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Lean practices implementation and their relationships with operational responsiveness and company performance: an Italian study

Author

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  • Maurizio Bevilacqua
  • Filippo Emanuele Ciarapica
  • Ilaria De Sanctis

Abstract

Although many firms report large benefits from lean implementation, a lot of scepticism still remains regarding attainable results and the possibility to apply Lean approach outside high-volume manufacturing and stable context. In this work, combining field interviews with literature review, theoretical connections have been developed among Lean manufacturing techniques, operational responsiveness and company growth performances. A conceptual model has been proposed for investigating the network of influences among lean practices (supplier management, human resource management, just-in-time and total quality management practices), operational responsiveness (Product mix variety, Product innovation and Time effectiveness) and company growth performances in Italian companies. Using structural equation modelling, a second-order confirmatory factor analysis has been used to test the hypothesised relationships in the structural models. This study highlights that the operational responsiveness is only partially connected to a Lean strategy of a company. Indeed, the lean practices implementations are negatively influenced by product mix variety and innovation, while positively influenced by time effectiveness variables. Moreover, product mix variety and time effectiveness are the main characteristics of the operational responsiveness that positively influences company growth performances. So time effectiveness could be considered as a mediator between Lean best practices and firm growth. Moreover, no direct relationship has been found between lean bundles and firm’s performances. Lack of resources and mainly poor communication and managers’ commitment and support seem to be the main obstacles of lean implementation and success.

Suggested Citation

  • Maurizio Bevilacqua & Filippo Emanuele Ciarapica & Ilaria De Sanctis, 2017. "Lean practices implementation and their relationships with operational responsiveness and company performance: an Italian study," International Journal of Production Research, Taylor & Francis Journals, vol. 55(3), pages 769-794, February.
  • Handle: RePEc:taf:tprsxx:v:55:y:2017:i:3:p:769-794
    DOI: 10.1080/00207543.2016.1211346
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    Cited by:

    1. Ghobadian, Abby & Talavera, Irene & Bhattacharya, Arijit & Kumar, Vikas & Garza-Reyes, Jose Arturo & O'Regan, Nicholas, 2020. "Examining legitimatisation of additive manufacturing in the interplay between innovation, lean manufacturing and sustainability," International Journal of Production Economics, Elsevier, vol. 219(C), pages 457-468.
    2. , Le Nguyen Hoang, 2022. "A multi-group analysis of the impact of lean manufacturing practices on operational performance: Does the national culture matter?," OSF Preprints qpe63, Center for Open Science.
    3. Ritu Singh & Parikshit Charan & Manojit Chattopadhyay, 2019. "Dynamic capabilities and responsiveness: moderating effect of organization structures and environmental dynamism," DECISION: Official Journal of the Indian Institute of Management Calcutta, Springer;Indian Institute of Management Calcutta, vol. 46(4), pages 301-319, December.
    4. Patrick Dallasega & Erwin Rauch, 2017. "Sustainable Construction Supply Chains through Synchronized Production Planning and Control in Engineer-to-Order Enterprises," Sustainability, MDPI, vol. 9(10), pages 1-25, October.
    5. Shashi, & Centobelli, Piera & Cerchione, Roberto & Singh, Rajwinder, 2019. "The impact of leanness and innovativeness on environmental and financial performance: Insights from Indian SMEs," International Journal of Production Economics, Elsevier, vol. 212(C), pages 111-124.
    6. Renu Agarwal & Christopher Bajada & Paul James Brown & Roy Green, 2021. "People Management Practices that Underpin Lean Management Outcomes," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 22(2), pages 75-94, June.

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