scholarly journals Benchmarking of cleaner production in sand mould casting companies

2020 ◽  
Vol 31 (5) ◽  
pp. 1407-1435 ◽  
Author(s):  
Henrique Guilherme da Silva ◽  
João Carlos Espíndola Ferreira ◽  
Vikas Kumar ◽  
Jose Arturo Garza-Reyes
Keyword(s):  
Environmental Impact ◽  
Lean Manufacturing ◽  
Cleaner Production ◽  
Content Type ◽  
Face To Face ◽  
Sand Mould ◽  
Manufacturing Techniques ◽  
And Performance ◽  
Casting Industry ◽  
Mould Casting

PurposeThe purpose of this research was to develop new sustainability indicators consistent with the sand mould casting industry, through benchmarking of cleaner production (CP), in order to identify the levels of practice and performance of companies of the casting sector. In addition, a lean manufacturing checklist was specified in order to verify the presence of lean manufacturing techniques employed to eliminate waste towards CP. No previous work was found in the literature that attempts to assess practices and performance of companies performing sand mould casting (a significantly polluting manufacturing process) in the context of CP and lean manufacturing.Design/methodology/approachFor the application of this benchmarking, nine companies from the sand mould casting sector were studied, where the profile of each company was analysed through eight variables and 47 indicators. Data was obtained through face-to-face visits and questionnaire application in the companies, and the data was analysed both quantitatively and qualitatively.FindingsThe results obtained were the diagnosis of companies' practices and performance resulting from their position in the benchmarking charts, as well as the identification of the areas in which companies should implement improvements aiming at achieving CP.Research limitations/implicationsThis research was developed specifically for sand mould casting companies, and each process has its own characteristicsPractical implications14 companies were invited to participate in this survey, but nine companies agreed to participate. Unfortunately, there were companies that declined to participate in the survey.Originality/valueIt is important to diagnose casting companies regarding CP practices, performance and deployment potential. Thus, important negative issues in the company can be identified, and with this information, they can develop actions focussed on cases that need more attention. In addition, this work contributes to evaluate the relationship and efficiency of improvement actions developed by companies in the context of both lean manufacturing and CP, aiming to reduce or eliminate the environmental impact. The improvement of practices and performance of a company regarding CP is considered to be beneficial to supply chain management in the context of sustainability, as the other participating companies are likely to seek ways to reduce environmental impact, and the diagnostics provided by this work may also be used by those companies.

Application of lean practices in small and medium-sized food enterprises

2013 ◽  
Vol 116 (1) ◽  
pp. 125-141 ◽  
Author(s):  
Manoj Dora ◽  
Dirk Van Goubergen ◽  
Maneesh Kumar ◽  
Adrienn Molnar ◽  
Xavier Gellynck
Keyword(s):  
Food Processing ◽  
Lean Manufacturing ◽  
Raw Materials ◽  
Current Status ◽  
Food Sector ◽  
Statistical Process ◽  
Content Type ◽  
Lean Practices ◽  
The Status ◽  
Manufacturing Techniques

Purpose – Recent literature emphasizes the application of lean manufacturing practices to food processing industries in order to improve operational efficiency and productivity. Only a very limited number of studies have focused on the implementation of lean manufacturing practices within small and medium-sized enterprises (SMEs) operating in the food sector. The majority of these studies used the case study method and concentrated on individual lean manufacturing techniques geared towards resolving efficiency issues. This paper aims to analyze the status of the lean manufacturing practices and their benefits and barriers among European food processing SMEs. Design/methodology/approach – A structured questionnaire was developed to collect data. A total of 35 SMEs' representatives, mostly CEOs and operations managers, participated in the survey. The study investigated the role of two control variables in lean implementation: size of the company and country of origin. Findings – The findings show that lean manufacturing practice deployment in food processing SMEs is generally low and still evolving. However, some lean manufacturing practices are more prevalent than others; e.g. flow, pull and statistical process control are not widely used by the food processing SMEs, whereas total productive maintenance, employee involvement, and customer association are more widespread. The key barriers encountered by food SMEs in the implementation of lean manufacturing practices result from the special characteristics of the food sector, such as highly perishable products, complicated processing, extremely variable raw materials, recipes and unpredictable demand. In addition, lack of knowledge and resources makes it difficult for food processing SMEs to embark on the lean journey. Originality/value – The gap in the literature regarding the application of lean manufacturing in the food sector is identified and addressed in this study. The originality of this paper lies in analyzing the current status of the use of lean manufacturing practices among food SMEs in Europe and identifying potential barriers.

