Lean Implementing Facilitating Integrated Value Chain

High global competition forces manufacturers to continuously aim for optimizing their processes. Identifying and eliminating waste and streamlining the value chain, are the main objective of lean. Therefore, many companies use this tool to provide an optimized value chain. However, it is often seen that the interfaces in between the process steps are forgotten. Based on empirical data from five different organizations from different industries, the following question will be addressed: In what way does lean contribute to achieve value chain integration?

[1]  Nicola Bateman,et al.  Visual management and shop floor teams – development, implementation and use , 2016 .

[2]  Chuda Basnet,et al.  Nurturing Internal Supply Chain Integration , 2014 .

[3]  Richard F. Hartl,et al.  Supply chain dynamics, control and disruption management , 2016 .

[4]  I. Chen,et al.  Towards a theory of supply chain management: the constructs and measurements , 2004 .

[5]  Dan L. Shunk,et al.  Value Chains Versus Supply Chains , 2006 .

[6]  Jonas A. Ingvaldsen,et al.  Barriers to Continuous Improvement: Perceptions of Top Managers, Middle Managers and Workers , 2016 .

[7]  M. Porter.  Competitive Advantage: Creating and Sustaining Superior Performance , 1985 .

[8]  P. Lawrence,et al.  Organization and Environment: Managing Differentiation and Integration , 1967 .

[9]  Ludvig Lindlöf,et al.  Pros and cons of lean visual planning: experiences from four product development organisations , 2011 .

[10]  Jeffrey K. Liker,et al.  The Toyota way fieldbook : a practical guide for implementing Toyota's 4Ps , 2004 .

[11]  Kevin Crowston,et al.  The interdisciplinary study of coordination , 1994, CSUR.

[12]  Douglas J. Ayers,et al.  Integration And New Product Development Success: The Role Of Formal And Informal Controls , 2011 .

[13]  Jeffrey K. Liker,et al.  The Toyota way : 14 management principles from the world's greatest manufacturer , 2004 .

[14]  David Walters,et al.  The demand chain as an integral component of the value chain , 2004 .

[15]  James P. Womack,et al.  Lean Thinking: Banish Waste and Create Wealth in Your Corporation , 1996 .

[16]  James Brian Quinn,et al.  The Strategy Process: European Edition , 1995 .

[17]  J. Liker,et al.  The Toyota Way in Services: The Case of Lean Product Development , 2006 .

[18]  P. Daugherty,et al.  SUPPLY CHAIN COLLABORATION AND LOGISTICAL SERVICE PERFORMANCE , 2001 .

[19]  Umit Bititci,et al.  Impact of visual performance management systems on the performance management practices of organisations , 2016 .

[20]  Torbjørn H. Netland,et al.  Implementing Corporate Lean Programs: The Effect of Management Control Practices , 2015 .

[21]  R. Yin.  Case Study Research: Design and Methods , 1984 .

[22]  Mark Pagell,et al.  Understanding the factors that enable and inhibit the integration of operations, purchasing and logistics , 2004 .

[23]  T. Stank,et al.  21st Century Logistics: Making Supply chain Integration a Reality , 1999 .

[24]  Rachna Shah,et al.  Defining and developing measures of lean production , 2007 .