Application of benchmarking for assessing the lean manufacturing implementation

Lean performance measurement system for an Indian automotive supply chain

Purpose

This paper aims to present a simple and innovative fuzzy methodology-based lean performance measurement system (L-PMS) for an Indian automotive supply chain. The paper also enlightens the influence of coronavirus disease 2019 (COVID-19) on supply chains and the practical implications of the unprecedented disruptions on the performance measurement systems.

Design/methodology/approach

The L-PMS is divided into three phases. In the first phase, the key performance indicator (KPI) list, as deemed fit by the organization, is prepared using literature and suggestions from the case organization. The list contains 61 KPIs measuring 24 performance dimensions in seven functional areas of the supply chain. In the second phase, the KPI performance data (actual, best and worst) are collected using the enterprise resource planning (ERP) system. In the last phase, the leanness score of the case organization is calculated at four levels – KPI, dimension, functional area and overall organization.

Findings

The overall leanness score of the case organization is 60%. The case organization uses KPIs from all seven functional areas, but it needs to improve the number of KPIs in administration and supplier management functional areas. The case organization uses only quantitative KPIs. However, the performance dimensions at the middle level are adequate. The leanness level of the case organization in different areas is highly variable (ranges from 45% to 91%).

Research limitations/implications

The major limitation of the study is that the case study is done at a single organization.

Practical implications

The managers at the different levels of the hierarchy can use the lean performance measurement score to leverage the better performing areas/dimensions/KPIs and improve poor performing areas/dimensions/KPIs. The lean performance measurement at functional area level can help leadership to give responsibility to different people for the improvement of leanness with respect to different dimensions/functional areas. The disruptive impact of COVID-19 should clearly be understood by the managers to make appropriate decisions based on the severity as measured at different levels.

Originality/value

According to the authors' best knowledge, this is the first lean performance measurement application at the four hierarchical levels (KPI, performance dimension, functional area and overall organization).

Lean manufacturing in fabrication industry: literature review and framework proposal

Purpose

The purpose of this paper is to report a review of various perspectives of lean in heavy engineering and fabrication industries and to propose a framework.

Design/methodology/approach

Lean manufacturing (LM) earlier known as Toyota Production System (TPS) was mainly used by automobile industries where the operations occur in sequence and the adoption of LM was easier. When it comes to heavy engineering industries, the concept of lean can be adopted in a versatile operating environment to have more advantages by waste elimination thereby having higher profit. Thus, an effort is made to consolidate various lean perspectives, namely, barriers, principles, tools and performance measures and a framework was proposed on how various lean perspectives can be adopted in a systematic way.

Findings

A comprehensive analysis of lean from various perspectives from viewpoint of the fabrication industry are done and the review is presented. Also, the framework linking barriers, principles, tools and performance measures is being contributed as an outcome of the review.

Originality/value

The review of lean from various perspectives for the fabrication industry and the development of a framework is the original contribution of the authors.

Prioritization and ranking of lean practices: a case study

Purpose

The paper aims to identify, prioritize and rank lean practices in the context of an Indian automotive component manufacturing organization using interpretive ranking process (IRP) and interpretive structural modeling (ISM) approaches.

Design/methodology/approach

Lean practices are identified from the literature. Then, two hierarchical models were are developed using two distinct modeling approaches – ISM and IRP with expert opinions from an Indian automotive component manufacturing organization to analyze the contextual relationships among the various lean practices and to prioritize and rank them with respect to performance dimensions.

Findings

In the study, the hierarchical structural models are developed using ISM and IRP approaches for an Indian automotive component manufacturing organization. In ISM-based modeling, lean practices can be categorized into five levels. Top priority should be given to the motivators followed by value chain, system/technology and organization centric practices. IRP model shows the dominance relationship among the various lean practices with respect to performance dimensions.

Practical implications

The models are constructed from the organizational standpoint to evaluate their impact to the implementation of lean manufacturing. The study leverages the organizations to prioritize limited resources as per the hierarchy. Managers get the inter-linkages and ranking of various lean practices, which leads to a better perspective for the effective implementation of lean. The structural models also assist management to assign proper roles to employees/departments for effective lean implementation.

