Pub Date : 2021-07-05DOI: 10.1080/09537287.2021.1942282
Alessia Napoleone, A. Pozzetti, M. Macchi, Rasmus Andersen
Abstract The current uncertain and volatile business context is challenging firms worldwide, leading to the need to be responsive at a competitive cost. This trend is so substantial that it even affects industries traditionally competing in rather stable contexts, such as the process industry. Although the process industry includes multiple sectors with different technologies and processes, these share several aspects that make the industry as a whole distinctive to the discrete manufacturing industry. Based on a literature review, this study identifies and describes trends leading the process industry to the need for responsiveness, corresponding solutions to accommodate the need, and related challenges hindering the industrialization and diffusion of solutions in this industry. This study shows that trends, such as the uncertainty and volatility of market requirements, are challenging the process industry to develop reconfigurability solutions across multiple production levels. The development of reconfigurability solutions is hindered by modularity, integrability, co-ordination and collaboration challenges.
{"title":"Time to be responsive in the process industry: a literature-based analysis of trends of change, solutions and challenges","authors":"Alessia Napoleone, A. Pozzetti, M. Macchi, Rasmus Andersen","doi":"10.1080/09537287.2021.1942282","DOIUrl":"https://doi.org/10.1080/09537287.2021.1942282","url":null,"abstract":"Abstract The current uncertain and volatile business context is challenging firms worldwide, leading to the need to be responsive at a competitive cost. This trend is so substantial that it even affects industries traditionally competing in rather stable contexts, such as the process industry. Although the process industry includes multiple sectors with different technologies and processes, these share several aspects that make the industry as a whole distinctive to the discrete manufacturing industry. Based on a literature review, this study identifies and describes trends leading the process industry to the need for responsiveness, corresponding solutions to accommodate the need, and related challenges hindering the industrialization and diffusion of solutions in this industry. This study shows that trends, such as the uncertainty and volatility of market requirements, are challenging the process industry to develop reconfigurability solutions across multiple production levels. The development of reconfigurability solutions is hindered by modularity, integrability, co-ordination and collaboration challenges.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84161601","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 : 2021-07-05DOI: 10.1080/09537287.2021.1940345
Nikola Suzić, C. Forza
Abstract Mass customization (MC), an organization’s ability to provide customized products and services that fulfil each customer’s idiosyncratic needs without considerable trade-offs in cost, delivery and quality, is gaining importance among companies. To help practitioners on the complex path towards MC, academic research has provided some guidelines for MC implementation. Recent reviews in this research sub-stream underlined the lack of MC implementation guidelines (MC-IGs) specifically developed for small and medium enterprises (SMEs) and also indicated the opportunity to use the design science research (DSR) strategy to develop new MC-IGs. The present research answers call for new MC-IGs by developing maturity grid-based MC implementation guidelines for SMEs that comply with the MC-IG building blocks and the MC-IG properties indicated by Suzić, Forza, et al.. The development of such guidelines followed a DSR strategy that included short- and long-term observational evaluations in two SMEs over three years.
{"title":"Development of mass customization implementation guidelines for small and medium enterprises (SMEs)","authors":"Nikola Suzić, C. Forza","doi":"10.1080/09537287.2021.1940345","DOIUrl":"https://doi.org/10.1080/09537287.2021.1940345","url":null,"abstract":"Abstract Mass customization (MC), an organization’s ability to provide customized products and services that fulfil each customer’s idiosyncratic needs without considerable trade-offs in cost, delivery and quality, is gaining importance among companies. To help practitioners on the complex path towards MC, academic research has provided some guidelines for MC implementation. Recent reviews in this research sub-stream underlined the lack of MC implementation guidelines (MC-IGs) specifically developed for small and medium enterprises (SMEs) and also indicated the opportunity to use the design science research (DSR) strategy to develop new MC-IGs. The present research answers call for new MC-IGs by developing maturity grid-based MC implementation guidelines for SMEs that comply with the MC-IG building blocks and the MC-IG properties indicated by Suzić, Forza, et al.. The development of such guidelines followed a DSR strategy that included short- and long-term observational evaluations in two SMEs over three years.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82866086","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 : 2021-07-02DOI: 10.1080/09537287.2021.1946328
J. Tarí, E. Claver-Cortés, M. García-Fernández
Abstract The aim of this study is to analyse how soft and hard quality management (QM) practices enhance incremental and radical product and process innovation, and operational and financial results, and the paths from QM to financial results via innovation and operational results. The paper examines these relationships applying Partial Least Squares (PLS) and using data from 105 firms. The results show that soft QM is associated with hard practices, with incremental and radical product and process innovation, and with operational and financial results, but hard issues have no positive association with innovation, nor with operational and financial results. The results also show the path from soft QM to: (a) operational results via innovation, and (b) financial results via innovation, via operational results, and via both innovation and operational results. This study adds to the literature the mediating role of both innovation and operational results on the relationships between soft QM and financial results. It contributes to practitioners by showing the importance of both innovation and operational results to strength the association between QM and financial results, and the different paths from QM to financial results.
