (e.g., Samson and Terziovski, 1999;Das et al, 2011;Zatzick, et al, 2012;Wiengarten et al, 2013;Akgün et al, 2014;Calvo-Mora et al, 2014 ). As two relative independent but closely related operations strategies, JIT and TQM are usually concurrently implemented in practice.…”

Section: Introductionmentioning

confidence: 99%

The relationships among JIT, TQM and production operations performance

Chen

2015

Business Process Management Journal

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The relationships among JIT, TQM and production operations performance -an empirical study from Chinese manufacturing firms zhixiang chen Article information:To cite this document: zhixiang chen , (2015),"The relationships among JIT, TQM and production operations performance -an empirical study from Chinese manufacturing firms", Business Process Management Journal, Vol. 21 Iss 5 pp. -Permanent link to this document: http://dx.

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“…The interquartile range (IR) was also used as a measure of dispersion, with a high value indicating no consensus among respondents and a low value indicating the opposite [54].…”

Section: Stage 4: Descriptive Analysis Of the Itemsmentioning

confidence: 99%

Impact of Infrastructure and Production Processes on Rioja Wine Supply Chain Performance

et al. 2018

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This paper presents a structural equation model for analyzing the relationship between four latent variables: infrastructure, production processes, transport benefits, and economic benefits within the supply chain for wine from La Rioja, Spain, by incorporating 12 observed variables. The model proposes six hypothesis that were tested using information gathered from 64 surveys completed by managers of several wineries in the region. The WarpPLS v.5 ® software (Version 5.0, Script Warp Systems, Laredo, TX, USA) was used to execute the model and analyze the direct, indirect, and total effects among latent variables. The results show that the control of production processes is a direct source of economic and transport benefits because of its higher explanatory power of those variables. Similarly, infrastructure is a direct source of transport and production benefits, and some of them are given indirectly. In addition, infrastructure does not have a direct effect on economic benefits; however, there were indirect effects given through production process and transport benefits. Infrastructure is a very important variable because of its influence in the final performance, but also because of its high environmental impact. Finally, economic benefits were explained in 43.8%, 19.1% belonging to production process, 21.1% coming from transport benefits, and 3.7% from infrastructure.

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Total JIT (T-JIT) and its impact on supply chain competency and organizational performance

Cited by 100 publications

References 90 publications

Lean manufacturing in Brazilian small and medium enterprises: implementation and effect on performance

Lean manufacturing in Brazilian small and medium enterprises: implementation and effect on performance

The relationships among JIT, TQM and production operations performance

Impact of Infrastructure and Production Processes on Rioja Wine Supply Chain Performance

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