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Author

Peter Hines

Other affiliations: University of Wales
Bio: Peter Hines is an academic researcher from Cardiff University. The author has contributed to research in topics: Lean manufacturing & Supply chain. The author has an hindex of 25, co-authored 54 publications receiving 4927 citations. Previous affiliations of Peter Hines include University of Wales.


Papers
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Journal ArticleDOI
TL;DR: In this article, the authors provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organization, and point out areas for future research.
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.

1,692 citations

Journal ArticleDOI
TL;DR: A 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.
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.

967 citations

Journal ArticleDOI
TL;DR: A description of how to analyze and synthesize data is followed by a section on an approach to planning strategic and operational change together with a framework in which to do this.
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.

356 citations

Book
01 Jan 1994
TL;DR: The authors examines the competitive advantage for manufacturing and service companies achieveable through forging innovative relationships with suppliers and outlines methods, tools and techniques for managers to implement supplier development strategies, including M&S, Mercedes, Digital, Harley Davidson and Motorola.
Abstract: This text examines the competitive advantage for manufacturing and service companies achieveable through forging innovative relationships with suppliers. This text contains international examples and outlines methods, tools and techniques for managers to implement supplier development strategies. Cases include Marks & Spencer, Mercedes, Digital, Harley Davidson and Motorola.

255 citations

Journal ArticleDOI
TL;DR: In this article, the concept of time-based competitive strategies within the context of supply chain management is proposed. And the authors explore the current interest in supplier integration as a source of competitive advantage in consumer markets and propose that the Japanese influenced network sourcing model provides a method whereby the advantages of vertical integration can be achieved without reducing the flexibility of product and material outsourcing.
Abstract: Develops the concept of time‐based competitive strategies within the context of supply‐chain management. Explores the current interest in supplier integration as a source of competitive advantage in consumer markets and proposes that the Japanese influenced network sourcing model provides a method whereby the advantages of vertical integration can be achieved without reducing the flexibility of product and material outsourcing. A central feature of the network sourcing approach is the use of supplier co‐ordination and development, facilitated by a supplier forum known as a supplier association. These associations represent a series of linking pins, extending from the focal purchasing organization, whereby the joint determination of supply chain improvements can be formulated and shared between a focal customer organization and entire groups of suppliers. Argues that the successful exploitation of these associations is a major pillar in developing and sustaining continuous improvement on a supply‐chain sca...

161 citations


Cited by
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01 Jan 1999

3,389 citations

Journal ArticleDOI
TL;DR: In this article, the authors investigated supplier and customer integration strategies in a global sample of 322 manufacturers and found that the widest degree of arc of integration with both suppliers and customers had the strongest association with performance improvement.

2,423 citations

Journal ArticleDOI
TL;DR: In this article, the authors identify and consolidate various supply chain initiatives and factors to develop key SCM constructs conducive to advancing the field and synthesize the large, fragmented body of work dispersed across many disciplines.

2,290 citations

01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

2,134 citations

Book
01 Jan 1988
TL;DR: In this paper, the evolution of the Toyota production system is discussed, starting from need, further development, Genealogy of the production system, and the true intention of the Ford system.
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

1,793 citations