{"title":"How quality management can enhance performance? A model of relationships mediated by innovation","authors":"J. Tarí, E. Claver-Cortés, M. García-Fernández","doi":"10.1080/09537287.2021.1946328","DOIUrl":"https://doi.org/10.1080/09537287.2021.1946328","url":null,"abstract":"Abstract The aim of this study is to analyse how soft and hard quality management (QM) practices enhance incremental and radical product and process innovation, and operational and financial results, and the paths from QM to financial results via innovation and operational results. The paper examines these relationships applying Partial Least Squares (PLS) and using data from 105 firms. The results show that soft QM is associated with hard practices, with incremental and radical product and process innovation, and with operational and financial results, but hard issues have no positive association with innovation, nor with operational and financial results. The results also show the path from soft QM to: (a) operational results via innovation, and (b) financial results via innovation, via operational results, and via both innovation and operational results. This study adds to the literature the mediating role of both innovation and operational results on the relationships between soft QM and financial results. It contributes to practitioners by showing the importance of both innovation and operational results to strength the association between QM and financial results, and the different paths from QM to financial results.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-07-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79244058","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 : 2021-06-21DOI: 10.1080/09537287.2021.1951389
Marta Riquelme-Medina, M. Stevenson, Vanesa Barrales-Molina, F. Lloréns-Montes
Abstract Interest in business ecosystems has grown exponentially over the last decade. This article focuses on the operational benefits of business ecosystems by investigating how embeddedness in business ecosystems influences supply chain competence. Specifically, it considers the mediating effect of external knowledge capacities (i.e. absorptive, desorptive and connective capacity). Data from 271 European firms in business ecosystems was collected to test the paper’s hypotheses using regression analysis with bootstrapping. Results indicate that business ecosystem embeddedness does not in itself improve supply chain competence. Rather, the relationship is explained through (i) absorptive and desorptive capacity as direct mediators; and (ii) connective capacity, which enhances supply chain competence indirectly by improving external knowledge retention for absorptive and desorptive capacity. To the best of our knowledge, this is the first paper to demonstrate benefits of being embedded in business ecosystems other than in terms of innovation. Newly validated scales for business ecosystem embeddedness and connective capacity are provided.