Originality/value

There is hardly any structural model of lean practices in the literature for clustering, prioritizing and ranking of lean practices. The study fills this gap and develops the hierarchical models of lean practices through IRP and ISM approaches for an Indian automotive component manufacturing organization. The results from both approaches are compared for illustrating the benefits of one over the other.

Twenty-five years’ contribution of “Benchmarking: an International Journal” to manufacturing strategy: a scientometric review

Purpose

This study aims at reviewing the articles on the themes of manufacturing strategy (MS) published in “Benchmarking: An International Journal (BIJ)” and investigating the trends of publication for future research.

Design/methodology/approach

Five-stage methodology to conduct a literature review is adopted comprising: (1) article collection, (2) inclusion/exclusion criteria, (3) reviewing the articles, (4) analyzing the articles and (5) future research directions. A total of 57 articles specific to MS domain published in BIJ are reviewed. Further, a bibliometric analysis comprising keywords co-occurrence, citation and co-citation using a VOSviewer© software followed by content analysis to analyze the type of research, type of industry and type of tool/method used is carried out.

Findings

The study helps to find the scope of the journal and research gaps in the MS domain to provide future research directions. Most of the work found is survey-based or case-based in nature. However, there is a need for empirical research to be done in the field of MS.

Research limitations/implications

The study facilitates researchers willing to publish in BIJ to understand different themes of accepted papers concerning MS domain. The identified research gaps and future research direction can motivate researchers and practitioners to coin new approaches in the MS domain.

Originality/value

A comprehensive review and analysis of the MS literature published in BIJ has been provided. To the best of authors' knowledge, the current study is the only review study in MS domain focusing on one specific journal.

Lean readiness within emergency departments: a conceptual framework

Purpose

The purpose of this paper is to develop a framework to assess the lean readiness within emergency departments (EDs) and identify the key quality practices deemed essential for lean system (LS) implementation.

Design/methodology/approach

An extensive review of the lean healthcare literature was conducted, including LS implementation within the healthcare sector (both generally and in EDs), best ED quality practices, essential factors for LS implementation within healthcare and lean readiness assessment frameworks. The authors identified six main categories from a literature review (top management and leadership, human resources, patient relations, supplier relations, processes and continuous improvement (CI)), and validated these based on experts’ opinion.

Findings

Several factors were identified as crucial for EDs, including top management and leadership, human resources, patient relations, supplier relations, processes and CI.

Research limitations/implications

The framework has not yet been tested, which prevents the author from declaring it fit for EDs.

Practical implications

This framework will help ED managers determine the factors that will enable/hinder the implementation of LSs within their premises.

Originality/value

To the author’s knowledge, this is the first lean readiness assessment framework for EDs and one of the few lean readiness assessment frameworks in the literature.

Achieving sustainability through the lean and resilient management of the supply chain

Purpose

In the present work, lean and resilient practices applied to supply chains are studied in order to evaluate their impact on the three dimensions of sustainability. Additionally, the mutual impact of lean and resilient supply chain practices is investigated. The paper aims to discuss these issues.

Design/methodology/approach

The aerospace sector and its supply chain are chosen, since lean and resilient practices have been proven relevant in the sector. A methodology based on Interpretive Structural Modeling approach is applied in order to identify the existing relationships between lean and resilient supply chain practices and their impact on the three different dimensions of sustainability.

Findings

The results reveal synergetic effects between lean and resilient practices. The former practices act as drivers of the latter practices. Hence, lean practices lead to direct and indirect effects in achieving supply chain sustainability.

Research limitations/implications

The relationship between lean and resilient practices has been studied for the aerospace sector. Different sectors may lead to different results as the practices considered important in each sector may differ as well as the way in which each practice is implemented.

Originality/value

This study highlights the relationship existing between lean and resilient supply chain practices and their impact on sustainability. Additionally, several managerial implications are drawn out to help managers make better decisions.

