- E-ISSN2233-5382
- KCI
E-ISSN : 2233-5382
The Blind Men and the Soft Drinks Industry in the United Arab Emirates
Hassan, Fatima
Amer, Islam
Abstract
Purpose - This paper explores the contribution lean makes to service levels by addressing lean thinking application in logistics process improvement within a MNC soft drinks manufacturer situated in the United Arab Emirates, and identifies the most significant sources of wastes and their interdependence and highlights key attributes of successful lean implementation. Research design, data, and methodology - This case study examines key logistics employees' perceptions on lean methodology. Results - The results highlight the most significant types of wastes in logistical processes and illustrates ways to eliminate wastes and streamline process flow. The importance of the human role within lean methodology is also identified. Findings suggest that managers should follow both a micro and macro approach when implementing lean practices, as focusing on one waste often leads to ignoring the significance of other wastes. Conclusions - This study highlights the importance of implementing lean at both micro and macro levels and shows how staff involvement increases the efficacy of lean thinking. It offers guidance towards the efficiency of creating value stream mapping processes in situ, which considers different wastes and their interdependence. Managers with limited resources are encouraged to implement lean methodology taking cognizance of these factors.
- keywords
- Lean, United Arab Emirates (UAE), Soft Drinks Manufacturer, Human, Value Stream Mapping (VSM)
Reference
Abdi, F., Shavarini, S., & Hoseini, S. (2006). Glean Lean:How to Use Lean Approach in Service Industries? Journal of Services Research, 6(1), 190-206.
Abdulmalek, F., & Rajgopal, J. (2007). Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study. International Journal of Production Economics, 107(1), 223-236.
Abdul Wahab, A., Mukhtar, M., & Sulaiman, R. (2013). A Conceptual Model of Lean Manufacturing Dimensions. Procedia Technology, 11(1), 1292-1298.
Agus, A., & Hajinoor, M. (2012). Lean production supply chain management as driver towards enhancing product quality and business performance: Case study of manufacturing companies in Malaysia. International Journal of Quality & Reliability Management, 29(1), 92121.
Anand, G., & Kodali, R. (2010). Analysis of lean manufacturing frameworks. Journal of Advanced Manufacturing Systems, 9(1), 1-29.
Andersson, R., Eriksson, H., & Torstensson, H. (2006). Similarities and differences between TQM, six sigma and lean. The TQM Magazine, 18(3), 282-296.
Andrea, C. (2013). Waste savings in patient transportation inside large hospitals using lean thinking tools and logistic solutions. Leadership in Health Services, 26(4), 356-367.
Antony, J. (2006). Six sigma for service processes. Business Process Management Journal, 12(2), 234-248.
Atkinson, P. (2004). Creating and Implementing Lean Strategies. Management Services, 48(2), 18-33.
Boaden, R. (1997). What is total quality management …and does it matter? Total Quality management, 8(4), 153-171.
Bortolotti, T., Boscari, S., & Danese, P. (2015). Successful lean implementation: Organizational culture and soft lean practices. Int. J. Production Economics, 160(1), 182-201.
Boscari, S., Danese, P., & Romano, P. (2016). Implementation of lean production in multinational corporations: A case study of the transfer process from headquarters to subsidiaries. International Journal of Production Economics, 176, 53-68.
Braglia, M. (2009). Uncertainty in value stream mapping analysis. International Journal of Logistics, 12(1), 435-453.
Breyfogle, F. (2003). Implementing of six sigma: Smarter Solutions Using Statistical Methods. Hoboken, NJ: John Wiley and Sons.
Brown, S., & Bessant, J. (2003). The manufacturing strategy-capabilities links in mass customisation and agile manufacturing - an exploratory study. International Journal of Operations & Production Management, 23(7), 707-730.
Butler, M. J., Sweeney, M., & Crundwell, D. (2009). Facility closure management: The case of Vauxhall Motors Luton. International Journal of Operations &Production Management, 29(7), 670-691.
Carlson, C. (2012). Effective FMEAs: Achieving safe, reliable, and economical products and processes using failure mode and effects analysis (Vol. 1). Hoboken, NJ: John Wiley & Sons.
Chay, T., Xu, Y., Tiwari, A., & Chay, F. (2015). Towards lean transformation: The analysis of lean implementation frameworks. Journal of Manufacturing Technology Management, 6(7), 1031-1052.
Christopher, M. (2011). Logistics and Supply Chain Management. Pearson Education, United Kingdom.
Dahlgaard, J., & Park, S. (2006). Lean production, six sigma quality, TQM and company culture. The TQM Magazine, 18(3), 263-281.