Lean manufacturing practices and performance: the role of social and technical factors

2019 ◽  
Vol 37 (5) ◽  
pp. 732-754 ◽  
Author(s):  
Saumyaranjan Sahoo
Keyword(s):  
Lean Manufacturing ◽  
Business Performance ◽  
Manufacturing Systems ◽  
Equation Modeling ◽  
Performance Parameters ◽  
Content Type ◽  
Lean Practices ◽  
The Social ◽  
And Performance ◽  
The Relationship

Purpose Modern manufacturing systems require tools and techniques that take cognizance of the social (concerning people and relations) as well as the technical environment. The purpose of this paper is to explore the relationship between the social and technical aspects of lean manufacturing practices and their effects on business performance outcomes. Design/methodology/approach The hypothesized relationships for this study are tested with data collected from 148 Indian manufacturing firms by using SPSS and AMOS statistical software. Findings The analysis of the study was conducted using structural equation modeling (SEM) technique, which indicated that both “soft” and “hard” lean practices are positively related to business performance parameters. The findings also demonstrated that “hard” lean practices fully mediate the relationship between “soft” lean practices and business performance parameters. Research limitations/implications There are some limitations of this study. Although a cross-sectional survey has been applied, the research does not permit us to account for the lag between implementation and performance. It also brings the opinion of a limited number of Indian experts about lean manufacturing systems; hence, the sample size could be increased and the nationality of the respondent could be expanded for future research. Practical implications The paper would be of interest to Lean practitioners, and the results of this study can be used in organizations to put a focus on social-cultural changes while applying lean technical tools when it comes to practices as well as importance. Originality/value This paper extends theoretical contribution in production and operations management literature, highlighting how social and technical practices have to interact to enable a successful lean manufacturing implementation.

Organizational capability for change and performance in artisanal businesses in Mexico

2020 ◽  
Vol 33 (2) ◽  
pp. 415-431
Author(s):  
Patricia S. Sánchez-Medina
Keyword(s):  
Environmental Performance ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Organizational Changes ◽  
Organizational Capability ◽  
Content Type ◽  
Face To Face ◽  
And Performance ◽  
Performance Results ◽  
The Relationship

PurposeBusinesses in Mexico, particularly small and mid-sized companies, are faced with numerous challenges: a lack of competition, difficulty in positioning and maintaining oneself in the market, irrational use of natural resources, and poverty in the environment in which they develop. In spite of these problems, many are able to succeed; however, there is limited knowledge about how these businesses could implement organizational changes that would positively impact their results.Design/methodology/approachUsing dynamic capabilities theory and survey data obtained from pottery businesses in several artisan communities in Mexico through the application of face-to-face interviews, this paper analyzes the relationship between organizational capability for change (OCC) and economic and environmental performance.FindingsThis research proves that OCC positively and significantly impacts economic and environmental performance. Results contribute to the existing literature on OCC in the context of poverty.Originality/valueThis study offers empirical research that illustrates the relationship between OCC and the environmental and economic performance of pottery businesses. Additionally it contributes to a field of knowledge in progress; that is, OCC in contexts of subsistence where poverty is a constant issue. Artisans living in this context can also develop business capabilities that contribute to the permanence of their business in the market.