Interpretive framework for analyzing lean implementation using ISM and IRP modeling

Purpose

Firms have been adopting lean manufacturing to improve their business performances. However, they are facing failures or less success in implementation, mainly due to lack of understanding in relating the lean practices (LPs) from the required performance measures perspective. In view of the lack of research and the importance of understanding them, the purpose of this paper is to prioritize LPs.

Design/methodology/approach

As LPs are scattered in the literature and a variety of performance measures are used, an extensive literature review is first carried out to identify the LPs and performance measures. The blend of interpretive structural modeling and interpretive ranking process interpretive tools is adopted in establishing the contextual relationship among LPs and then ranking them based on the performance measures. A three-dimensional priority matrix is proposed for better explanation of the results.

Findings

The proposed framework can help firms better understand LPs and their levels of importance in lean implementation.

Research limitations/implications

The involvement of lean experts may produce some bias in evaluating the LPs.

Practical implications

The proposed framework can help practitioners to develop an industry-specific road-map for the result-oriented LP implementation. Based on the area of performance to be improved, practitioners can prioritize LPs for implementation.

Originality/value

This is the first study that provides a comprehensive review of LPs available in the literature and prioritizes them in accordance with performance with interpretive tools.

Developing and validating lean manufacturing constructs: an SEM approach

Purpose

The purpose of this paper is to provide valid and reliable constructs for lean manufacturing (LM) for assessing its implementation level in order to target areas of improvement.

Design/methodology/approach

Based on an extensive review on LM literature and content validity assessment from practitioners and academicians, nine LM constructs were identified. Measurement items for each construct were developed to become a complete questionnaire. The questionnaire booklets were distributed to large and discrete manufacturing companies in Indonesia. Out of 1,000 survey questionnaires sent, 236 usable responses were returned giving response rate of 23.60 percent. Subsequently, an empirical assessment on the constructs was done by using structural equation modeling approach.

Findings

The study identified the valid and reliable LM constructs, consisting of nine LM constructs and 64 measurement items. The study found that all the constructs are complementary and mutually supportive with each other. Indeed, it suggests the holistic implementation of all the LM practices.

Research limitations/implications

Owing the time and resource constraint, this study only involved large and discrete process manufacturing industries in Indonesia. Hence, the generalization of the result is slightly limited. More studies in several different contexts are required.

Practical implications

This study provided a valuable tool for researchers for gaining deeper understanding regarding the LM and its implementation. For practitioners, it is useful to evaluate the degree of LM employment in their companies, to target area of improvement, as well as to take possible actions in attempting to enhance the organizational performance. More importantly, practitioners should adopt all the LM practices in a holistic manner.

Originality/value

This study is the first attempt to develop LM constructs for evaluating the LM implementation in Indonesia.

An integrated approach for prioritizing lean and agile production factors based on costs of quality with a case study in the home appliance industry

Purpose

The purpose of this paper is to prioritize lean production (LP) and agile production (AP) factors based on costs of quality (COQ).

Design/methodology/approach

After literature review, two separated houses of quality (HoQ) have been developed. By the first HoQ, LP and AP factors can be proritized based on prevention and appraisal costs and by the second HoQ, LP and AP factors can be prioritized based on failure costs. The proposed approach has been examined by analyzing data collected from 36 home appliance producers of Isfahan as an industrial province of Iran.

Findings

The first HoQ indicates that the highest and the lowest priorities are related to over-production (lean factor) and speed (agility factor), respectively. The second HoQ implies that the highest and the lowest priorities are related to responsiveness (agility factor) and inventory (lean factor), respectively. Quadrant analysis also indicates that defectives and over-processing are the two factors that have the highest priorities based on both failure costs and appraisal and prevention costs. As a major finding, LP factors have strong relationship with prevention and appraisal costs; and AP factors have strong relationship with failure costs.

Practical implications

The proposed approach helps organizations in reducing their costs. By clarifying the relationship of the LP and AP factors and the COQ, managers can determine appropriate strategies with the lowest cost.

