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The transfer process of lean practices in multi-plant companies

Pamela Danese, Pietro Romano, Stefania Boscari Orcid Logo

International Journal of Operations & Production Management, Volume: 37, Issue: 4, Pages: 468 - 488

Swansea University Author: Stefania Boscari Orcid Logo

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DOI (Published version): 10.1108/ijopm-12-2014-0571

Abstract

A growing number of organisations have transferred lean practices within their international manufacturing network. Our paper contributes to the understanding of multi-plant lean programmes by analysing how certain influential contextual variables (i.e., lean standards development, lean transfer tea...

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Published in: International Journal of Operations & Production Management
ISSN: 0144-3577
Published: 2017
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URI: https://cronfa.swan.ac.uk/Record/cronfa26776
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spelling 2023-01-30T16:01:59.1937082 v2 26776 2016-03-17 The transfer process of lean practices in multi-plant companies 56da238a5815b51041aa37271a5f83b6 0000-0002-3446-4407 Stefania Boscari Stefania Boscari true false 2016-03-17 BBU A growing number of organisations have transferred lean practices within their international manufacturing network. Our paper contributes to the understanding of multi-plant lean programmes by analysing how certain influential contextual variables (i.e., lean standards development, lean transfer team composition, source characteristics, recipient national environment and corporate lean programme deployment) can affect stickiness in the different phases of the transfer process of lean practices.A multiple-case study method was used to investigate six projects at a dyadic level (i.e., between a source and a recipient unit). We considered European-based organisations with an attested experience in lean and that have successfully transferred lean practices to both US and Chinese plants.Our findings show how stickiness changes during the initiation, implementation/ramp-up and integration phases of the transfer process of lean practices. Three main approaches for transferring lean practices are identified: local, global, global and shared. Propositions explained how these approaches as well as sociocultural traits of recipient environment (China and US) influence the stickiness in each phase. This is particularly important because literature on stickiness in multi-plant lean programmes is at an early stage and very fragmented. Unlike previous studies, our paper provides an interpretation of the dynamics of stickiness in the transfer of lean practices at a micro-level (i.e., for each single phase). Moreover, it levers on a configuration view to deeply understand the influence of the context on the transfer of lean practices by analysing the joint effect of contextual variables on stickiness. Journal Article International Journal of Operations & Production Management 37 4 468 488 0144-3577 Lean, Case study, Multi-plant improvement, Lean transfer 3 4 2017 2017-04-03 10.1108/ijopm-12-2014-0571 COLLEGE NANME Business COLLEGE CODE BBU Swansea University 2023-01-30T16:01:59.1937082 2016-03-17T18:29:37.9823281 Faculty of Humanities and Social Sciences School of Management - Business Management Pamela Danese 1 Pietro Romano 2 Stefania Boscari 0000-0002-3446-4407 3
title The transfer process of lean practices in multi-plant companies
spellingShingle The transfer process of lean practices in multi-plant companies
Stefania Boscari
title_short The transfer process of lean practices in multi-plant companies
title_full The transfer process of lean practices in multi-plant companies
title_fullStr The transfer process of lean practices in multi-plant companies
title_full_unstemmed The transfer process of lean practices in multi-plant companies
title_sort The transfer process of lean practices in multi-plant companies
author_id_str_mv 56da238a5815b51041aa37271a5f83b6
author_id_fullname_str_mv 56da238a5815b51041aa37271a5f83b6_***_Stefania Boscari
author Stefania Boscari
author2 Pamela Danese
Pietro Romano
Stefania Boscari
format Journal article
container_title International Journal of Operations & Production Management
container_volume 37
container_issue 4
container_start_page 468
publishDate 2017
institution Swansea University
issn 0144-3577
doi_str_mv 10.1108/ijopm-12-2014-0571
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
document_store_str 0
active_str 0
description A growing number of organisations have transferred lean practices within their international manufacturing network. Our paper contributes to the understanding of multi-plant lean programmes by analysing how certain influential contextual variables (i.e., lean standards development, lean transfer team composition, source characteristics, recipient national environment and corporate lean programme deployment) can affect stickiness in the different phases of the transfer process of lean practices.A multiple-case study method was used to investigate six projects at a dyadic level (i.e., between a source and a recipient unit). We considered European-based organisations with an attested experience in lean and that have successfully transferred lean practices to both US and Chinese plants.Our findings show how stickiness changes during the initiation, implementation/ramp-up and integration phases of the transfer process of lean practices. Three main approaches for transferring lean practices are identified: local, global, global and shared. Propositions explained how these approaches as well as sociocultural traits of recipient environment (China and US) influence the stickiness in each phase. This is particularly important because literature on stickiness in multi-plant lean programmes is at an early stage and very fragmented. Unlike previous studies, our paper provides an interpretation of the dynamics of stickiness in the transfer of lean practices at a micro-level (i.e., for each single phase). Moreover, it levers on a configuration view to deeply understand the influence of the context on the transfer of lean practices by analysing the joint effect of contextual variables on stickiness.
published_date 2017-04-03T03:32:14Z
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score 11.036684

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