The contingency role of business strategy on the relationship between operations practices and performance

2014 ◽  
Vol 21 (5) ◽  
pp. 690-712 ◽  
Author(s):  
Jayanth Jayaram ◽  
Keah Choon Tan ◽  
Tritos Laosirihongthong
Keyword(s):  
Operations Management ◽  
Business Strategy ◽  
Lean Manufacturing ◽  
Management Practices ◽  
Total Quality ◽  
Content Type ◽  
Competitive Edge ◽  
And Performance ◽  
The Relationship

Purpose – The purpose of this paper is to examine the direct influence of three types of operations management practices, namely total quality management (TQM), lean manufacturing (LEAN), and supply chain management (SCM) on operational performance. Design/methodology/approach – Cluster analysis is used to classify data collected from Thai manufacturing firms into three business strategy clusters of cost leadership, differentiation, and focussed strategy. Next, multiple-regression analysis was used to test the relationships between operations management practices and performance in each of the three strategy clusters. Findings – Results show that all three operations management practices were significantly associated with performance including the interaction of TQM and SCM. Also, the interaction of LEAN and SCM significantly affected performance for firms pursuing focussed business strategy. Practical implications – Manufacturers in developing nations can use this result to deploy appropriate operations management practices to enhance their competitive edge. Originality/value – This study explores the cross-functional alignment between strategies and practices, which have been transferred from developed to developing countries.

Lean implementation in small- and medium-sized enterprises

2018 ◽  
Vol 25 (4) ◽  
pp. 1121-1147 ◽  
Author(s):  
Saumyaranjan Sahoo ◽  
Sudhir Yadav
Keyword(s):  
Lean Manufacturing ◽  
Management Practices ◽  
Practical Implication ◽  
Performance Criteria ◽  
Research Approach ◽  
Lean Implementation ◽  
Content Type ◽  
Positive Effects ◽  
Lean Tools ◽  
And Performance

Purpose The purpose of this paper is to examine the extent to which lean management practices are adopted by small- and medium-sized manufacturing organizations in India and their impact on firm’s operational performance (OP). Also, the paper makes an attempt to identify the barriers and challenges faced by Indian SMEs that are striving to succeed with improvement efforts based on lean manufacturing. Design/methodology/approach In this paper, acceptability and implementation of lean manufacturing in Indian Manufacturing SMEs were analyzed using three constructs, namely, process improvement (PI), flow management (FM) and waste minimization (WM). The responding firms were categorized into “lean-Beginners,” “In-transition lean” and “lean” group based on their phases of lean implementation. Using a survey questionnaire, data were collected from 121 manufacturing SMEs in India. Lean tools and barriers, identified from the literature review, were also included in the survey. The reliability and validity of the practice and performance measures were evaluated. Correlation analysis was employed to investigate the effects of three constructs on OP. Findings The results indicate that all the three lean constructs are significantly related to OP. In the context of Indian manufacturing SMEs, “PI” and “WM” practices have shown a higher level of significance on OP, compared to “FM” practices. “5S -workplace organization” was found to be the most practiced lean tool. “Attitude of workmen” was highlighted as the main obstacle in successfully implementing lean. The findings suggest overall positive effects as a result of applying lean tools and philosophy in Indian SMEs. Research limitations/implications The research results may lack qualitative justification because of the chosen research approach. Therefore, the researchers are encouraged to explore the inter-relationship among various lean tools/practices and performance criteria by conducting a qualitative study in the form of a case study or action research. Practical implications This paper is a beneficial source of information that highlights the contribution of lean implementation in enhancing manufacturing productivity. The major tools and techniques used by Indian SMEs have been highlighted and discussed; it could be a genuine source of motivation to lean practitioner and entrepreneurs of SMEs to go in for lean implementation. The findings are also expected to benefit the lean practitioners and entrepreneurs of SMEs to focus on vital issues to facilitate successful lean implementation in an organization. Originality/value The paper demonstrates that practical implication of lean implementation can bring real breakthroughs in productivity to small- and medium-scale manufacturing firms.

The interplay effects of skill-enhancing human resources practices, customer orientation and tourism SMEs performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shpresim Domi ◽  
Fabjola Domi
Keyword(s):  
Human Resources ◽  
Structural Equation ◽  
Customer Orientation ◽  
Equation Modeling ◽  
Content Type ◽  
Face To Face ◽  
Hr Practices ◽  
And Performance ◽  
Performance Results