Originality/value

The integrated approach of this study has not been applied and studied in the literature. The subject of the relationship of LP and AP and COQ is relatively new, which integrates the two areas of production management and quality management.

Strategic lean actions for sustainable competitive advantage

Purpose

The purpose of this paper is to add to the quality management body of knowledge by solidifying the connection between operational and strategic aspects of lean transformation. Previous research has examined these issues in isolation, demonstrating mixed results in financial and operational efficiencies. The authors show that when operational and strategic changes are jointly considered the likelihood of success for lean transformation increases.

Design/methodology/approach

The authors provide a literature review of 109 peer-reviewed papers on lean manufacturing and qualitative analysis of 23 Baldrige award winners (2000-2014) that implemented lean to assess the importance of strategic actions in achieving a sustainable competitive advantage through lean transformation.

Findings

The authors find that lean transformation yields mixed results unless strategic actions are taken by senior management. These strategic actions include but are not limited to knowledge management, human resources, and business growth and can result in performance heterogeneity by improving the output/input ratio of the firm. This performance can then manifest as either doing the same level of business with fewer resources (a profit play) or doing more business with the same resources (a growth play). As specific examples, the authors analyzed Baldrige award winners for evidence of lean strategic action to drive performance gains. The authors suggest further model validation through directed interview and/or survey research.

Originality/value

This paper clarifies the need for jointly implementing lean tools with strategic actions. The findings provide more deliberate strategic actions for organizations wishing to increase the likelihood of success of lean transformation and ultimately improve quality.

Benchmarking fuzzy logic and ANFIS approaches for leanness evaluation in an Indian SME

Purpose

The purpose of this paper is to present a study that is focused on application of fuzzy logic and adaptive neuro-fuzzy inference system (ANFIS) approaches for leanness evaluation in an Indian small- and medium-size enterprise (SME).

Design/methodology/approach

Lean manufacturing concepts are being adopted by SMEs to sustain in the competitive manufacturing landscape. Performance of lean system needs to be assessed using appropriate methods. A model for measuring lean performance is proposed with five enablers, 30 criteria and 90 attributes. Leanness index is computed using fuzzy logic approach and benchmarked with ANFIS approach.

Findings

Leanness index computed using fuzzy logic approach is found to be (4.47, 5.97, 7.55) and that of ANFIS approach is found to be 5.84 to facilitate benchmarking of leanness evaluation. After finding weaker areas, certain improvement initiatives are being deployed.

Research limitations/implications

The developed model for leanness evaluation has been test implemented in an SME. In future, the model could be test implemented in several SMEs.

Practical implications

A case study conducted in an SME involved in heavy engineering fabrication is presented. Therefore, the inferences derived from the study has practical propensity.

Originality/value

The development of leanness evaluation model for SMEs and deployment in an industrial scenario are the original contributions of the authors.

The emergence and evolution of benchmarking: a management fashion perspective

Purpose

The purpose of this paper is to make a contribution to the benchmarking literature by examining the historical emergence and evolution of benchmarking using the management fashion perspective as a theoretical lens.

Design/methodology/approach

The research approach followed in this paper can be characterized as explorative and theoretical. Insights from different data sources have been combined to provide a rich description of the emergence and evolution of benchmarking.

Findings

This analysis casts new light on several aspects of benchmarking’s emergence and evolution pattern. The characteristics of the benchmarking idea give it potential as a fashionable management tool. The widespread popularity and longevity of benchmarking can to a large extent be explained by the efforts of various actors to turn benchmarking into an institution.

Research limitations/implications

The paper is explorative and is limited by a reliance on secondary sources.

Originality/value

Although some researchers have noted that benchmarking could be viewed as a management fashion, management fashion theory has, only to a very limited extent, been used as a theoretical lens in the context of benchmarking. This research paper demonstrates that management fashion theory can provide valuable insights for research on benchmarking.

