Pub Date : 2021-09-20DOI: 10.1080/09537287.2021.1974114
B. Lameijer, H. Boer, J. Antony, R. Does
Abstract The purpose of this paper is to review and aggregate the guidance for continuous improvement (CI) implementation from existing implementation models. A sample of ultimately 27 implementation models is collected from the practitioner and academic literature. The models are assessed on quality and completeness using a research framework comprising organizational dimensions, phases in time, readiness factors, activities, and sustainability factors, leading to 415 coded observations. Subsequently, these 27 implementation models are integrated with one holistic metamodel, providing a detailed account of the existing CI deployment guidance to date. Based on the metamodel, knowledge gaps about implementation processes are identified and detailed needs for future research are presented. Thereby, repeated scholarly calls for better and more scientifically proven implementation guidance is addressed.
{"title":"Continuous improvement implementation models: a reconciliation and holistic metamodel","authors":"B. Lameijer, H. Boer, J. Antony, R. Does","doi":"10.1080/09537287.2021.1974114","DOIUrl":"https://doi.org/10.1080/09537287.2021.1974114","url":null,"abstract":"Abstract The purpose of this paper is to review and aggregate the guidance for continuous improvement (CI) implementation from existing implementation models. A sample of ultimately 27 implementation models is collected from the practitioner and academic literature. The models are assessed on quality and completeness using a research framework comprising organizational dimensions, phases in time, readiness factors, activities, and sustainability factors, leading to 415 coded observations. Subsequently, these 27 implementation models are integrated with one holistic metamodel, providing a detailed account of the existing CI deployment guidance to date. Based on the metamodel, knowledge gaps about implementation processes are identified and detailed needs for future research are presented. Thereby, repeated scholarly calls for better and more scientifically proven implementation guidance is addressed.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"25 1","pages":"1062 - 1081"},"PeriodicalIF":8.3,"publicationDate":"2021-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87979616","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-06DOI: 10.1080/09537287.2021.1969047
Débora Bianco, Moacir Godinho Filho, Lauro Osiro, G. Ganga, G. Tortorella
Abstract Lean Manufacturing (LM) is about cultural change at all levels of an organization, which can be seen as the essence of leadership. This study aims to present a list of the main Lean leadership competencies with validated definitions and propose a practical roadmap to Lean leadership development and training. A Systematic Literature Review (SLR) was conducted to achieve this goal in which the Lean leadership competencies were identified. The Interpretive Structural Modelling (ISM) approach established the relations among the leadership competencies and result in a structural model that could be used for Lean leadership development. The analysis of leadership competencies' driving power and dependence power was done using the fuzzy Matriced’ Impacts Croisés Multiplication Appliquée á un Classement (MICMAC), which improved the reliability of research. This study contributes to Lean leadership literature by proposing a validated roadmap to Lean leader development and training. A structural model was developed that shows the hierarchy among the competencies and indicates the ones that should be prioritized. Besides, the result shows that the main ways to improve a Lean leader are attending to the shop floor and developing self-awareness. Furthermore, a strong synergy among all competencies was observed, reinforcing the fact that Lean must be an endless journey of improvement. To the best of our knowledge, our study is the first to present the relationship between Lean leadership competencies. In addition, the results may guide the development of new leaders who work in Lean environments.
