The impact of lean methods and tools on the operational performance of manufacturing organisations.

Hdl Handle:
http://hdl.handle.net/10545/622279
Title:
The impact of lean methods and tools on the operational performance of manufacturing organisations.
Authors:
Belekoukias, Ioannis; Garza-Reyes, Jose Arturo ( 0000-0002-5493-877X ) ; Kumar, Vikas
Abstract:
Evidence suggests that lean methods and tools have helped manufacturing organisations to improve their operations and processes. However, the real effect of these methods and tools on contemporary measures of operational performance, i.e. cost, speed, dependability, quality and flexibility, is still unclear. This paper investigates the impact of five essential lean methods, i.e. JIT, autonomation, kaizen, total productive maintenance (TPM) and value stream mapping (VSM), on these measures. A linear regression analysis modelled the correlation and impact of these lean practices on the operational performance of 140 manufacturing organisations around the world. In addition, structural equation modelling (SME) was used to cross verify the findings of the regression and correlation analyses. The results indicate that JIT and automation have the strongest significance on operational performance while kaizen, TPM and VSM seem to have a lesser, or even negative, effect on it. This paper provides further evidence regarding the effects that lean practices have on the performance of organisations and thus the research offers companies, and their managers, a better understanding of the relationship between the lean strategy and the performance of their operations.
Affiliation:
University of Warwick; University of Derby; University of the West of England
Citation:
Belekoukias, I. et al (2014) 'The impact of lean methods and tools on the operational performance of manufacturing organisations', International Journal of Production Research, 52 (18):5346.
Publisher:
Taylor and Francis
Journal:
International Journal of Production Research
Issue Date:
7-Apr-2014
URI:
http://hdl.handle.net/10545/622279
DOI:
10.1080/00207543.2014.903348
Additional Links:
http://www.tandfonline.com/doi/abs/10.1080/00207543.2014.903348
Type:
Article
Language:
en
ISSN:
00207543
EISSN:
1366588X
Sponsors:
N/A
Appears in Collections:
Centre for Supply Chain Improvement

Full metadata record

DC FieldValue Language
dc.contributor.authorBelekoukias, Ioannisen
dc.contributor.authorGarza-Reyes, Jose Arturoen
dc.contributor.authorKumar, Vikasen
dc.date.accessioned2018-03-13T09:58:12Z-
dc.date.available2018-03-13T09:58:12Z-
dc.date.issued2014-04-07-
dc.identifier.citationBelekoukias, I. et al (2014) 'The impact of lean methods and tools on the operational performance of manufacturing organisations', International Journal of Production Research, 52 (18):5346.en
dc.identifier.issn00207543-
dc.identifier.doi10.1080/00207543.2014.903348-
dc.identifier.urihttp://hdl.handle.net/10545/622279-
dc.description.abstractEvidence suggests that lean methods and tools have helped manufacturing organisations to improve their operations and processes. However, the real effect of these methods and tools on contemporary measures of operational performance, i.e. cost, speed, dependability, quality and flexibility, is still unclear. This paper investigates the impact of five essential lean methods, i.e. JIT, autonomation, kaizen, total productive maintenance (TPM) and value stream mapping (VSM), on these measures. A linear regression analysis modelled the correlation and impact of these lean practices on the operational performance of 140 manufacturing organisations around the world. In addition, structural equation modelling (SME) was used to cross verify the findings of the regression and correlation analyses. The results indicate that JIT and automation have the strongest significance on operational performance while kaizen, TPM and VSM seem to have a lesser, or even negative, effect on it. This paper provides further evidence regarding the effects that lean practices have on the performance of organisations and thus the research offers companies, and their managers, a better understanding of the relationship between the lean strategy and the performance of their operations.en
dc.description.sponsorshipN/Aen
dc.language.isoenen
dc.publisherTaylor and Francisen
dc.relation.urlhttp://www.tandfonline.com/doi/abs/10.1080/00207543.2014.903348en
dc.rightsArchived with thanks to International Journal of Production Researchen
dc.subjectAutonomationen
dc.subjectJust-In-Time manufacturingen
dc.subjectLean manufacturingen
dc.subjectOperational performanceen
dc.titleThe impact of lean methods and tools on the operational performance of manufacturing organisations.en
dc.typeArticleen
dc.identifier.eissn1366588X-
dc.contributor.departmentUniversity of Warwicken
dc.contributor.departmentUniversity of Derbyen
dc.contributor.departmentUniversity of the West of Englanden
dc.identifier.journalInternational Journal of Production Researchen
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