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ASP, The Art and Science of Practice: Tales from the Front: Case Studies Indicate the Potential Pitfalls of Misapplication of Lean Improvement Programs
9 references·0 citing·49 second hop
ASP, The Art and Science of Practice: Tales from the Front: Case Studies Indicate the Potential Pitfalls of Misapplication of Lean Improvement Programs (2009)ASP, The Art and Science of Practice: Tal…Inventory improvement and financial performance (2008)Inventory improvement and fin…Celebrating the enigma: the continuing puzzle of the Toyota Production System (2007)Celebrating the enigma: the c…Japanese production management: An evolution—With mixed success (2006)Japanese production managemen…A Major Appliance Manufacturer Rethinks Its Inventory Policies for Service Vehicles (2006)A Major Appliance Manufacture…Application of value stream mapping for lean operations and cycle time reduction: an Indian case study (2005)Application of value stream m…To Pull or Not to Pull: What Is the Question? (2004)To Pull or Not to Pull: What …Applying lean thinking: a case study of an Indian steel plant (2004)Applying lean thinking: a cas…Manufacturing Strategy Regained: Evidence for the Demise of Best-Practice (1998)Manufacturing Strategy Regain…The Impact of Just-in-Time Manufacturing and Its Infrastructure on Manufacturing Performance (1997)The Impact of Just-in-Time Ma…Firm Resources and Sustained Competitive Advantage (1991)Dynamic capabilities and strategic management (1997)Firm resources and sustained competitive advantage (2004)An empirical analysis of inventory turnover behaviour in Greek retail sector: 2000–2005 (2010)What can we learn from the evolution of research on lean management assessment? (2012)Inventory leanness and the financial performance of firms (2013)Coefficient Alpha and the Internal Structure of Tests (1951)Toyota production system and Kanban system Materialization of just-in-time and respect-for-human system (1977)A framework for quality management research and an associated measurement instrument (1994)LEAN AND GREEN? AN EMPIRICAL EXAMINATION OF THE RELATIONSHIP BETWEEN LEAN PRODUCTION AND ENVIRONMENTAL PERFORMANCE (2001)Linking routines to operations capabilities: A new perspective (2007)An empirical analysis of supply chain risk management in the German automotive industry (2009)The machine that changed the world : the story of lean production (1991)Lean Thinking—Banish Waste and Create Wealth in your Corporation (1997)Toyota production system: beyond large-scale production (1998)Inventory Record Inaccuracy: An Empirical Analysis (2008)Lean, take two! Reflections from the second attempt at lean implementation (2008)Lean principles, learning, and knowledge work: Evidence from a software services provider (2010)Flexible Manufacturing Organizations: Implications for Strategy Formulation and Organization Design (1988)Generic manufacturing strategies: A conceptual synthesis (1989)Configurations of Manufacturing Strategy, Business Strategy, Environment and Structure (1996)The complexities of the manufacturing strategy formation process in practice (2002)Operations management themes, concepts and relationships: a forward retrospective ofIJOPM (2006)Determinants of quality management practices: An empirical study of New Zealand manufacturing firms (2012)The Machine That Changed the World (1991)Toyota Production System (1993)Implementing lean production systems: research areas and opportunities for future studies (2013)Value stream mapping to reduce the lead-time of a product development process (2014)A Systematic Literature Review on Recent Lean Research: State‐of‐the‐art and Future Directions (2017)Reengineering Work: Don’t Automate, Obliterate (1990)The machine that changed the world (1992)Relationship between just‐in‐time manufacturing practices and performance: A meta‐analytic investigation (2009)Four decades of lean: a systematic literature review (2012)A methodology for effective implementation of lean strategies and its performance evaluation in manufacturing organizations (2013)Note—Optimal Inventories Based on Job Completion Rate for Repairs Requiring Multiple Items (1980)Note—A Multiple-Item Inventory Model with a Job Completion Criterion (1982)Inventory control of service parts in the final phase (2002)Hub Group Implements a Suite of OR Tools to Improve Its Operations (2010)Product Service Systems: Exploring Service Operations Strategies (2010)Learning to evolve (2004)Path dependence, initial conditions, and routines in organizations (2009)Company-specific production systems and competitive advantage (2013)From Lean Production to Lean 4.0: A Systematic Literature Review with a Historical Perspective (2021)Mixing Qualitative and Quantitative Methods: Triangulation in Action (1979)Toyota Production System: An Integrated Approach to Just-In-Time (1993)Research Methods for Business Students (2003)A multi-criteria decision-making model for the justification of lean manufacturing systems (2008)A simulation-enhanced lean design process (2009)Production efficiency improvement in batch production system using value stream mapping and simulation: a case study of the roasted and ground coffee industry (2012)
this work references cited by second hop

References

  • 2004To Pull or Not to Pull: What Is the Question?595 cited
  • 1997The Impact of Just-in-Time Manufacturing and Its Infrastructure on Manufacturing Performance463 cited
  • 2006Japanese production management: An evolution—With mixed success375 cited
  • 2005Application of value stream mapping for lean operations and cycle time reduction: an Indian case study349 cited
  • 2008Inventory improvement and financial performance112 cited
  • 1998Manufacturing Strategy Regained: Evidence for the Demise of Best-Practice75 cited
  • 2007Celebrating the enigma: the continuing puzzle of the Toyota Production System68 cited
  • 2004Applying lean thinking: a case study of an Indian steel plant66 cited
  • 2006A Major Appliance Manufacturer Rethinks Its Inventory Policies for Service Vehicles20 cited

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