{"title":"The driving and dependence power between Lean leadership competencies: an integrated ISM/fuzzy MICMAC approach","authors":"Débora Bianco, Moacir Godinho Filho, Lauro Osiro, G. Ganga, G. Tortorella","doi":"10.1080/09537287.2021.1969047","DOIUrl":"https://doi.org/10.1080/09537287.2021.1969047","url":null,"abstract":"Abstract Lean Manufacturing (LM) is about cultural change at all levels of an organization, which can be seen as the essence of leadership. This study aims to present a list of the main Lean leadership competencies with validated definitions and propose a practical roadmap to Lean leadership development and training. A Systematic Literature Review (SLR) was conducted to achieve this goal in which the Lean leadership competencies were identified. The Interpretive Structural Modelling (ISM) approach established the relations among the leadership competencies and result in a structural model that could be used for Lean leadership development. The analysis of leadership competencies' driving power and dependence power was done using the fuzzy Matriced’ Impacts Croisés Multiplication Appliquée á un Classement (MICMAC), which improved the reliability of research. This study contributes to Lean leadership literature by proposing a validated roadmap to Lean leader development and training. A structural model was developed that shows the hierarchy among the competencies and indicates the ones that should be prioritized. Besides, the result shows that the main ways to improve a Lean leader are attending to the shop floor and developing self-awareness. Furthermore, a strong synergy among all competencies was observed, reinforcing the fact that Lean must be an endless journey of improvement. To the best of our knowledge, our study is the first to present the relationship between Lean leadership competencies. In addition, the results may guide the development of new leaders who work in Lean environments.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"35 1","pages":"1037 - 1061"},"PeriodicalIF":8.3,"publicationDate":"2021-09-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87199185","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-31DOI: 10.1080/09537287.2021.1913525
Pedro P. Senna, A. Reis, Ana Dias, Ormeu Coelho, J. Guimarães, Severo Eliana
Abstract Supply chain management literature provides several frameworks aiming to identify the constructs of supply chain performance and supply chain resilience. Nevertheless, the literature lacks a framework that encompasses healthcare supply chains and its idiosyncrasies. Therefore, the purpose of this paper is to propose a framework for analysing the relationships between the antecedent factors, mediators, and consequents of healthcare supply chain resilience (HCSCRes). The supply chain risk management (SCRM) literature shows a significant gap concerning a framework that comprises the particularities of SCRM applied to healthcare. In this sense, based on the importance of identifying the determinants of HCSCRes, qualitative, and exploratory research was developed through an extensive literature review. In this sense, we propose two research questions: (i) Which are the antecedents, mediators, consequents of a resilient Healthcare Supply Chain? (ii) Which are the variables that compose the constructs of a resilient healthcare supply chain? The proposed framework of this research was designed to analyse healthcare organisations, including the healthcare supply chain. To use the proposed framework in other industries (e.g. commerce, services), it is necessary to make adaptations and adjustments on the observable variables and constructs. The main contributions of the paper are twofold: (i) Show an essential theoretical value in proposing scales for the HCSCRes factors and can be useful for future quantitative approach and surveys. (ii) The literature review reveals that the set of practices and technologies known as industry 4.0 plays a major role in the theoretical framework proposed by this paper.
{"title":"Healthcare supply chain resilience framework: antecedents, mediators, consequents","authors":"Pedro P. Senna, A. Reis, Ana Dias, Ormeu Coelho, J. Guimarães, Severo Eliana","doi":"10.1080/09537287.2021.1913525","DOIUrl":"https://doi.org/10.1080/09537287.2021.1913525","url":null,"abstract":"Abstract Supply chain management literature provides several frameworks aiming to identify the constructs of supply chain performance and supply chain resilience. Nevertheless, the literature lacks a framework that encompasses healthcare supply chains and its idiosyncrasies. Therefore, the purpose of this paper is to propose a framework for analysing the relationships between the antecedent factors, mediators, and consequents of healthcare supply chain resilience (HCSCRes). The supply chain risk management (SCRM) literature shows a significant gap concerning a framework that comprises the particularities of SCRM applied to healthcare. In this sense, based on the importance of identifying the determinants of HCSCRes, qualitative, and exploratory research was developed through an extensive literature review. In this sense, we propose two research questions: (i) Which are the antecedents, mediators, consequents of a resilient Healthcare Supply Chain? (ii) Which are the variables that compose the constructs of a resilient healthcare supply chain? The proposed framework of this research was designed to analyse healthcare organisations, including the healthcare supply chain. To use the proposed framework in other industries (e.g. commerce, services), it is necessary to make adaptations and adjustments on the observable variables and constructs. The main contributions of the paper are twofold: (i) Show an essential theoretical value in proposing scales for the HCSCRes factors and can be useful for future quantitative approach and surveys. (ii) The literature review reveals that the set of practices and technologies known as industry 4.0 plays a major role in the theoretical framework proposed by this paper.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"28 1","pages":"295 - 309"},"PeriodicalIF":8.3,"publicationDate":"2021-08-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81462613","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-30DOI: 10.1080/09537287.2021.1967497
O. M. F. C. Walter, E. P. Paladini, E. Henning, A. Kalbusch
Abstract Practical and theoretical evidence suggests that Sustainable Lean Six Sigma contributes to an organization’s performance as it highlights environmental aspects. However, the theoretical contribution of Sustainable Lean Six Sigma has not been discussed enough in the literature, and many companies do not know where to begin integrating Sustainability and Lean Six Sigma in operation management. This paper aims to identify and discuss recent developments in Sustainable Lean Six Sigma frameworks through a systematic literature review, considering the benefits, outcomes, tools and practices, sustainability key performance indicators and critical success factors. The results show that Lean Six Sigma tools have been adapted to incorporate the measurement of environmental waste. However, sustainability key performance indicators must improve and there are few empirical studies on critical success factors for Sustainable Lean Six Sigma. This study also identified gaps in Sustainable Lean Six Sigma frameworks and gives directions for future research.
