Interlinking Lean and sustainability: how ready are leaders?

Readiness for lean-sustainability in start-ups during the COVID-19 era

Purpose

This study aims to “identify”, “analyse” and “categorise” the lean-sustainability enablers for start-ups during the COVID-19 epidemic using total interpretive structural modelling (TISM).

Design/methodology/approach

A closed-ended questionnaire was used to collect data in addition to the scheduled interview. The TISM methodology is used to determine how the variables interact, and the matrice d’Impacts croises-multiplication applique´ a classement (MICMAC) method is used to rank and categorise the lean-sustainability enablers.

Findings

This study identified ten lean-sustainability enablers for start-ups during the COVID-19 pandemic. The study says that the key factors are leadership and managerial commitment, implementation of employee skills and abilities, strategic need, personnel engagement and financial ability.

Research limitations/implications

The study focused primarily on lean-sustainability characteristics for start-ups.

Practical implications

This research will aid key stakeholders and academics in better understanding the factors that contribute to lean-sustainability in start-ups.

Originality/value

This study proposes the TISM technique for start-ups, which is a novel attempt in the subject of lean-sustainability in this industry.

SMEs in Automotive Supply Chains: A Survey on Six Sigma Performance Perceptions of Czech Supply Chain Members

Six sigma is understood as a technique for the continuous improvement in process quality; however, it has been rarely scientifically analysed in small- and medium-sized enterprises (SMEs). SMEs representthe vast majority of enterprises throughout economies and contribute to automotive supply chains in various tier ranks. As SMEs are known to lack resources and skills while focusing on short-term benefits rather than on long-term gradual improvements, the aim of of this paper is to analyse the perception of six sigma process capabilities in automotive supply chains assuming differences in company size, supply chain rank and six sigma duration. This was tested with Fisher’s exact test. Companies with less than 1000 employees, subsuppliers and companies with a six sigma implementation in the last 3 years struggled to meet six sigma principles, suggesting that mainly small companies inhibit a risk for the supply chain. These findings contribute to the existing theoretical body of knowledge by identifying a three-to-five-year period for six sigma implementations until six sigma maturity. Practically, the findings contribute to the research by explaining the need for a continuous supplier development over a three-to-five-year period until the company meets its performance requirements, with a supply chain risk incorporated in lower-tier ranks and with small companies.

Relationship between lean tools and operational and environmental performance by integrated ISM–Bayesian network approach

Purpose

Existing studies suggested that there is a nonlinear relationship between lean production adoption and organizational performance. Lean production adoption is a gradual process, and the application status of lean tools will affect enterprise performance. The existing literature has insufficiently explored the nonlinear relationship of the lean tools application status on operational performance and environmental performance using the same theoretical framework. A combination approach of interpretative structural modeling (ISM) and Bayesian networks was proposed in this paper, which was used to analyze the complex relationship between lean tools application status with operational and environmental performance.

Design/methodology/approach

ISM was used to analyze the inter-relationship of 17 lean tools identified from the lean literature and construct the lean tools structure model providing reference for building Bayesian network. By calculating the prior and conditional probabilities within the lean tools and between the lean tools with the operational and environmental performance, a Bayesian simulation model was constructed and used to analyze the performance outcomes under different lean tools application status.

Findings

The performance simulation result – representing by the probability of three performance levels as good, average and poor – shows inconsistent changes with the changing of lean tools application status. By comparing the changes of operational performance and environmental performance, it can be found that environmental performance is less sensitive to the change of lean tools application status than operational performance.

Originality/value

Using the integrated ISM–Bayesian network approach, the results indicated a nonlinear relationship between lean tools with operational and environmental performance and provided a reference for the exploration of the nonlinear relationship between lean tools and performance. This research further calls for exploring the S-curve relationship between lean tools and environmental performance.

Development of a structural model based on ISM for analysis of barriers to integration of leanwith industry 4.0

Purpose

To develop a structural model based on Interpretive Structural Modelling (ISM) approach to analyse the barriers to integration of Lean with Industry 4.0.

Design/methodology/approach

Integrated lean and I4.0 is essential for optimising customer value, rapid product design and redesign to comply with customer demand on time. Also, manufacturing processes to be made more flexible, intelligent and agile. In this context, integrated lean and Industry 4.0 barriers were identified and an ISM approach is employed to identify hierarchical structure of barriers and analysed.

Findings

The result obtained reflects that barriers “increasing competitive pressure”, “lack of long-term vision”, “lack of management support”, “lack of capital fund” are found to be the important barriers that affect the integration of lean and I4.0.

Research limitations/implications

In the present study, 16 barriers are analysed. In future, additional barriers could be included.