Leanness assessment: a literature review

Purpose

Assessing the outcome of lean transformation journey has been of interest to both researchers and practitioners. Various qualitative and quantitative assessment methodologies have been proposed in literature to track and measure the degree of leanness attained. The purpose of this paper is to understand the evolution of this leanness assessment literature over different attributes and identify gaps for future research.

Design/methodology/approach

A detailed literature review of peer-reviewed journal articles and conference papers addressing leanness assessment was performed. Content analysis methodology involving a four-step process suggested by Mayring (2004) was adopted for this study.

Findings

The number of studies in literature on leanness assessment is low when compared to that in the area of lean implementation. Assessment methodologies developed are of wide range, varying from simple qualitative checklist to complex quantitative mathematical models. Following the trend of lean implementation literature, lean thinking assessment literature is also getting transformed from process-level monitoring to enterprise-level monitoring. Finally, based on this review, a simplified leanness assessment framework is proposed for future validation.

Research limitations/implications

Only peer-reviewed journals and conference papers were analyzed, while excluding the manuals, reports, and white papers from practice. Clustering of leanness assessment literature revealed that future studies in this domain would fall into two major categories, namely manufacturing leanness assessment and service leanness assessment.

Practical implications

Practitioners can use this review study to choose a suitable methodology for assessing the leanness attained in their organization by controlling for the structural attributes identified.

Originality/value

This is the first paper to review the topic “leanness assessment.” The review analyzes the entire literature available on leanness assessment to summarize its current status and identify potential future directions.

LARG index

Purpose

– The purpose of this paper is to suggest a lean, agile, resilient, and green (LARG) index as a benchmarking tool to assess the leanness, agility, resilience and the greenness of the automotive companies and corresponding supply chain (SC).

Design/methodology/approach

– The proposed index incorporates LARG supply chain management paradigms and corresponding practices being both weighted according to their importance for the automotive SC sustainability. The Delphi technique is used to obtain the weights for each SC paradigm and a linear aggregated method is proposed. A case study approach related to the automotive SC is chosen to illustrate the LARG index application.

Findings

– The case study results confirmed the usefulness and ease of application of LARG index in a real world SC. The application of the suggested index to a set of companies, and consequently to their SC, makes possible to identify: the better and worst performer company in each paradigm, the LARG practices with higher levels of application among the companies, the LARG index for each company and also for the corresponding SC. This becomes an important benchmarking tool since comparative analysis regarding the LARG behaviours are possible to perform with the suggested index.

Research limitations/implications

– More LARG practices could be considered to improve the robustness of the index. Future studies should be conducted across more companies for improving the effectiveness of the approach, and more members should be included in the panel of Delphi technique for enhancing the validity of the suggested approach.

Practical implications

– SC companies will be able to assess their performance in terms of leanness, agility, resilience and greenness. A study like this could encourage all automotive companies to benchmark their organizations as regards their competitors, the best in class, and also the industry average.

Originality/value

– This paper contributes to the literature by introducing a new index for measuring the leanness, agility, resilience and greenness of companies and SCs. This index can be used by managers as a benchmarking tool to identify their LARG behaviour and compare it with their SC partners and seek for improvement.

Method for evaluation via benchmarking of the lean product development process

Purpose

– The purpose of this paper is to describe benchmarking to evaluate the product development process (PDP) from a lean perspective.

Design/methodology/approach

– The work was conducted by means of case studies at large companies in Brazil that develop products, based on a gap in the literature involving a lack of indicators to diagnose how lean are PDPs considering the principles and practices of the lean approach.

Findings

– The results indicate in a quantitative manner that the 12 companies of the multiple case study are implementing the lean approach in their PDPs in an isolated or systematic manner through the categories – process, management, structure, people, product, client, supplier and waste.

Research limitations/implications

– The large companies in the case studies are located in different positions of the supply chain and the year that the company began introducing lean manufacturing was not considered, or the maturity of each firm.

Practical implications

– Based on the diagnosis, it was possible to propose a set of actions so that the PDP at each company can be structured in a lean manner, improving competitiveness.