Dean, J., & Bowen, D. (1994). Management Theory and Total Quality: Improving Research and Practice through Theory Development. The Academy of Management Review, 19(3), 392-418.
De Souza, R., & Carpinetti, L. (2014). A FMEA-based approach to prioritize waste reduction in lean implementation. International Journal of Quality & Reliability Management, 31(4), 346-366.
Ehrlich, B. (2006). Service with a smile: lean solutions extend beyond the factory floor.(antagonistic relationship between management and employees). Industrial Engineer, 38(8), 40-44.
Emiliani, M. (1998). Lean behaviors. Management Decision, 36(9), 615-631.
Folinas, D., Aidonis, D., Triantafillou, D., & Malindretosb, G. (2013). Exploring the greening of the food supply chain with lean thinking techniques. Procedia Technology, 8(1), 416-424.
Fontana, A., & Frey, J. (1994). Interviewing: The Art of Science. Thousand Oaks, CA: Sage Publications.
Fuentes, J., & Díaz, M. (2012). Learning on lean: A review of thinking and research. International Journal of Operations & Production Management, 32(5), 551-582.
Gibbons, P., Burgess, S., Godfrey, P., & Kennedy, C. (2012). The development of a lean resource mapping framework: Introducing an 8th waste. International Journal of Lean Six Sigma, 3(1), 4-27.
Goldsby, T., & Martichenko, R. (2005). Lean Six Sigma Logistics: Strategic Development to Operational Success. Richmond, VA: Ross Publishing.
Gurumurthy, A., & Kodali, R. (2011). Design of lean manufacturing systems using value stream mapping with simulation: A case study. Journal of Manufacturing Technology Management, 22(4), 444-473.
Hellsten, U., & Klefsjö, B. (2000). TQM as a management system consisting of values, techniques and tools. The TQM Magazine, 12(4), 238-244.
Hines, P., Holweg, M., & Rich, N. (2004). Learning to evolve: A review of contemporary lean thinking. International Journal of Operations & Production Management, 24(10), 994-1011.
Hines, P., Rich, N., & Esain, A. (1999). Value stream mapping: A distribution industry application. Benchmarking: An International Journal, 6(1), 60-77.
Ho, S. (1997). Are ISO 9000 and TQM routes for logistics excellence? Logistics Information Management, 10(6), 275-283.
Holweg, M. (2005). The three dimensions of responsiveness. International Journal of Operations &Production Management, 25(7), 603-622.
Hoss, M., & Caten, C. (2013). Lean schools of thought. International Journal of Production Research, 51(11), 3270-3282.
Jones, D., Hines, P., & Rich, N. (1997). Lean logistics. International Journal of Physical Distribution & Logistics Management, 27(3/4), 153-173.
Jurado, P., & Fuentes, J. (2014) Lean Management, Supply Chain Management and Sustainability: A Literature Review. Journal of Cleaner Production, 85(1), 134-150.
Jylha, T., & Junnila, S. (2013). Learning from lean management – going beyond input-output thinking. Facilities, 31(11/12), 454-467.
Karlsson, C., & Åhlström, P. (1996). Assessing changes towards lean production. International Journal of Operations & Production Management, 16(2), 24-41.
Kilpatrick, J. (2003). Lean Principles. Utah Manufacturing Extension Partnership.
Kumar, S. (2014). Impact of Six-Sigma DMAIC approach on Manufacturing Industries. International Journal of Innovative Research in Science, Engineering and Technology, 3(5), 12652-12657.
LaMarca, N. (2011). The Likert Scale: Advantages and Disadvantages. Retrieved from https://psyc450.wordpress.com/2011/12/05/the-likert-scaleadvantages-and-disadvantages/(accessed 31st October 2016)
Laureani, A., & Antony, J. (2010). Lean six sigma in a call centre: A case study. International Journal of Productivity and Performance Management, 59(8), 757-768.
Lawson, B. (2001). In praise of slack: Time is of the essence. Academy of Management Executive, 15(3), 125-135.
Liu, S., Leat, M., Moizer, J., Megicks, P., & Kasturiratne, D. (2013). A decision-focused knowledge management framework to support collaborative decision making for lean supply chain management. International Journal of Production Research, 51(7), 2123-2137.
Lucey, J., Bateman, N., & Hines, P. (2004). Achieving pace and sustainability in a major lean transition. Management services, 48(9), 8.
Manville, G., Greatbanks, R., Krishnasamy, R., & Parker, D. (2012). Critical success factors for Lean Six Sigma programmes: A view from middle management. International Journal of Quality & Reliability Management, 29(1), 7-20.