Practical implications

The driving and dependence power of barriers were analysed from ISM model and it provided guidance for practitioners to concentrate on barriers for integrating lean and I4.0.

Originality/value

The idea of developing structural model for analysis of barriers to integration of lean with I4.0 is the original contribution.

COVID-19 outbreak: implications on healthcare operations

Purpose

The COVID-19 pandemic is considered a major disruptive event of this decade, raising unforeseen socio-economic implications worldwide. This novel virus has increased the influx of patients in hospitals, and healthcare organisations are facing unprecedented constraints in their operations to deal with increased demand and pressed capacity. Thus, this article evaluates the impact of the COVID-19 pandemic on healthcare systems' demand, resources and capacity and provides research directions.

Design/methodology/approach

This is a viewpoint article and uses timely information on healthcare operations from both scholars and managers, published by diverse sources during the COVID-19 outbreak.

Findings

The authors discuss the focus on “flattening the curve of infection” as a measure to protect healthcare, delay the impact of increased demand and reorientate healthcare supply chain practices. Furthermore, the authors evaluate the role of lean practices on managing demand and capacity and improving quality across healthcare operations and supply chain. Finally, the authors suggest research directions on modern operational issues that emerged during this pandemic, such as discussions around the sustainability of lean post-pandemic, “just in time” practices, inventory trade-offs and lack of organisational responsiveness during untenable events.

Originality/value

In this article, the authors provide a contemporary assessment of the implications of the COVID-19 pandemic on healthcare operations, underscoring main economic and operational elements that can be affected, such as unforeseen demand, resources and capacity shortage. Therefore, the authors assess that healthcare organisations, practitioners and governments have to anticipate operational and economic impacts and, ultimately, to reassess their plans to deal with such adverse events.

The Six Sigma framework improves the awareness and management of supply-chain risk

Purpose

Modern supply chains are at risk as a result of increasing disturbance. The use of Lean and Six Sigma’'s values, methods and tools can be one option to analyze, prevent and mitigate risks. The purpose of this study is to investigate whether a combined Lean Six Sigma philosophy can support the awareness and management of supply-chain risk.

Design/methodology/approach

The methodology followed in the study is based on a literature review and multiple case study, performed by means of qualitative methods of data collection, such as observations on-site, face-to-face interviews and document analysis. Case selection includes the results of research conducted in seven large Swedish companies.

Findings

It has been indicated that Lean and Six Sigma values, methods and tools can be very effective in companies’ efforts to control the supply-chain risks and that they improve the companies’ ability to handle variability and risk management. Lean Six Sigma supports a risk-management culture in the focal companies, but they must involve customers and companies in the supply chain if they wish to create a risk-management culture in the entire supply chain. In order to do this, they can use the Six Sigma training structure, but they need to include more risk tools and methods developed for the supply chain management. It has also been indicated in the literature that if more people involve in 6S projects, the financial results will be better, and the innovation of processes will increase.

Research limitations/implications

These include suggestions for how the companies can use the Six sigma training structure to collaborate in the supply chain.

Practical implications

This study gives practical suggestions for how the companies in supply chain can collaborate and use the Six Sigma training structure for creating a more holistic view of supply chain, which also decrease risks in supply chain.

Originality/value

This study indicates that Lean Six Sigma supports risk awareness and management in the focal companies of the supply chains, which improves companies’ ability to handle variability and risk management. It has also been demonstrated that the companies should use the Six Sigma framework, especially training, as a foundation, and they should create common projects for better collaboration in the supply chain, which will decrease the risks in the entire supply chain.

The moderating effect of industry clockspeed on Lean Manufacturing implementation in Zimbabwe

Purpose

The purpose of this paper is to analyze the moderating impact of industry clockspeed (IC) on the relationship between Lean Manufacturing (LM) practices and operational performance. A model for evaluating the impact of LM is developed and the moderating effect of IC is taken into consideration as a fundamental variable that affects the causal relationship between LM practices and operational performance.

Design/methodology/approach

A structural equation model was proposed and investigated across two groups based on IC level (Group 1: low IC and Group 2: high IC). A structured survey questionnaire was used to collect empirical data from 600 companies listed by the Confederation of Zimbabwean Industries. A total of 214 usable questionnaires were obtained giving a response rate of 35.6 percent. The data were analyzed using Smart PLS 3 and SPSS version 25.

Findings

The results revealed that LM practices directly and positively affected operational performance and IC had a positive moderation effect on the relationship between LM practices and operational performance. The results indicated that the structural equation model remained invariant across the groups. This showed that IC had a moderating effect on the relationship between LM practices and operational performance for both low IC and high IC industries.

Originality/value

The study analyzed the moderating effect of IC in Zimbabwean industries. The study will provide further evidence to managers on the impact of LM practices on operational performance in developing countries.