Originality/value

– The main contribution of the study is a simple, useful and reproducible method that has a set of measurable indicators and graphic representation identifying the lean product development practices, as well as a structured guide to the implementation of improvements that allow companies from different sectors to be compared at a national level and also in the international market.

Consistency of strategic and tactical benchmarking performance measures

Purpose

– The purpose of this paper is to examine the consistency of benchmarking performance measures and to investigate the impact of organizational size and managerial positions on the deployment of strategic and tactical benchmarking performance measures.

Design/methodology/approach

– A set of eight hypotheses was used to examine the consistency of the benchmarking performance measures and the impact of organizational size and managerial positions on selection of strategic and tactical benchmarking performance measures. A questionnaire-based survey data were used to test the hypotheses. The target population was manufacturing firms in Midwestern USA; the sample covers organizations in a variety of industries. Out of 91 completed surveys received, 84 surveys were usable resulting in a response rate of 17 percent.

Findings

– The paper found evidence of misalignment between organizational goals and objectives and proactive development of organizational core capabilities. The result also indicates that managers with high-level positions as well as managers from large organizations placed higher emphasis on strategic benchmarking performance measures.

Research limitations/implications

– Research is general and not industry specific.

Practical implications

– Effective performance measurement is a critical element of organizational success. It requires a thorough understanding of organizational strategy and deployment of the strategy into consistent sub-strategies.

Originality/value

– For effective benchmarking, managers must develop a complete understanding of their own business strategy and choose long-term and short-term benchmarking performance measures that are consistent with organizational strategy.

The links between just-in-time practices and alignment of benchmarking performance measures

Purpose

– The purpose of this paper is to examine if there are links between just-in-time (JIT) practices and consistency of benchmarking performance measures at various levels of organization.

Design/methodology/approach

– A set of ten hypotheses were used to examine the differences between traditional and JIT organizations in the effectiveness of benchmarking performance measures. A questionnaire-based survey data were used to test the hypotheses. The target population was manufacturing firms in Midwestern US; the sample covers organizations in a variety of industries. Out of 91 completed surveys received, 84 surveys were usable resulting in a response rate of 17 per cent. Out of 84 usable surveys, 33 organizations were grouped as JIT and 51 as traditional organizations.

Findings

– JIT organizations are better in recognizing external environmental factors, developing organizational core competencies, building learning organization through knowledge workforce, and using a broad and balanced mix of performance measures that are consistent with organizational strategy.

Research limitations/implications

– Research is general and not industry specific.

Practical implications

– Effective performance measurement is a critical element of organizational success. It requires a thorough understanding of organizational strategy and deployment of the strategy into consistent sub-strategies and action plans.

Originality/value

– The benefits of JIT principles go beyond inventory management. These principles can be applied to other areas such as effective performance measurement.

The challenges of lean manufacturing implementation in SMEs

Purpose

– The purpose of this paper is to identify the lean manufacturing implementation challenges in small and medium enterprises (SMEs). The study is based on experiences of the Finnish furniture and boating sectors. The paper outlines the overall characteristics of the studied organizations and contrasts them with one of the most famous example of lean implementation – the Toyota Company. By comparing the different manufacturing environments as well as organizational characteristics, the potential challenges of lean adoption are outlined.

Design/methodology/approach

– The findings presented in this paper were achieved through the case study method. The research utilizes the deductive approach.

Findings

– The results present an assessment of the companies’ current situations. The results uncover their readiness for lean implementation and identify the challenges that might hinder lean implementation. Early identification of weaknesses will make companies more aware of their own capabilities. Moreover, it has potential for making them better prepared for lean implementation and more consistent in their process.

Practical implications

– The importance of addressing certain aspect of lean implementation in the specific context of SMEs characteristics might contribute to the successful implementation of lean.

Originality/value

– The author presents an original look at supporting companies in the process of adopting lean manufacturing.

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

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.

Benchmarking model of supplier development for an Indian gear manufacturing company

Purpose

– The aim of this paper is to propose a benchmarking model of supplier development (SD) for an Indian gear manufacturing company for its successful adoption and improvement in a continuous basis.