{"title":"Recent developments in sustainable lean six sigma frameworks: literature review and directions","authors":"O. M. F. C. Walter, E. P. Paladini, E. Henning, A. Kalbusch","doi":"10.1080/09537287.2021.1967497","DOIUrl":"https://doi.org/10.1080/09537287.2021.1967497","url":null,"abstract":"Abstract Practical and theoretical evidence suggests that Sustainable Lean Six Sigma contributes to an organization’s performance as it highlights environmental aspects. However, the theoretical contribution of Sustainable Lean Six Sigma has not been discussed enough in the literature, and many companies do not know where to begin integrating Sustainability and Lean Six Sigma in operation management. This paper aims to identify and discuss recent developments in Sustainable Lean Six Sigma frameworks through a systematic literature review, considering the benefits, outcomes, tools and practices, sustainability key performance indicators and critical success factors. The results show that Lean Six Sigma tools have been adapted to incorporate the measurement of environmental waste. However, sustainability key performance indicators must improve and there are few empirical studies on critical success factors for Sustainable Lean Six Sigma. This study also identified gaps in Sustainable Lean Six Sigma frameworks and gives directions for future research.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"1059 1","pages":"830 - 848"},"PeriodicalIF":8.3,"publicationDate":"2021-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77255321","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-27DOI: 10.1080/09537287.2021.1967498
Wen Luo, V. Venkatesh, Yangyan Shi, T. Arthanari
Abstract The study focuses on understanding how different supply chain stakeholders' power dynamics influence supply chain relationships' stability and dynamics in a logistics triad. The study uses a qualitative research approach (multiple case studies) to collect data from the perspectives of logistics service providers (LSPs), suppliers, and customers. Having unique resource/service capability helps the LSP dominate long-term triad relationships by controlling its partners and impeding changes in embedded dyads. The identified theoretical and empirical outcomes provide insights to academics and practitioners to understand the supply chain relationship dynamics based on LSP's dominant power. This study's originality primarily focuses on the dominant player—LSP—to influence triadic supply chain relationships, which is significantly different from the traditional view—the dominant power controlled by suppliers or customers.
{"title":"Dominance and collaboration in logistics triads: the case studies from New Zealand","authors":"Wen Luo, V. Venkatesh, Yangyan Shi, T. Arthanari","doi":"10.1080/09537287.2021.1967498","DOIUrl":"https://doi.org/10.1080/09537287.2021.1967498","url":null,"abstract":"Abstract The study focuses on understanding how different supply chain stakeholders' power dynamics influence supply chain relationships' stability and dynamics in a logistics triad. The study uses a qualitative research approach (multiple case studies) to collect data from the perspectives of logistics service providers (LSPs), suppliers, and customers. Having unique resource/service capability helps the LSP dominate long-term triad relationships by controlling its partners and impeding changes in embedded dyads. The identified theoretical and empirical outcomes provide insights to academics and practitioners to understand the supply chain relationship dynamics based on LSP's dominant power. This study's originality primarily focuses on the dominant player—LSP—to influence triadic supply chain relationships, which is significantly different from the traditional view—the dominant power controlled by suppliers or customers.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"25 1","pages":"849 - 865"},"PeriodicalIF":8.3,"publicationDate":"2021-08-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75991525","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-24DOI: 10.1080/09537287.2021.1959663
Ilias Vlachos, G. Malindretos
Abstract Companies aiming to upgrade their supply chains to meet operational and sustainability objectives are often required to redesign their supply networks. However, there is scarce empirical evidence on how to redesign existing supply chains, especially global supply chains. This longitudinal case study examined the aquaculture supply chain redesign process with the aim of improving market, operational, and sustainability performance. Aquaculture, although characterized as the blue revolution, has received little attention in management studies. Action research collected evidence via informal interviews, participant observation, on-site visits, and secondary data selection. The redesign process included three phases: (i) physical distribution network mapping, risk-uncertainty analysis, and hierarchical goal setting, (ii) implementation of physical network re-design, and (iii) performance monitoring, control, and continuous improvement. The company achieved significant lead time reduction and fast response to the markets while, at the same time, reducing environmental pollution and meeting sustainable targets. The study uncovers that supply chain redesign should not be limited to physical network restructuring but also include facilities value extension and integrated information management. It shows how companies can mitigate different types of risks (supply, production, logistics, demand) via specific supply chain redesign interventions.