{"title":"Business ecosystem embeddedness to enhance supply chain competence: the key role of external knowledge capacities","authors":"Marta Riquelme-Medina, M. Stevenson, Vanesa Barrales-Molina, F. Lloréns-Montes","doi":"10.1080/09537287.2021.1951389","DOIUrl":"https://doi.org/10.1080/09537287.2021.1951389","url":null,"abstract":"Abstract Interest in business ecosystems has grown exponentially over the last decade. This article focuses on the operational benefits of business ecosystems by investigating how embeddedness in business ecosystems influences supply chain competence. Specifically, it considers the mediating effect of external knowledge capacities (i.e. absorptive, desorptive and connective capacity). Data from 271 European firms in business ecosystems was collected to test the paper’s hypotheses using regression analysis with bootstrapping. Results indicate that business ecosystem embeddedness does not in itself improve supply chain competence. Rather, the relationship is explained through (i) absorptive and desorptive capacity as direct mediators; and (ii) connective capacity, which enhances supply chain competence indirectly by improving external knowledge retention for absorptive and desorptive capacity. To the best of our knowledge, this is the first paper to demonstrate benefits of being embedded in business ecosystems other than in terms of innovation. Newly validated scales for business ecosystem embeddedness and connective capacity are provided.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80608947","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 : 2021-06-21DOI: 10.1080/09537287.2021.1951390
H. Yao, Yongqiang Chen, Yurui Zhang, Min Zhang, Yangbing Zhang
Abstract Contracts are frequently violated due to opportunism, misunderstandings, or external factors in construction projects. However, most previous studies focussed on how to prevent contract violations but little research has been conducted on responses to contract violations (i.e. enforcement practices) and the factors affecting these responses. Drawing on Attribution Theory, this study constructs a moderated mediating model of enforcement decisions, including contractual enforcement and relational enforcement, from contract violation, to trust and then to enforcement decisions, with the moderating role of legal enforceability. The findings from questionnaires show that compared with spirit violations, letter violations lead to lower trust and, thus, increase the severity of contractual enforcement and relational enforcement. Furthermore, trust exerts a more negative effect on contractual enforcement when legal enforceability is strong. Theoretically, this study provides a deeper understanding of enforcement decisions by incorporating contractual enforcement and relational enforcement, by differentiating types of contract violations, and by considering legal institutions. Practically, overly severe enforcement may lead to disputes and litigation and even endanger the profitable long-term relationship. This study provides guidelines for managers from the violating party to avert overly severe enforcement, and thus avoid high dispute resolution costs and facilitate long-term partnering.
{"title":"Managing contract violations in construction projects: a moderated mediating model of enforcement decisions","authors":"H. Yao, Yongqiang Chen, Yurui Zhang, Min Zhang, Yangbing Zhang","doi":"10.1080/09537287.2021.1951390","DOIUrl":"https://doi.org/10.1080/09537287.2021.1951390","url":null,"abstract":"Abstract Contracts are frequently violated due to opportunism, misunderstandings, or external factors in construction projects. However, most previous studies focussed on how to prevent contract violations but little research has been conducted on responses to contract violations (i.e. enforcement practices) and the factors affecting these responses. Drawing on Attribution Theory, this study constructs a moderated mediating model of enforcement decisions, including contractual enforcement and relational enforcement, from contract violation, to trust and then to enforcement decisions, with the moderating role of legal enforceability. The findings from questionnaires show that compared with spirit violations, letter violations lead to lower trust and, thus, increase the severity of contractual enforcement and relational enforcement. Furthermore, trust exerts a more negative effect on contractual enforcement when legal enforceability is strong. Theoretically, this study provides a deeper understanding of enforcement decisions by incorporating contractual enforcement and relational enforcement, by differentiating types of contract violations, and by considering legal institutions. Practically, overly severe enforcement may lead to disputes and litigation and even endanger the profitable long-term relationship. This study provides guidelines for managers from the violating party to avert overly severe enforcement, and thus avoid high dispute resolution costs and facilitate long-term partnering.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83320037","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 : 2021-06-18DOI: 10.1080/09537287.2021.1938730
P. Fournier, M.-H. Jobin, L. Lapointe, Lionel Bahl
Abstract Physicians’ resistance towards Lean is often viewed as an important barrier to its successful implementation in healthcare organisations. However, there exists a dearth of knowledge regarding what influences reactions from physicians towards Lean and what organisations can do about it. This study adopts a behavioural perspective and focuses on the triggers of physicians’ resistance towards Lean. Using longitudinal qualitative data from multiple case studies of Canadian hospitals, 15 behavioural triggers are identified. A cross-case analysis reveals that core-technical and efficiency-driven changes clash with medical professionalism and generate active resistance from physicians, while leadership and familiarity with Lean are linked to championing behaviours that mitigate it. This study provides a deeper understanding of physicians’ behaviours during Lean transformations and the factors that drive resistance. It also provides insight into how organisations can better engage their medical staff in their Lean efforts by focussing on the process of change to offset resistance.