Purpose The purpose of this paper is to examine the interplay of skill-enhancing human resources practices, customer orientation (CO) and tourism small- and medium-sized enterprises (SMEs) performance indicators. Design/methodology/approach Data for 194 valid cases are gathered through face-to-face techniques in Albanian tourism SMEs. Structural equation modeling is implemented to analyze data and test the hypothesis proposed. Findings Overall, both skill-enhancing human resources (HR) practices (i.e. recruitment/selection and training) are not associated with SMEs performance. Results suggest that using HR selection/recruitment practices are not associated to SME’s CO. Contrary, implementing skill-enhancing HR training practices is significant for SMEs strategy to focus and address customers’ wants and needs. Finally, it was found that the CO mediates the relationship between skill-enhancing HR training practices and performance, but this was not true on the skill-enhancing HR recruitment/selection practices-performance relationship. Originality/value This study makes contributions by further informing the debate about the direct and indirect link between skill-enhancing HR practices and performance. Additionally, it examines the precise role of the skill-enhancing HR practice on SMEs’ culture and or strategy to create value for customers.

Supply chain practices

2016 ◽  
Vol 23 (5) ◽  
pp. 1076-1110 ◽  
Author(s):  
S. J. Gorane ◽  
Ravi Kant
Keyword(s):  
Supply Chain ◽  
Lean Manufacturing ◽  
Agile Manufacturing ◽  
Current Level ◽  
Customer Relationship ◽  
Just In Time ◽  
Content Type ◽  
Manufacturing Organizations ◽  
Information And Communication ◽  
And Performance

Purpose – The purpose of this paper is to investigate the current level of supply chain practices (SCPs) in Indian manufacturing organizations. Design/methodology/approach – The 15 SCPs are identified based on the literature support and opinion of industry experts and academia, and data were collected from 292 organizations. Data were analyzed using the statistical package for the social science software to see the current level/penetration of SCPs in Indian manufacturing organizations. Findings – The practices, namely, organizational culture, customer relationship, information and communication technology, benchmarking and performance measurement, lean manufacturing, agile manufacturing, supplier relationship are highly penetrated practices in Indian manufacturing organizations. The practices, namely, outsourcing, information sharing, just in time manufacturing, green supply chain management are moderately penetrated practices, while the practices, namely, reverse logistics, postponement, vendor managed inventory, radio frequency are least penetrated practices in Indian manufacturing organizations. Research limitations/implications – Further study can be extended to see the of penetration practices applicable to service and agriculture sectors. Practical implications – The result of this paper will enable the organizations to identify and direct their focus on the areas that requires improvement. Also, the organizations will become more aware of the SCPs that will help in boosting up their performance and competitiveness and indirectly boost the growth and contribute to India’s economic development. Originality/value – This is the first kind of study which checked the level of selected SCPs in Indian manufacturing organizations.

Modeling and performance evaluation of agility coupled with sustainability for business planning

2017 ◽  
Vol 36 (1) ◽  
pp. 109-128 ◽  
Author(s):  
Adarsh Kumar Singh ◽  
Sekar Vinodh
Keyword(s):  
Performance Evaluation ◽  
Lean Manufacturing ◽  
Ad Hoc ◽  
Holistic Approach ◽  
Contributing Factors ◽  
Environmental Aspect ◽  
Content Type ◽  
Wide Range ◽  
And Performance ◽  
Manufacturing Organization

Purpose Agility and sustainability are different manufacturing paradigms. Ideally, companies should merge the two concepts so as to enhance competitive advantage. Agility, which has evolved from lean manufacturing, is the ability of an enterprise to respond quickly to a wide range of customer demands. On the other hand sustainability is a condition in which a company optimizes economic, social and environmental factors by taking into account indirect and long-term consequences. Merging the two concepts could result in holistically improving the system, by fulfilling performance without depleting available resources. Thus, identifying and simultaneously improving two areas with common goals could lead to developing a successful and an emerging enterprise. The paper aims to discuss these issues. Design/methodology/approach The authors identify agility-sustainability criteria which complement each other from amongst a set of differentiating criteria. The conceptual model is built by integrating five enablers with 25 criteria and 75 attributes. The combined criteria are modeled using graph theory which considers interdependencies and contributing factors on the organization. Within each enabler, the authors investigate the interdependencies between criteria and focus further on those that have potential to improve overall score. The methodology was applied in a manufacturing organization that operates on ad hoc basis depending on projects’ availability. Findings The model determines a range of values for extreme scenarios under theoretical and practical situations, along with the current level of business. The scenarios are tested for assessing performance by identifying the gaps in the weaker areas. Research limitations/implications Approach can serve as a managerial tool for monitoring performance of the organization along agility and sustainability dimensions. Further, government entities can use the approach in devising policy for improving economies by considering holistic approach rather than only environmental aspect. Biased and conflicting opinions of experts might deter chances for comprehensive and consistent decision. Originality/value The study integrates a framework for modeling and performance evaluation for a system that incorporates agility and sustainability characteristics. The study will enable practicing managers and decision makers to identify suitable characteristics that would simultaneously improve an organization’s agile performance by considering aspects of sustainability.