{"title":"Supply chain redesign in the aquaculture supply chain: a longitudinal case study","authors":"Ilias Vlachos, G. Malindretos","doi":"10.1080/09537287.2021.1959663","DOIUrl":"https://doi.org/10.1080/09537287.2021.1959663","url":null,"abstract":"Abstract Companies aiming to upgrade their supply chains to meet operational and sustainability objectives are often required to redesign their supply networks. However, there is scarce empirical evidence on how to redesign existing supply chains, especially global supply chains. This longitudinal case study examined the aquaculture supply chain redesign process with the aim of improving market, operational, and sustainability performance. Aquaculture, although characterized as the blue revolution, has received little attention in management studies. Action research collected evidence via informal interviews, participant observation, on-site visits, and secondary data selection. The redesign process included three phases: (i) physical distribution network mapping, risk-uncertainty analysis, and hierarchical goal setting, (ii) implementation of physical network re-design, and (iii) performance monitoring, control, and continuous improvement. The company achieved significant lead time reduction and fast response to the markets while, at the same time, reducing environmental pollution and meeting sustainable targets. The study uncovers that supply chain redesign should not be limited to physical network restructuring but also include facilities value extension and integrated information management. It shows how companies can mitigate different types of risks (supply, production, logistics, demand) via specific supply chain redesign interventions.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"100 1","pages":"748 - 764"},"PeriodicalIF":8.3,"publicationDate":"2021-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74216810","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-20DOI: 10.1080/09537287.2021.1964882
P. Love, J. Matthews, Lavagnon A. Ika, P. Teo, Weili Fang, J. Morrison
Abstract While lean thinking may help tackle waste, rework remains an ongoing problem during the construction of infrastructure projects. Often too much emphasis is placed on applying lean tools rather than harnessing the human factor and establishing a culture to mitigate rework. Thus, this paper proposes the need for construction organisations to transition from the prevailing error prevention culture (i.e. Quality-I) that pervades practice to one based on error management (i.e. Quality-II) if rework is to be contained and reduced. Accordingly, this paper asks: What type of error culture is required to manage errors that result in rework and to support lean thinking during the construction of infrastructure projects? We draw on the case of a program alliance of 129 water infrastructure projects and make sense of how it enacted, in addition to lean thinking, a change initiative to transition from error prevention to an error management culture to address its rework problem. We observed that leadership, psychological safety and coaching were pivotal for cultivating a culture where there was an acceptance that ‘errors happen’ and effort was directed at mitigating their adverse consequences. The contributions of this paper are twofold as we provide: (1) a new theoretical underpinning to mitigate rework and support the use of lean thinking during the construction of infrastructure projects grounded in Quality-II; and (2) practical suggestions, based on actual experiences, which can be readily employed to monitor and anticipate rework at the coalface of construction.
