Nick Rich

Bio: Nick Rich is an academic researcher from Swansea University. The author has contributed to research in topics: Supply chain & Lean manufacturing. The author has an hindex of 22, co-authored 61 publications receiving 4835 citations. Previous affiliations of Nick Rich include University of Warwick & Cardiff University.

Learning to evolve: A review of contemporary lean thinking

Abstract: The application of lean thinking has made a significant impact both in academic and industrial circles over the last decade. Fostered by a rapid spread into many other industry sectors beyond the automotive industry, there has been a significant development and “localisation” of the lean concept. Despite successful “lean” applications in a range of settings however, the lean approach has been criticised on many accounts, such as the lack of human integration or its limited applicability outside high‐volume repetitive manufacturing environments. The resulting lack of definition has led to confusion and fuzzy boundaries with other management concepts. Summarising the lean evolution, this paper comments on approaches that have sought to address some of the earlier gaps in lean thinking. Linking the evolution of lean thinking to the contingency and learning organisation schools of thought, the objective of this paper is to provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organisation, and point out areas for future research.

The seven value stream mapping tools

Abstract: Develops a new value stream or supply‐chain mapping typology. This seven‐map typology is based on the different wastes inherent in value streams. The use of the various tools, either singularly or in combination, is therefore driven by the types of waste to be removed. The tools themselves are drawn from a range of existing functional ghettos such as logistics, operations management and engineering. Maintains that two of the seven tools can be regarded as completely new. This cross‐functional approach means that the choice of tools to be used can be made from outside of traditional departmental boundaries, affording researchers and companies the opportunity to use the most appropriate tools rather than merely those that are well‐known in their function. Describes each tool briefly and gives a simple mechanism for choosing which is most appropriate to contingent situations.

Value Stream Management

Abstract: Value Stream Management is a new strategic and operational approach to the data capture, analysis, planning and implementation of effective change within the core cross‐functional or cross‐company processes required to achieve a truly lean enterprise. This paper describes the method in detail including a summary of the previous Value Stream Mapping approach and its weaknesses. The new approach involves a strategic review of a business or supply chain's activities, the delimitation of key processes and the mapping of these processes. A description of how to analyze and synthesize these data is followed by a section on an approach to planning strategic and operational change together with a framework in which to do this. The benefits and limitations of the new approach are summarized.

Lean transformation in the pure service environment: the case of the call service centre

Abstract: Purpose – Service businesses are struggling with customer demands for better quality service and managerial demands for cost reduction. There is evidence to suggest that service businesses are in practice failing on both these counts, seeing increased costs and reductions in service quality. The application of lean production approaches to the service context has been suggested as a means to resolve these problems, reducing costs and improving quality. Despite the validation of lean approaches in the product‐service context, the application of lean approaches in the pure service environment remains largely untested. The purpose of this paper is to assess the suitability of lean production methodologies in the pure service context.Design/methodology/approach – Three financial service companies in the UK were followed through a common programme of lean transformation. The improvements observed in each company were recorded. The change programme is evaluated to determine the “leanness” of the initiatives. Th...

The relationship between lean operations and sustainable operations

Abstract: Purpose – The adoption of lean operational practices and independently the uptake of business practices related to sustainability and corporate social responsibility continues to grow. Past research has hinted at relationships between these two areas – suggesting that “lean is green” (e.g. Florida, 1996). The lean mantra of waste reduction and “doing more with less” is immediately apparent as delivering environmental benefits and has formed the basis of past research (e.g. Hughes, 2012). Almost all research linking lean operations or lean supply chains to sustainability issues have focused exclusively on environmental impact. The purpose of this paper is to explore the broader sustainability benefits of lean operations. Design/methodology/approach – The paper uses a longitudinal multi-year (up to four years observation), multi-case analysis (n=5). Findings – The paper reports that lean operations meet a wide range of sustainability outcomes beyond environmental benefits (including supply monitoring, trans...

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Doing qualitative research: a practical handbook

Abstract: Doing qualitative research: a practical handbook, by David Silverman, Los Angeles, Sage, 2010, 456 pp., AU$65.00, ISBN 978-1-84860-033-1, ISBN 978-1-94960-034-8. Available in Australia and New Zeal...

Toyota production system : beyond large-scale production

Abstract: * Starting from Need* Evolution of the Toyota Production System* Further Development* Genealogy of the Toyota Production System* The True Intention of the Ford System* Surviving the Low-Growth Period