{"title":"Lean implementation in healthcare: offsetting Physicians’ resistance to change","authors":"P. Fournier, M.-H. Jobin, L. Lapointe, Lionel Bahl","doi":"10.1080/09537287.2021.1938730","DOIUrl":"https://doi.org/10.1080/09537287.2021.1938730","url":null,"abstract":"Abstract Physicians’ resistance towards Lean is often viewed as an important barrier to its successful implementation in healthcare organisations. However, there exists a dearth of knowledge regarding what influences reactions from physicians towards Lean and what organisations can do about it. This study adopts a behavioural perspective and focuses on the triggers of physicians’ resistance towards Lean. Using longitudinal qualitative data from multiple case studies of Canadian hospitals, 15 behavioural triggers are identified. A cross-case analysis reveals that core-technical and efficiency-driven changes clash with medical professionalism and generate active resistance from physicians, while leadership and familiarity with Lean are linked to championing behaviours that mitigate it. This study provides a deeper understanding of physicians’ behaviours during Lean transformations and the factors that drive resistance. It also provides insight into how organisations can better engage their medical staff in their Lean efforts by focussing on the process of change to offset resistance.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-06-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86675410","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 : 2021-06-18DOI: 10.1080/09537287.2021.1939902
N. Vu, Abhijeet Ghadge, M. Bourlakis
Abstract Blockchain technology has received significant attention from the food industry; however, due to the scarcity of successful Blockchain projects and sector-specific studies, a step-by-step approach for implementing Blockchain in food supply chains (FSCs) is still missing. A systematic literature review of 69 high-quality, peer-reviewed articles is utilized to capture Blockchain adoption drivers and barriers, applications, and implementation stages within FSCs. Current Blockchain issues such as scalability, regulations, privacy, and incentivization are identified as future research opportunities. Following innovation adoption theory, a three-stage conceptual framework for Blockchain implementation in FSCs is developed. The proposed framework is novel and is expected to benefit food chain managers in establishing the suitability of Blockchain for their organization and/or wider supply network. Identified influential factors, case examples, and implementation stages are expected to guide practitioners in developing a roadmap for adopting Blockchain in the food industry.
{"title":"Blockchain adoption in food supply chains: a review and implementation framework","authors":"N. Vu, Abhijeet Ghadge, M. Bourlakis","doi":"10.1080/09537287.2021.1939902","DOIUrl":"https://doi.org/10.1080/09537287.2021.1939902","url":null,"abstract":"Abstract Blockchain technology has received significant attention from the food industry; however, due to the scarcity of successful Blockchain projects and sector-specific studies, a step-by-step approach for implementing Blockchain in food supply chains (FSCs) is still missing. A systematic literature review of 69 high-quality, peer-reviewed articles is utilized to capture Blockchain adoption drivers and barriers, applications, and implementation stages within FSCs. Current Blockchain issues such as scalability, regulations, privacy, and incentivization are identified as future research opportunities. Following innovation adoption theory, a three-stage conceptual framework for Blockchain implementation in FSCs is developed. The proposed framework is novel and is expected to benefit food chain managers in establishing the suitability of Blockchain for their organization and/or wider supply network. Identified influential factors, case examples, and implementation stages are expected to guide practitioners in developing a roadmap for adopting Blockchain in the food industry.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-06-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"88685532","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 : 2021-06-16DOI: 10.1080/09537287.2021.1934744
Yingdan Fan, Run H. Niu
Abstract Focusing on the manufacturing industry in China, the study explores factors that contribute to possible implementation gaps between companies’ actual practices and the commonly recognized core quality management (QM) practices. In-depth interviews were conducted with production managers, quality managers, and executives of 11 manufacturing companies in China. The selected case companies vary by firm size, ownership, and markets they operate. Qualitative analysis was conducted using NVivo software program. When assessed in comparison with commonly recognized core QM practices, the case companies showed implementation gaps. The implementation gap refers to the lack of comprehensiveness of QM core practices implemented in an individual company against the benchmark practices. Moderate or large implementation gaps were found in seven out of 11 case companies. The study further explores the contextual and cultural factors that contribute to the QM implementation gaps. Case analysis identified that building of quality-centric culture plays a key role in closing the QM implementation gaps. Company ownership is another important indicator for the QM implementation gaps.