{"title":"From Quality-I to Quality-II: cultivating an error culture to support lean thinking and rework mitigation in infrastructure projects","authors":"P. Love, J. Matthews, Lavagnon A. Ika, P. Teo, Weili Fang, J. Morrison","doi":"10.1080/09537287.2021.1964882","DOIUrl":"https://doi.org/10.1080/09537287.2021.1964882","url":null,"abstract":"Abstract While lean thinking may help tackle waste, rework remains an ongoing problem during the construction of infrastructure projects. Often too much emphasis is placed on applying lean tools rather than harnessing the human factor and establishing a culture to mitigate rework. Thus, this paper proposes the need for construction organisations to transition from the prevailing error prevention culture (i.e. Quality-I) that pervades practice to one based on error management (i.e. Quality-II) if rework is to be contained and reduced. Accordingly, this paper asks: What type of error culture is required to manage errors that result in rework and to support lean thinking during the construction of infrastructure projects? We draw on the case of a program alliance of 129 water infrastructure projects and make sense of how it enacted, in addition to lean thinking, a change initiative to transition from error prevention to an error management culture to address its rework problem. We observed that leadership, psychological safety and coaching were pivotal for cultivating a culture where there was an acceptance that ‘errors happen’ and effort was directed at mitigating their adverse consequences. The contributions of this paper are twofold as we provide: (1) a new theoretical underpinning to mitigate rework and support the use of lean thinking during the construction of infrastructure projects grounded in Quality-II; and (2) practical suggestions, based on actual experiences, which can be readily employed to monitor and anticipate rework at the coalface of construction.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"63 3 1","pages":"812 - 829"},"PeriodicalIF":8.3,"publicationDate":"2021-08-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85055107","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-17DOI: 10.1080/09537287.2021.1964868
Amine Belhadi, Sachin S. Kamble, A. Gunasekaran, Karim Zkik, D. M., Fatima Ezahra Touriki
Abstract The advent of new technologies alongside the generation of the vast amount of data in the manufacturing processes makes Green Lean Six Sigma (GLSS) approaches very challenging. This paper presents a novel framework termed ‘BDA-GLSS’ that guides companies to effectively integrate Big Data Analytics (BDA) in GLSS to improve their environmental performance. The BDA-GLSS framework is validated using an industrial case study of a leading chemical company. The results suggest measurable benefits of the proposed framework in enhancing technological readiness, problem identification, and analysis with predictive capability. The BDA-GLSS guides the implementation of BDA techniques within the GLSS framework offering real-time quality control, event-based inspection, and predictive maintenance. The BDA-GLSS enhances the environmental capability, process performance and provides a new perspective for researchers and practitioners to support GLSS projects in achieving higher green performance.
{"title":"A Big Data Analytics-driven Lean Six Sigma framework for enhanced green performance: a case study of chemical company","authors":"Amine Belhadi, Sachin S. Kamble, A. Gunasekaran, Karim Zkik, D. M., Fatima Ezahra Touriki","doi":"10.1080/09537287.2021.1964868","DOIUrl":"https://doi.org/10.1080/09537287.2021.1964868","url":null,"abstract":"Abstract The advent of new technologies alongside the generation of the vast amount of data in the manufacturing processes makes Green Lean Six Sigma (GLSS) approaches very challenging. This paper presents a novel framework termed ‘BDA-GLSS’ that guides companies to effectively integrate Big Data Analytics (BDA) in GLSS to improve their environmental performance. The BDA-GLSS framework is validated using an industrial case study of a leading chemical company. The results suggest measurable benefits of the proposed framework in enhancing technological readiness, problem identification, and analysis with predictive capability. The BDA-GLSS guides the implementation of BDA techniques within the GLSS framework offering real-time quality control, event-based inspection, and predictive maintenance. The BDA-GLSS enhances the environmental capability, process performance and provides a new perspective for researchers and practitioners to support GLSS projects in achieving higher green performance.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"3 1","pages":"767 - 790"},"PeriodicalIF":8.3,"publicationDate":"2021-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86229249","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-17DOI: 10.1080/09537287.2021.1964881
D. Pacheco, Giovana Di Giorgio Heidrich
Abstract This research project challenges the status quo regarding setup reduction methods from the current difficulties faced by industries and the knowledge gaps in the literature on continuous process improvement. The purpose of this study is to examine how it is possible to combine SMED (Single-Minute Exchange of Die) with Presetting systems (anticipation of tools or devices adjustments) to improve production systems’ productivity in practice. First, a literature review was performed to expand the understanding of SMED-related methods and the current knowledge gaps in the relevant literature. Next, a revitalised method combining SMED with Presetting systems was proposed and empirically validated in close collaboration with the industry in a longitudinal study. Qualitative and quantitative observations made before, during and after the intervention demonstrated the adequate performance of the tested method. The main results obtained include (i) 87% reduction in the setup time and a 33.8% increase in the Overall Equipment Effectiveness (OEE) of the labelling machine, (ii) 17% increase in the entire line’s OEE, (iii) about 45% reduction of the lot sizes, (iv) a systemic improvement in productivity of 48.533 parts per month into production line responsible for 90.5% of the company’s revenues. Overall, this study proposed theory refinements and contributes to research and practice on Lean Production implementation by expanding and revitalising the current literature on setup reduction methods and process improvements. The refined method and the prescriptive guidelines provided in this study enable industrial practitioners to increase production systems’ performance in practice. The paper contributes to expanding the absorption of best practices in Production/Operations Management research results in firms.