Mehrsai, A., Thoben, K., & Scholz-Reiter, B. (2013). Bridging lean to agile production logistics using autonomous carriers in pull flow. International Journal of Production Research, 52(16), 471
Meredith, J., & Samson, D. (2001). Call for papers:Special issue of Journal of Operations Management on case study and field research. Journal of Operations Management, 19(1), 117-118.
Miles, M. B., & Huberman, M. (1994). Qualitative Data Analysis (2nd ed.). United Kingdom: Sage.
Mont, O. (2002). Clarifying the concept of product–service system. Journal of Cleaner Production, 10(3), 237-245.
Mostafa, S., Dumraka, J., & Soltanb, H. (2013). A framework for lean manufacturing implementation. Production & Manufacturing Research, 1(1), 44-64.
Muller, E., Stock, T., & Schillig, R. (2014). A method to generate energy value-streams in production and logistics in respect of time- and energy-consumption. Production Engineering Research and Development, 8(1), 243-251.
Myers, M., & Newman, M. (2007). The qualitative interview in IS research: Examining the craft. Information and Organization, 17(1), 2-26.
Oliva, R., & Kallenberg, R. (2003). Managing the transition from products to services. International Journal of Service Industry Management, 14(2), 160-172.
Paiva, E. L., Roth, A.V., & Fensterseifer, J.E. (2008). Organizational knowledge and the manufacturing strategy process: A resource-based view analysis. Journal of Operations Management, 28(6), 562-83.
Pettersen, J. (2009). Defining lean production: Some conceptual and practical issues. The TQM Journal, 21(2), 127-142.
Piercy, N., & Rich, N. (2009). Lean transformation in the pure service environment: The case of the call service centre. International Journal of Operations & Production Management, 29(1), 54-76.
Rawabdeh, I. (2005). A model for the assessment of waste in job shop environments. International Journal of Operations & Production Management, 25(8), 800-822.
Resta, B., Powell, D., Gaiardelli, P., & Dotti, S. (2015)Towards a framework for lean operations in product-oriented product service systems. CIRP Journal of Manufacturing Science and Technology, 9, 12-22.
Rother, M., & Shook, J. (1998). Learning to See; value stream mapping to create value and eliminate muda. Lean Enterprise Institute, USA.
Rudestam, K. E., & Newton, R. R. (1992). Surviving your dissertation. United Kingdom: Sage.
Sánchez, A., & Pérez, M. (2001). Lean indicators and manufacturing strategies. International Journal of Operations & Production Management, 21(11), 1433-1452.
Saunders, M., Lewis, P., & Thornhill, A. (2009). Research Methods for Business Students. United Kingdom:Pearson Education Limited.
Shamah, R. (2013). Measuring and building lean thinking for value creation in supply chains. International Journal of Lean Six Sigma, 4(1), 17-35.
Slack, N., Chamber, S., & Johnston, R. (2010). Operations Management. United Kingdom: Pearson Education Limited.
Smalley, A. (2004). Creating Level Pull. Brookline, MA:Lean Enterprise Institute.
Smart, K., Transfield, D., Deasley, P., Levene, R., Rowe, A., & Corley, J. (2003). Integrating ‘lean’ and ‘high reliability’ thinking. Journal of Engineering, Manufacturing, 217(B), 733-742.
Sohal, A., & Egglestone, A. (1994). Lean Production:Experience among Australian Organizations. International Journal of Operations & Production Management, 14(11), 35-51.
Stokes, D., & Bergin, R. (2006). Methodology or methodolatry? An evaluation of focus groups and depth interviews. Qualitative Market Research: An International Journal, 9(1), 26-37.
Strategic Lean Briefing. (n.d.). The Limitations of Value Stream Mapping: When to Use VSM and When To Use Other Methods. Retrieved from http://www.strategosinc.com/value-stream-mapping-4.htm. (accessed 19th December 2016)
Sundar, R., Balaji, A., & Satheesh Kumar, R. (2014). A Review on Lean Manufacturing Implementation Techniques. Procedia Engineering, 97(1), 1875-1885.
Waters, D. (2003). Inventory Control and Management. United Kingdom: John Wiley & Sons Ltd.
Womack, J., Jones, D., & Roos, D. (1990). The Machine That Changed The World. USA: Free Press.
Womack, J., & Jones, D. (1996). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. USA:Free Press.
Voss, C., Tsikriksis, N., & Frohlich, M. (2002). Case research in operations management. International Journal of Operations & Production Management, 22(2), 195-219.
Yin, R.K. (1994). Case Study Research Design and Methods (pp. 5). Thousand Oaks, CA: Sage.
- Downloaded
- Viewed
- 0KCI Citations
- 0WOS Citations