{"title":"Walking the talk? A multiple-case study of quality management implementation in China","authors":"Yingdan Fan, Run H. Niu","doi":"10.1080/09537287.2021.1934744","DOIUrl":"https://doi.org/10.1080/09537287.2021.1934744","url":null,"abstract":"Abstract Focusing on the manufacturing industry in China, the study explores factors that contribute to possible implementation gaps between companies’ actual practices and the commonly recognized core quality management (QM) practices. In-depth interviews were conducted with production managers, quality managers, and executives of 11 manufacturing companies in China. The selected case companies vary by firm size, ownership, and markets they operate. Qualitative analysis was conducted using NVivo software program. When assessed in comparison with commonly recognized core QM practices, the case companies showed implementation gaps. The implementation gap refers to the lack of comprehensiveness of QM core practices implemented in an individual company against the benchmark practices. Moderate or large implementation gaps were found in seven out of 11 case companies. The study further explores the contextual and cultural factors that contribute to the QM implementation gaps. Case analysis identified that building of quality-centric culture plays a key role in closing the QM implementation gaps. Company ownership is another important indicator for the QM implementation gaps.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-06-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85124742","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 : 2021-06-14DOI: 10.1080/09537287.2021.1939480
D. Powell
The whole push versus pull conundrum has been made unnecessarily complicated by academics and practitioners alike. As such, this book promises to challenge the readers’ understanding of pull production – a core tenet in lean manufacturing. In doing so, it aims to bring some clarity to this confusion, and is set to become THE standard reference book on pull systems. With practical experience from Toyota, Bosch, and McKinsey & Company, combined with academic experience from Karlsruhe University of Applied Sciences, the author Prof. Dr. Christoph Roser has done a great justice in sharing more than 400 pages of actionable knowledge about different types of pull system and the various environments in which they can operate. From my personal experiences as a lean teacher, researcher, practitioner, and consultant, I have encountered many individuals that simply equate pull with make-to-order. This is of course in direct contradiction with the original supermarket pull systems developed to support just-in-time production, and one of several misconceptions of pull that are presented and explored by Prof. Roser in his book. As John Shook (Chairman, Lean Global Network) quite rightly points out in the foreword of the book, the widely accepted academic definition of a pull production system, ‘one [a system] that explicitly limits the amount of work in process that can be in the system’ (Hopp and Spearman 2004), is incorrect and has done more harm than good in many practical implementations. In this respect, Roser makes a valiant attempt to right such wrongs, and presents a detailed overview of several alternative, mainstream pull systems, including Kanban, CONWIP, POLCA, and even Drum-Buffer-Rope (DBR). It is also very interesting to read about COBACABANA – a less mainstream approach to pull but still worthy of a mention. And in (Braglia, Marrazzini, and Padellini 2020) you will find the real-world implementation of COBACABANA you are looking for, Christoph! Before going into the precise details of each of these different types of pull system and how one might go about implementing them, Roser provides a very useful assessment tool for practitioners wanting to select an appropriate pull system for their specific application area – be it make-tostock, make-to-order, flow shop, or job shop, for example. The book also covers the fundamentals of the first-in-firstout (FIFO) sequencing method and its alternatives, as well as provides some useful examples of pull systems applied in non-manufacturing settings, such as in Healthcare, Project Management, and Construction. As a fan of the Toyota Production System (TPS) and an avid lean advocate, I am impressed by the sheer extent of knowledge contained within this book regarding the original Kanban system – the history, origins, fundamentals, and variants, including digital Kanban (or e-Kanban, which funnily enough has become popular with the onset of Industry 4.0 but was implemented at Toyota already in 1993!). For t
{"title":"All About Pull Production: Designing, Implementing, and Maintaining Kanban, CONWIP, and other Pull Systems in Lean Production","authors":"D. Powell","doi":"10.1080/09537287.2021.1939480","DOIUrl":"https://doi.org/10.1080/09537287.2021.1939480","url":null,"abstract":"The whole push versus pull conundrum has been made unnecessarily complicated by academics and practitioners alike. As such, this book promises to challenge the readers’ understanding of pull production – a core tenet in lean manufacturing. In doing so, it aims to bring some clarity to this confusion, and is set to become THE standard reference book on pull systems. With practical experience from Toyota, Bosch, and McKinsey & Company, combined with academic experience from Karlsruhe University of Applied Sciences, the author Prof. Dr. Christoph Roser has done a great justice in sharing more than 400 pages of actionable knowledge about different types of pull system and the various