Lean manufacturing and operational performance

2019 ◽  
Vol 31 (2) ◽  
pp. 217-235 ◽  
Author(s):  
Juan Carlos Hernandez-Matias ◽  
Jared R. Ocampo ◽  
Antonio Hidalgo ◽  
Antonio Vizan
Keyword(s):  
Lean Manufacturing ◽  
Structural Equation ◽  
Operational Performance ◽  
Equation Modeling ◽  
Content Type ◽  
International Firms ◽  
Manufacturing Operations ◽  
Lean Practices ◽  
Key Factor ◽  
And Performance

Purpose Lean manufacturing (LM) constitutes a consolidated alternative that has been successfully used to increase company effectiveness and performance. However, different studies have shown that many companies that attempt to integrate LM into their manufacturing operations fail in their efforts. Recent studies have shown that soft practices are a key factor for a successful LM implementation. The purpose of this paper is to analyze an in-depth review of the different human-related lean practices (HRLP) referenced in the recent literature and to identify which of them are more relevant to a successful LM implementation. Design/methodology/approach The findings presented in this paper are based on the results of a study about the situation of LM in Spain carried out with lean production managers and frontline supervisors of 202 Spanish companies with a high percent (74 percent) of international firms with factories in different countries. The implemented methodology uses factor analysis and structural equation modeling. Findings The results shows statistical evidence of the relationship between management’s HRLP (fostering a lean culture, providing support to lean), employees’ HRLP (employee involvement and employee empowerment) and operational performance (OP) (waste reduction and flexibility). Practical implications The results have academic and practical relevance for clarifying lean phenomena, helping managers to define a sequence in which a company should implement HRLP to successfully implement LM and increase its OP. Originality/value This study fills a research gap by exploring the existing causal relationships between a greater number of variables, both dependent and independent in relation to human factors in LM implementations.

I rather share my knowledge

2019 ◽  
Vol 50 (2) ◽  
pp. 203-217 ◽  
Author(s):  
Yasha Afshar Jalili
Keyword(s):  
Performance Management ◽  
Reward System ◽  
Project Managers ◽  
Design Data ◽  
Content Type ◽  
Team Members ◽  
Face To Face ◽  
And Performance ◽  
Organizational Procedures

Purpose This paper aims to propose an approach by understanding how Oil Industries’ Commissioning and Operation Company (OICO) company fostered its knowledge sharing (KS) by using gamification approach and nudge theory. It also ascertains the process and challenges that OICO confronted during its three-year journey for improving its organizational knowledge performance. Design/methodology/approach The study used a qualitative research method and case study design. Data were collected from several sources, including the first-hand experiences and observations of the author during contributing in the company’s canonical action research, several in-depth face-to-face interviews conducted with the KM Department team members, the data gathered from the company’s KM software and studying the related organizational procedures and documents. Findings The results reveal that the gamification approach suits for developing KS reward system and knowledge performance management. It also explains that informing project managers about their project’s knowledge performance accompanied by emoticons would lead to higher supports of KM. The proposed approach by this case study improved the organizational KS and performance by 22 per cent semi-annually. Practical implications The described case is detailed deeply and would help KMers to follow it easily. The study would spark some ideas of how to use nudge theory in KM context. Besides, KMers can design a KM reward system based on the explained case. Originality/value This study contributes to the KS and KM rewarding system, especially in project-based organizations, as limited studies have been conducted to investigate the roles that the gamification approach can play in this field. Moreover, this is the first time that use of nudge theory and choice architecture is investigated in the context of KM.

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