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The influence of performance objectives on the implementation of lean manufacturing practices: An analysis based on strategic groups

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  • Hamilton Pozo
  • Orlando Roque da Silva
  • Takeshy Tachizawa

Abstract

This paper explores how the choices about, and implementation of, lean production practices are influenced by performance goals prioritized by firms in the context of operations strategy. We analyzed a set of 56 companies (divided into four strategic groups) in the auto parts industry in the cities of Campinas and Jundiaí areas (Brazil). These groups of firms that adopt similar strategic orientations were used to investigate the relationship between the implementation of lean manufacturing practices and the choice of performance objectives. The results suggest that taking into consideration strategic groups can improve the understanding of how performance objectives define lean manufacturing practices adopted by manufacturing companies.

Suggested Citation

  • Hamilton Pozo & Orlando Roque da Silva & Takeshy Tachizawa, 2017. "The influence of performance objectives on the implementation of lean manufacturing practices: An analysis based on strategic groups," Cogent Business & Management, Taylor & Francis Journals, vol. 4(1), pages 1405718-140, January.
    • Handle: RePEc:taf:oabmxx:v:4:y:2017:i:1:p:1405718
    DOI: 10.1080/23311975.2017.1405718
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    References listed on IDEAS

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    1. Andrea Bellisario & Andrea Appolloni & Francesco Ranalli, 2015. "Reviewing strategy matters to gain an understanding of balanced scorecard's possible benefits within lean production contexts: a management control perspective," International Journal of Manufacturing Technology and Management, Inderscience Enterprises Ltd, vol. 29(1/2), pages 1-29.
    2. G. Anand & Rambabu Kodali, 2010. "Development of a framework for implementation of lean manufacturing systems," International Journal of Management Practice, Inderscience Enterprises Ltd, vol. 4(1), pages 95-116.
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