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Source publication
Production management teams often face unfamiliar situations where each team member must understand new phenomena individually before the team can make mutually understandable and acceptable decisions. Contradicting subjective judgments can distort the group’s decision-making process because team members understand situations differently and are ge...
Contexts in source publication
Context 1
... production system is simulated from the components supermarket to the finished goods inventory. The value stream design, as depicted in Figure 4, is focused on ensuring a stable and balanced material flow between each supermarket based on the theory of Swift, Even Flow ( Schmenner and Swink 1998;Schmenner 2015). This is also the basis of the DES and the judgment analysis. ...
Context 2
... the project team concluded that a reaction process called 'training' would be the most appropriate to improve this KPI as learning and training is a major tool to reduce process variability (Zantek, Wright, and Plante 2002). Training only influences processes with a significant amount of manual operations, which can be found in the assembly systems and the finish department marked with 'PT' in Figure 4. The range of the KPI is determined by the distribution of tact times for the completion of one product and is dependent on the performance level of the training process. ...
Context 3
... 3: Scrap, Rework Rates and Problem Solving (Level 1-7): If product quality is not within the given range, a problem-solving process is triggered to deal with quality problems. Scrap and rework mostly result from changing part quality discovered at the quality measurement, rework and finish departments (see 'S&R' marks in Figure 4). A problemsolving team of experts and engineers is needed to improve the quality of products and processes. ...
Context 4
... results gave a visual representation of the cognitive system of the judges and the mutual preference of the management team to be compared with the results of the DES. The DES was modelled after the value stream design of the production system with all process steps, master product data (bill of materials) and routing based on Figure 4, using the Tecnomatix Plant Simulation software by Siemens. All input profiles were modelled, and 25 simulation runs were executed for each profile to acquire a large enough sample size for the regression analysis to calculate weights and function forms for the environmental system. ...
Citations
... This theory looks at current processes and finds ways to make them faster and more accurate (Ladinig, 2021). ...
This study examined adapting the Capability Maturity Model framework to create a Device Management Maturity Model. The lack of a standardized model for device management created a gap, impacting organizational security and efficiency. Without a structured approach, organizations struggled to assess and improve device management, hindering optimization and growth. The purpose of this research was to adapt the Capability Maturity Model into a Device Management Maturity Model, providing organizations with a roadmap for maturing device management capabilities. Business Process Improvement guided the research, focusing on incremental process enhancements. A qualitative methodology was used, with surveys featuring open-ended questions gathering insights from professionals in financial technology and real estate firms on the U.S. East Coast. Participants had experience managing computer, mobile, and network devices. Their responses were analyzed through thematic analysis aligned with stages of maturity: initial, repeatable, defined, managed, and optimizing. The findings supported the feasibility and benefits of adapting the Capability Maturity Model into a Device Management Maturity Model. Respondents noted improvements in benchmarking, resource allocation, and standardization. Challenges included initial implementation complexity and the need for updates to address evolving technologies. The study concluded that adopting a Device Management Maturity Model could foster process improvements, strategic alignment, and organizational resilience. This research addressed a gap in the literature and offered practical recommendations for organizations seeking to mature device management practices. It emphasized the importance of further studies to observe long-term impacts and explore integration with emerging technologies. The findings suggest that a structured Device Management Maturity Model can contribute to continuous improvement and growth.
... The second implication of our study is the identification of the critical role of SLPs in the development of organizational lean readiness. Previous research has discussed the importance of holistic lean implementation and demonstrated the complex relationships which exist between hard and soft practices (Soliman et al., 2018;Bortolotti et al., 2015;Gaiardelli et al., 2019;Kaplan et al., 2014;Ladinig et al., 2020). This paper strengthens this argument. ...
... This paper strengthens this argument. Our study supports previous research in asserting that the SLPs (see Table 1) serve as an important prerequisite for the implementation of HLPs (Ladinig et al., 2020;Gaiardelli et al., 2019;Bhasin and Burcher, 2006;Bortolotti et al., 2015). The effectiveness of HLPs significantly increased in the second attempt when the SLPs were introduced, providing LFM with the desired level of operational and financial performance improvement (see Table 5). ...
... The third insight from the research is regarding the mechanisms through which SLPs create organizational lean readiness. Consistent with prior research (Ladinig et al., 2020), we find that the SLPs serve to enable shared understandings and attitudes within an organization. The data analysis suggests that LFM's first attempt was characterized by the differences in how management and employees made sense of LT and its implementation. ...
Purpose
Extant research documents the importance of lean thinking for organizations, however, as prior research has largely focused on hard lean practices, but little is known about the effects or the significance of soft lean practices. This research attempts to address this issue by examining how soft lean practices enhance organizational lean readiness, and in turn increase the success of lean implementation.
Design/methodology/approach
This research adopts a single case study design in a small-medium enterprise livestock feed manufacturing organization, and investigates the period from late 2011 through the end of 2019 covering two attempts at lean implementation – an initial failed attempt followed by a successful introduction of lean within the case organization. The research analyzes interviews with 29 managers and employees from all organizational levels and departments within the case organization. Secondary data including organizational documents and performance measures and metrics were also incorporated into the research design.
Findings
Drawing on agency theory, the authors advance a principal-agent interaction perspective to conceptualize organizational lean readiness – specifically, the authors consider the “state or condition” of four agency factors (goal conflict, information asymmetry, risk aversion and length of relationship), and explore if these four agency factors can be utilized as proxies for organizational readiness for lean implementation. The authors identify the formation of a shared vision and identity within the organization as an effective mechanism through which soft lean practices enhance organizational lean readiness. Finally, the analysis offers an understanding of how the long-term success of lean implementation is improved by the introduction of soft lean practices as a prerequisite to create organizational readiness for the implementation of hard lean practices.
Originality/value
The study is unique in the sense that it empirically links agency theory and the role of soft lean practices in developing organizational lean readiness in a small-medium enterprise context by defining the ideal state of four agency factors as proxies for organizational readiness.