environments in which they can operate. From my personal experiences as a lean teacher, researcher, practitioner, and consultant, I have encountered many individuals that simply equate pull with make-to-order. This is of course in direct contradiction with the original supermarket pull systems developed to support just-in-time production, and one of several misconceptions of pull that are presented and explored by Prof. Roser in his book. As John Shook (Chairman, Lean Global Network) quite rightly points out in the foreword of the book, the widely accepted academic definition of a pull production system, ‘one [a system] that explicitly limits the amount of work in process that can be in the system’ (Hopp and Spearman 2004), is incorrect and has done more harm than good in many practical implementations. In this respect, Roser makes a valiant attempt to right such wrongs, and presents a detailed overview of several alternative, mainstream pull systems, including Kanban, CONWIP, POLCA, and even Drum-Buffer-Rope (DBR). It is also very interesting to read about COBACABANA – a less mainstream approach to pull but still worthy of a mention. And in (Braglia, Marrazzini, and Padellini 2020) you will find the real-world implementation of COBACABANA you are looking for, Christoph! Before going into the precise details of each of these different types of pull system and how one might go about implementing them, Roser provides a very useful assessment tool for practitioners wanting to select an appropriate pull system for their specific application area – be it make-tostock, make-to-order, flow shop, or job shop, for example. The book also covers the fundamentals of the first-in-firstout (FIFO) sequencing method and its alternatives, as well as provides some useful examples of pull systems applied in non-manufacturing settings, such as in Healthcare, Project Management, and Construction. As a fan of the Toyota Production System (TPS) and an avid lean advocate, I am impressed by the sheer extent of knowledge contained within this book regarding the original Kanban system – the history, origins, fundamentals, and variants, including digital Kanban (or e-Kanban, which funnily enough has become popular with the onset of Industry 4.0 but was implemented at Toyota already in 1993!). For t","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72678460","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 : 2021-06-14DOI: 10.1080/09537287.2021.1946329
Kalliopi Michalakopoulou, D. Bamford, Iain Reid, A. Nikitas
Abstract The paper discusses innovation within the traditionally conservative legal sector as a diverse service improvement mechanism that models positive firm change. A resource-based view and practice-based view blend provided a systematic theoretical benchmark for the study. Fifty-three semi-structured interviews were conducted with law professionals from seven countries capturing their day-to-day work experiences and identifying the barriers that hinder and the opportunities that support innovation adoption in legal firms today. A data-intensive thematic analysis uncovers six core themes: human factor and culture, client and market, technology, organizational transitions, legal processes, and education. The paper contributes to the state of art by (i) contextualizing each of these themes and their diverse underpinning dimensions; (ii) developing an evidence-based conceptual framework that critically assesses legal innovation uptake barriers and opportunities; and (iii) advancing the theoretical and empirical understanding of law service operations demonstrating the rationale for legal firms to invest in technology, multidisciplinary education, and training, and to adopt leaner, hybrid and more client-driven management approaches.
{"title":"Barriers and opportunities to innovation for legal service firms: a thematic analysis-based contextualization","authors":"Kalliopi Michalakopoulou, D. Bamford, Iain Reid, A. Nikitas","doi":"10.1080/09537287.2021.1946329","DOIUrl":"https://doi.org/10.1080/09537287.2021.1946329","url":null,"abstract":"Abstract The paper discusses innovation within the traditionally conservative legal sector as a diverse service improvement mechanism that models positive firm change. A resource-based view and practice-based view blend provided a systematic theoretical benchmark for the study. Fifty-three semi-structured interviews were conducted with law professionals from seven countries capturing their day-to-day work experiences and identifying the barriers that hinder and the opportunities that support innovation adoption in legal firms today. A data-intensive thematic analysis uncovers six core themes: human factor and culture, client and market, technology, organizational transitions, legal processes, and education. The paper contributes to the state of art by (i) contextualizing each of these themes and their diverse underpinning dimensions; (ii) developing an evidence-based conceptual framework that critically assesses legal innovation uptake barriers and opportunities; and (iii) advancing the theoretical and empirical understanding of law service operations demonstrating the rationale for legal firms to invest in technology, multidisciplinary education, and training, and to adopt leaner, hybrid and more client-driven management approaches.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":null,"pages":null},"PeriodicalIF":8.3,"publicationDate":"2021-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82196181","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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