Getting lean transformation right: investigating relationship between external and internal lean practices in Midwest manufacturing companies

被引:0
作者
Agarwal, Atul [1 ]
Li, Yuan [2 ]
Onal, Sevilay [1 ]
机构
[1] Univ Illinois, Dept Management Mkt & Operat, Springfield, IL 62703 USA
[2] Univ Tennessee, Dept Accounting & Informat Management, Knoxville, TN USA
关键词
Lean transformation; Lean bundles; Internal and external lean practices; Supply chain integration; Multidimensional lean model; CHAIN MANAGEMENT-PRACTICES; PRODUCT DEVELOPMENT; FIRM PERFORMANCE; BIG DATA; INTEGRATION; CUSTOMER; IMPLEMENTATION; INNOVATION; BARRIERS; STRATEGY;
D O I
10.1108/IJLSS-08-2024-0187
中图分类号
T [工业技术];
学科分类号
08 ;
摘要
PurposeThis paper aims to propose and test a comprehensive multidimensional lean implementation model and investigates how external lean practices influence internal practices during a manufacturing firm's lean transformation.Design/methodology/approachA survey was conducted on 197 managers at multiple manufacturing firms in the Midwestern region of the USA. Data were analyzed using partial least squares-based structural equation modeling.FindingsThe findings attest to diffusion and adoption intensity of internal lean practices to be significantly higher for the process and equipment operational impact area among Midwest manufacturers; significant positive influence of external lean practices in customer relationships on internal lean practices related to four operational impact areas: process and equipment, production control, new product development and human resource management; significant positive impact of external lean practices in supplier management on internal ones related to three (except work force management) operational impact areas.Originality/valueIn contrast to unidimensional lean implementation models in literature, the proposed multidimensional lean model recognizes the multifaceted nature of internal and external lean practices and classifies them into six higher order impact areas. To the best of the authors' knowledge, this is the first study to examine the influence of external lean practices on internal ones based on their operational impact areas individually and not as a single construct.
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页数:32
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