{"title":"Revitalising the setup reduction activities in Operations Management","authors":"D. Pacheco, Giovana Di Giorgio Heidrich","doi":"10.1080/09537287.2021.1964881","DOIUrl":"https://doi.org/10.1080/09537287.2021.1964881","url":null,"abstract":"Abstract This research project challenges the status quo regarding setup reduction methods from the current difficulties faced by industries and the knowledge gaps in the literature on continuous process improvement. The purpose of this study is to examine how it is possible to combine SMED (Single-Minute Exchange of Die) with Presetting systems (anticipation of tools or devices adjustments) to improve production systems’ productivity in practice. First, a literature review was performed to expand the understanding of SMED-related methods and the current knowledge gaps in the relevant literature. Next, a revitalised method combining SMED with Presetting systems was proposed and empirically validated in close collaboration with the industry in a longitudinal study. Qualitative and quantitative observations made before, during and after the intervention demonstrated the adequate performance of the tested method. The main results obtained include (i) 87% reduction in the setup time and a 33.8% increase in the Overall Equipment Effectiveness (OEE) of the labelling machine, (ii) 17% increase in the entire line’s OEE, (iii) about 45% reduction of the lot sizes, (iv) a systemic improvement in productivity of 48.533 parts per month into production line responsible for 90.5% of the company’s revenues. Overall, this study proposed theory refinements and contributes to research and practice on Lean Production implementation by expanding and revitalising the current literature on setup reduction methods and process improvements. The refined method and the prescriptive guidelines provided in this study enable industrial practitioners to increase production systems’ performance in practice. The paper contributes to expanding the absorption of best practices in Production/Operations Management research results in firms.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"47 2-4 1","pages":"791 - 811"},"PeriodicalIF":8.3,"publicationDate":"2021-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77906119","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-08-17DOI: 10.1080/09537287.2021.1953178
G. Tortorella, T. A. Saurin, Paolo Gaiardelli, D. Jurburg
Abstract Lean Automation (LA) is defined as the combined use of Lean Production (LP) practices and Industry 4.0 (I4.0) technologies. This paper investigates the pairwise relationships between the LA practices and their corresponding implementation competences. A survey-based study with 110 practitioners from manufacturing companies was conducted. Multivariate data techniques were used to analyze the responses, which were categorized according to practitioners’ LP experience and I4.0 knowledge. Findings indicate that the relationships between competences and LA practices become more prominent as practitioners’ LP experience increases. A contrary trend was observed when I4.0 knowledge increases. Nevertheless, commonalities were found regardless respondents’ characteristics, such as: (i) the significant relationships between LA practices and competences were all positive; (ii) supply chain-related LA practices are more likely to be extensively associated with all competences; and (iii) competences related to the ability of identifying, analyzing and solving problems through computer programming and data analytics were the most likely to support LA practices. To the best of our knowledge, this is the first study that empirically verifies the pairwise relationship between competences and LA practices. The understanding of this allows companies to foster and develop the proper competences on the employees, catalyzing the LA implementation.
{"title":"Relationships between competences and lean automation practices: an exploratory study","authors":"G. Tortorella, T. A. Saurin, Paolo Gaiardelli, D. Jurburg","doi":"10.1080/09537287.2021.1953178","DOIUrl":"https://doi.org/10.1080/09537287.2021.1953178","url":null,"abstract":"Abstract Lean Automation (LA) is defined as the combined use of Lean Production (LP) practices and Industry 4.0 (I4.0) technologies. This paper investigates the pairwise relationships between the LA practices and their corresponding implementation competences. A survey-based study with 110 practitioners from manufacturing companies was conducted. Multivariate data techniques were used to analyze the responses, which were categorized according to practitioners’ LP experience and I4.0 knowledge. Findings indicate that the relationships between competences and LA practices become more prominent as practitioners’ LP experience increases. A contrary trend was observed when I4.0 knowledge increases. Nevertheless, commonalities were found regardless respondents’ characteristics, such as: (i) the significant relationships between LA practices and competences were all positive; (ii) supply chain-related LA practices are more likely to be extensively associated with all competences; and (iii) competences related to the ability of identifying, analyzing and solving problems through computer programming and data analytics were the most likely to support LA practices. To the best of our knowledge, this is the first study that empirically verifies the pairwise relationship between competences and LA practices. The understanding of this allows companies to foster and develop the proper competences on the employees, catalyzing the LA implementation.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"107 1","pages":"689 - 704"},"PeriodicalIF":8.3,"publicationDate":"2021-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85113164","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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