Lean manufacturing: context, practice bundles, and performance
Rachna Shah,Peter T. Ward +1 more
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TLDR
In this paper, the effects of three contextual factors, plant size, plant age and unionization status, on the likelihood of implementing 22 manufacturing practices that are key facets of lean production systems are examined.About:
This article is published in Journal of Operations Management.The article was published on 2003-03-01 and is currently open access. It has received 2576 citations till now. The article focuses on the topics: Lean project management & Lean accounting.read more
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A literature and practice review to develop sustainable business model archetypes
TL;DR: In this article, sustainable business models (SBM) incorporate a triple bottom line approach and consider a wide range of stakeholder interests, including environment and society, to drive and implement corporate innovation for sustainability, can help embed sustainability into business purpose and processes, and serve as a key driver of competitive advantage.
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Defining and developing measures of lean production
Rachna Shah,Peter T. Ward +1 more
TL;DR: This research attempts to clarify the semantic confusion surrounding lean production by conducting an extensive literature review using a historical evolutionary perspective in tracing its main components, and identifies a key set of measurement items.
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On the validity of subjective measures of company performance
Toby D. Wall,Jonathan Michie,Malcolm Patterson,Stephen J. Wood,Maura Sheehan,Chris W. Clegg,Michael West +6 more
TL;DR: In this article, the authors compared the use of subjective and objective measures of company performance in three separate samples and found that the relationship between the two measures was positively associated (convergent validity) and negatively associated (discriminant validity).
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Contingency research in operations management practices
Rui Sousa,Christopher A. Voss +1 more
TL;DR: In order to increase the understanding of patterns of use of operations management practices, OM scholars need to study in more depth the process of selection of OM best practices by organizations, and put forward a framework to underpin such research integrating contingency theory and other theoretical perspectives.
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Impact of lean manufacturing and environmental management on business performance: An empirical study of manufacturing firms
TL;DR: In this paper, the authors explored relationships between lean manufacturing practices, environmental management (e.g., environmental management practices and environmental performance) and business performance outcomes, including market and financial performance.
References
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An Integrative Model of Japanese Manufacturing Techniques
TL;DR: A contextual model of Japanese manufacturing techniques has been constructed to gain an understanding of the broad context of manufacturing culture, infrastructure and environment before expecting a transplanted or adapted Japanese system of manufacturing techniques to be effective.
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Organized manufacturing for superior market performance
Jack R. Meredith,Ron McTavish +1 more
TL;DR: In this paper, the authors describe a series of case studies which show the global marketing benefits that can result from a strategic deployment of advanced manufacturing technology, and identify a number of factors that inhibit the rapid adoption of manufacturing technology for competitive advantage.
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Regressions with Discrete Dependent Variables: The Effect on R2
TL;DR: The assumption of a perfect model is merely that when the true attribute has a value x (anywhere in the continuum from 0.5 to 7.5), the model predicts this same value as mentioned in this paper.
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Unions and productivity: Evidence from academe
TL;DR: In this article, the authors examine research performance in a sample of 889 Ph.D.-granting departments (175 unionized) in public universities and find no support for the hypothesis that unions enhance productivity in academe.
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Hierarchical capacity expansion and production planning decisions in stochastic manufacturing systems
TL;DR: In this article, an approach of hierarchical decision-making in production planning and capacity expansion problems under uncertainty is presented, where the strategic level management can base the capacity decision on aggregated information from the shop floor, and the operational level management, given this decision, can derive a production plan for the system, without too large a loss in optimality when compared to simultaneous determination of optimal capacity and production decisions.