{"title":"基于领导、组织、运营和人员维度的拉式实施概念模型","authors":"Ariana Araujo, A. Alves, F. Romero","doi":"10.1108/ijlss-12-2022-0253","DOIUrl":null,"url":null,"abstract":"\nPurpose\nThis paper aims to present a conceptual model, called LOOP, an acronym for Leadership, Organization, Operation and People, regarding the pull system implementation in Lean companies. Lean should be holistically implemented to achieve the performance for what it is known. Pull is one of the Lean thinking principles, and it is the production control system underneath the Lean philosophy. However, to implement pull, an organizational transformation in companies’ different areas is needed.\n\n\nDesign/methodology/approach\nThis model was developed following up a case study of a representative example of a multinational company which has been implementing Lean for a long time but without achieving a well-succeeded pull implementation.\n\n\nFindings\nBased on that, the authors developed the LOOP model that is an integrated framework with the goal to promote a Lean culture, which includes four dimensions: leadership, organization, operation and people.\n\n\nOriginality/value\nBased on the LOOP conceptual model, a different, and hopefully more effective, perspective is presented, establishing some proposals for the four dimensions and for the production and control system selection criteria to implement Lean.\n","PeriodicalId":48601,"journal":{"name":"International Journal of Lean Six Sigma","volume":null,"pages":null},"PeriodicalIF":3.8000,"publicationDate":"2023-08-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"A conceptual model for pull implementation based on the dimensions leadership, organization, operation and people\",\"authors\":\"Ariana Araujo, A. Alves, F. Romero\",\"doi\":\"10.1108/ijlss-12-2022-0253\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"\\nPurpose\\nThis paper aims to present a conceptual model, called LOOP, an acronym for Leadership, Organization, Operation and People, regarding the pull system implementation in Lean companies. Lean should be holistically implemented to achieve the performance for what it is known. Pull is one of the Lean thinking principles, and it is the production control system underneath the Lean philosophy. However, to implement pull, an organizational transformation in companies’ different areas is needed.\\n\\n\\nDesign/methodology/approach\\nThis model was developed following up a case study of a representative example of a multinational company which has been implementing Lean for a long time but without achieving a well-succeeded pull implementation.\\n\\n\\nFindings\\nBased on that, the authors developed the LOOP model that is an integrated framework with the goal to promote a Lean culture, which includes four dimensions: leadership, organization, operation and people.\\n\\n\\nOriginality/value\\nBased on the LOOP conceptual model, a different, and hopefully more effective, perspective is presented, establishing some proposals for the four dimensions and for the production and control system selection criteria to implement Lean.\\n\",\"PeriodicalId\":48601,\"journal\":{\"name\":\"International Journal of Lean Six Sigma\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.8000,\"publicationDate\":\"2023-08-14\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"International Journal of Lean Six Sigma\",\"FirstCategoryId\":\"5\",\"ListUrlMain\":\"https://doi.org/10.1108/ijlss-12-2022-0253\",\"RegionNum\":2,\"RegionCategory\":\"工程技术\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"ENGINEERING, INDUSTRIAL\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"International Journal of Lean Six Sigma","FirstCategoryId":"5","ListUrlMain":"https://doi.org/10.1108/ijlss-12-2022-0253","RegionNum":2,"RegionCategory":"工程技术","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"ENGINEERING, INDUSTRIAL","Score":null,"Total":0}
A conceptual model for pull implementation based on the dimensions leadership, organization, operation and people
Purpose
This paper aims to present a conceptual model, called LOOP, an acronym for Leadership, Organization, Operation and People, regarding the pull system implementation in Lean companies. Lean should be holistically implemented to achieve the performance for what it is known. Pull is one of the Lean thinking principles, and it is the production control system underneath the Lean philosophy. However, to implement pull, an organizational transformation in companies’ different areas is needed.
Design/methodology/approach
This model was developed following up a case study of a representative example of a multinational company which has been implementing Lean for a long time but without achieving a well-succeeded pull implementation.
Findings
Based on that, the authors developed the LOOP model that is an integrated framework with the goal to promote a Lean culture, which includes four dimensions: leadership, organization, operation and people.
Originality/value
Based on the LOOP conceptual model, a different, and hopefully more effective, perspective is presented, establishing some proposals for the four dimensions and for the production and control system selection criteria to implement Lean.
期刊介绍:
Launched in 2010, International Journal of Lean Six Sigma publishes original, empirical and review papers, case studies and theoretical frameworks or models related to Lean and Six Sigma methodologies. High quality submissions are sought from academics, researchers, practitioners and leading management consultants from around the world. Research, case studies and examples can be cited from manufacturing, service and public sectors. This includes manufacturing, health, financial services, local government, education, professional services, IT Services, transport, etc.