Design/methodology/approach

– Thirteen SD critical success factors (CSFs) are identified and classified into four categories through extensive literature review and discussion held with managers/senior engineers in different Indian manufacturing companies. The four categories are primary CSFs related to supplier, secondary CSFs related to supplier, CSFs related to manufacturer and CSFs related to both manufacturer and supplier. The interpretative structural modeling (ISM) approach is applied to the Indian gear manufacturing company for developing and analyzing structural framework of CSFs to propose a benchmarking model for SD.

Findings

– It is concluded that SD adoption should be carried out in four phases sequentially for the Indian gear manufacturing company. The first, second, third and fourth phase should sequentially focus on primary CSFs related to supplier; secondary CSFs related to supplier; CSFs related to manufacturer; and CSFs related to both manufacturer and supplier, respectively. The proposed benchmarking model has four phases (i.e. plan, analyze, implement and measure) and bifurcated into 12 steps to enhance the performance of CSFs.

Practical implications

– This paper provides a useful benchmarking model for successful adoption of SD in manufacturing organizations.

Originality/value

– This is one of the few studies to develop the relationship of CSFs for SD in general and its application to an Indian gear manufacturing company in particular. A benchmarking model for SD is also proposed having five phases and 12 steps. The findings of the proposed structural framework and benchmarking model for the Indian gear manufacturing company are discussed in detail and will serve as a guideline for successful adoption of SD in manufacturing environment.

Time‐based competition

Purpose

The strategic aim of this paper is to investigate whether time‐based competition (TBC) strategies are related to cultural aspects. In addition, the influences of company decision‐making and the success of competitive strategies in diverse globalised markets will be examined. Based on a multicultural perspective, the way time is considered depends on different assumptions among countries and cultures, as well as organisational patterns of decision‐making for a variety of business areas and services. TBC and its relationship to logistics and multiculturalism through the international benchmarking of furniture companies are then explored.

Design/methodology/approach

TBC and cultural perceptions in furniture manufacturing companies located in Brazil and Scandinavia were investigated. Data were collected from furniture companies by questionnaires and were analysed through descriptive statistics and multivariate techniques. The research presented here is part of a larger study that focuses on TBC strategies and multiculturalism in the furniture industry.

Findings

Data were collected from furniture companies located in different countries. The findings illustrate that there is a correlation between TBC strategies and cultural variables, as well as between TBC and seeking for local partnerships.

Originality/value

The originality of the paper lies in addressing relationships between TBC strategies, cultural aspects and the role of partnerships to improve logistics management competitiveness. To date, this area has received little attention in the literature. Likewise, the results point to partnerships being necessary to improve TBC and logistics strategies.

Application of lean manufacturing using value stream mapping in an auto‐parts manufacturing unit

Purpose

This paper aims to address the application of lean manufacturing using value stream mapping (VSM) concepts in an auto‐parts manufacturing organization. Using value stream concepts, both current and future states maps of the organization's shop floor scenarios have been discussed to identify sources of waste between the existing state and the proposed state of the selected organization for improving its competitiveness.

Design/methodology/approach

VSM process symbols were used to discuss lean implementation stages in the auto‐parts manufacturing unit. Current states of the selected manufacturing unit were prepared with the help of VSM symbols and improvement areas were identified. A few modifications in current state were made and, with these modifications, a future state map is suggested.

Findings

After comparison of the current and future states of the selected manufacturing unit, it has been found that there was 69.41 percent reduction in cycle time, 18.26 percent reduction in work in‐process inventory and 24.56 percent reduction in production lead times for the replacement ball product. While for Weldon ball end product 51.87 percent reduction in cycle time, 21.51 percent reduction in work in‐process inventory, 25.88 percent reduction in lead time was noted.

Research limitations/implications

The findings of this case study are valid due to limited selection of products only.

Originality/value

This paper depicts a true picture of the implementation of lean manufacturing tools in an organization.