Purpose - This paper aims to investigate the definition of Lean Production and the methods and goals associated with the concept as well as how it differs from other popular management concepts. Methodology/Approach - The paper is based on a review of the contemporary literature on Lean Production, both journal articles and books. Findings - It is shown in the paper that there is no consensus on a definition of Lean Production between the examined authors. The authors also seem to have different opinions on which characteristics that should be associated with the concept. Overall it can be concluded that Lean Production is not clearly defined in the reviewed literature. This divergence can cause some confusion on a theoretical level, but is probably more problematic on a practical level when organizations aim to implement the concept. This paper argues that it is important for an organization to acknowledge the different variations, and to raise the awareness of the input in the implementation process. It is further argued that the organization should not accept any random variant of Lean, but make active choices and adapt the concept to suit the organization-s needs. Through this process of adaptation, the organization will be able to increase the odds of performing a predictable and successful implementation. Originality/Value - This paper provides a critical perspective on the discourse surrounding Lean Production, and gives an input to the discussion of the implementation of management models. Keywords - Lean Production, Definition, Construct Validity, Total Quality Management Paper type - Conceptual paper

https://www.ep.liu.se/ecp/033/025/ecp0803325.pdf

Defining Lean Production : Some conceptual and practical issues

An Examination of the Impact of Flexibility and Agility on Mitigating Supply Chain Disruptions

Dynamic talent management capabilities and organizational agility—A qualitative exploration

Towards agility in international high-tech SMEs: Exploring key drivers and main outcomes of dynamic capabilities

An agile strategy in healthcare would authorize organizations to provide efficient, customized and standard service on time at an optimized cost. To implement agility, the management of the healthcare organization needs to know the mechanisms and how to make the whole organization ready for change process. Thus, the current study assesses the readiness level of healthcare utilizing fuzzy logic approach to implement agility. The conceptual readiness model is framed with five enablers, twenty criteria and fifty-six attributes. The proposed model is applied in to a case hospital to assess the readiness level. The Fuzzy readiness for the implementation of agility index (FRAI) and fuzzy performance importance index (FPII) are computed to determine the readiness level of the case hospital and its weaker attributes in the implementation of agility. FRAI is computed as average ready with (3.00, 4.78, 6.56), and FPII identifies 15 weaker attributes from 56 attributes. It constructs the conceptual model which analyses the current readiness of healthcare and weaker attributes are denoted and required corrective actions should be carried by the management of healthcare organization to improve the readiness. The continuation of assessment readiness model over a period of time would help to improve the readiness level of healthcare for agile implementation.

Assessing the Readiness Level of Healthcare for Implementing Agility Using Fuzzy Logic Approach

The purpose of this paper is to clarify the confusion between flexibility and agility. The paper traces the evolution of agility and the evolution of flexibility over time, analyses their drivers and different elements, draws the boundaries between them and defines their relationship.,A systematic literature review of flexibility and agility was developed. Papers written between 1920 and 2017 were reviewed and analyzed using a structured review technique. The identified papers focus on flexibility and agility, relating both to manufacturing and the supply chain.,Agility is the natural evolution of flexibility. Until the 1990s, the term “flexibility” was used to refer to agility, but, because of market changes, competitiveness and the need for speed, the term “agility” was coined. While flexibility is considered as an operational ability, agility is a strategic ability that enables a firm to establish a strategic long-term vision. In fact, flexibility is an agility capability, among other capabilities such as responsiveness or speed. There are also several types of flexibility that are used as agility sub-capabilities, or as agility enablers, which further confirms the idea that flexibility is a part of agility.,This research is a systematic review of the existing literature on the concepts of flexibility and agility. Although it is theoretical, it could provide a set of hypotheses that would enable an empirical study to be conducted into how firms from different industries perceive flexibility and agility and how they implement each of them.,Flexibility and agility are two distinct characteristics that enable a firm to gain a competitive advantage by responding quickly and effectively to changing customer demand. However, there is confusion between these two concepts in the academic and professional literature, with both terms being used to refer to the same idea. Our literature review aims to draw the boundaries between flexibility and agility by analyzing the evolution of the two concepts and detailing their respective drivers and elements, in order to bring more clarity to the nature of the relationship between flexibility and agility.

Flexibility and agility: evolution and relationship

This paper investigates the antecedents of supply chain agility and its impact on firm’s operational performance. Drawing upon dynamic capabilities perspective and contingency theory, the study arg...

Akram El Korchi

Papers

Flexibility and agility: evolution and relationship

Agility as a combination of lean and supply chain integration: how to achieve a better performance