Peter Burcher

Lean viewed as a philosophy

Purpose - The purpose of this paper is to act as a meticulous conceptual paper probing the contemporary view towards lean and illustrate that, despite its discernible benefits, the implementation record suffers as the prevailing opinion fails to encapsulate that an aspiring lean enterprise shall only succeed if it views lean as a philosophy rather than another strategy. Design/methodology/approach - The paper is based on a thorough literature search concerning the success and failure of lean implementations and acts as a precursor for one of the authors utilising a combination of methodologies; namely, interviewing, survey questionnaire and participant observation in attempting to prove his PhD hypothesis. Findings - Evidently, a cocktail of factors are needed for lean success; not only is it necessary to implement most of the technical tools but an organisations culture needs transforming too. Furthermore, the alterations need to be implemented throughout an organisations value chain. Lean has a major strategic significance, though its implementation procedure, HRM implications, general approach to the supplier base coupled with the overall universal conviction of viewing lean as a set of tactics rather than embracing it as a philosophy advocates that this contributes to the relatively low number of successful lean initiatives. Originality/value - The paper would prove invaluable to lean practitioners through its summation of the intricacies towards lean enterprise success and academic researchers by focusing their attention towards the necessary cultural implications.

Six sigma for small and medium-sized enterprises

Having arisen in large corporations, six sigma is surely one of the most comprehensive approaches for company development and performance improvement of products and processes. Nevertheless, it appears that the majority of small and medium-sized enterprises (SMEs) either do not know the six sigma approach, or find its organisation not suitable to meet their specific requirements. This study identifies the specific requirements based on a sample of SMEs in Germany and examines how six sigma has to be modified to be applicable and valuable in an SME environment. The overall results are reflected in ten imperative functional requirements for an adjusted approach.

Lessons for implementing AMT

With increasing global competition for manufacturers, interest has grown among researchers and practitioners in the role of advanced manufacturing technologies (AMT) in assisting firms to maintain their competitive edge. To contribute to the debate, this paper presents three case studies, one each from Australia, Britain and Canada, of companies investing in one type of AMT, computer numerical controlled (CNC) machines. The findings reported in this paper draw on the experiences of companies in developed economies but which are geographically dispersed and have different histories of industrialisation. Nevertheless when it comes to implementing AMT, there are far more similarities than differences in their experiences. The message is that for successful implementation of AMT, companies need to ensure that a broad, market driven perspective is taken to these investments, that attention is given to integration across systems and that people issues require as much attention as those directly relating to the actual technology.

Comparing American and British practices in AMT adoption

This paper compares AMT adoption practices in large American and British companies, investigating their motives, size and nature of their investments, planning processes, fit between AMT and strategy, functional areas involved, nature of financial techniques employed and the anticipated benefits, risks and difficulties. Data collected from 93 large American companies and 67 British companies is used for this comparison. The results show that American and British companies invest in AMT for similar reasons, however, there are differences identified in terms of the nature and size of investments and the AMT planning process. American companies are more sophisticated in their evaluation of AMT proposals and place greater importance on many of the expected benefits of AMT than do British companies. In American companies there is more involvement in AMT adoption from managers in different functional areas than is the case in British companies.

Competitiveness strategies and AMT investment decisions

Examines the relationship between competitiveness strategies and decisions to invest in advanced manufacturing technologies (AMT). Findings are presented from a survey of UK manufacturers, which is part of a global research programme on AMT investments. Experiences of four case companies are also used to illustrate factors driving these investments and their outcomes. Demonstrates how AMT investments arise from a business strategy seeking to improve competitiveness. Although these decisions are market‐driven and companies often use more than one financial appraisal technique when evaluating a proposal, they often cannot demonstrate the tangible benefits anticipated from their investments. This indicates that more time needs to be taken to carry out post‐implementation evaluation in order to be able to identify tangible benefits and learn from these experiences.

The Decision-Episode Framework and Computer-Aided Production Management (CAPM)

It is becoming clear that the application of information technology to managerial tasks has not yet produced the increases in productivity that were proclaimed in the late 1970s. The reasons for this are complex, yet three common problems have been identified. First, the systems created in the 1970s tended to automate and entrench existing American practices rather than to transform these practices. This applies especially to computer-aided production management (CAPM). In the key market of the United States, the 1970s were an era of relatively high availability of resources to management and there was only slight pressure to alter these practices in order to increase the tightness and speed of decision making. Consequently, suppliers and users enjoyed the presentational effects of the new types of formalization, but neglected the costs of processing transactions. So they paid scant attention to the flexible, cheaper alternatives being developed by the Japanese (Schonberger, 1982). Second, in the United States and Europe the supply side occupies a very strong position relative to the users. This position has been reinforced by the glamour of the new technology, especially by the presentation of CAPM as a total information system that provides centralized control of production. The influence of the supply side was implicitly strengthened by the perspective known as the diffusion of innovations (Rogers, 1983). This is one of the areas of heaviest research in the social sciences and has a pro-innovation bias (Clark, 1987). It is assumed that innovations should be adopted in the form made available by the supply side. Consequently, the needs of the user are minimized (Clark and Staunton, 1990). We argue that with innovations in information technology the user should reblend the original innovation and aim towards appropriation (Clark, 1987, pp. 155-157). Third, too much attention is given to the implementation stages (see figure 1) and too little attention has been given to processes by which the user selects and designs systems of CAPM to fit the specific situation. In particular the strategic implications are understated. Our approach seeks to make the supplier-user dynamic more transparent and to underline the significance of the early design choices. The purpose of the Decision-Episode Framework is to provide a framework that directs attention toward the key problems in the appropriation of innovations by user firms. We have examined a particular innovation that is a subset of information technology. The innovation, which is used by production controllers and related departments, consists of software and hardware which, it is claimed, provides the user with a continuing ability to program, monitor, and control the movement of inventory through all stages of production (Corke, 1985). Research on CAPM shows many examples of systems being partially used. Typically the modules are clustered within specific functional activities such as production, marketing, or accountancy. Within these areas there have been many intra-activity connections, but many fewer interactivity connections. Also, some modules considered to be highly significant are used infrequently or not at all (Burcher, 1991). In Britain there has been a tendency for CAPM modules to be introduced

A cross country comparison of careers in logistics management in Australia and Britain

Purpose – The aim of this research was to ascertain the current roles and responsibilities of logistics managers in two countries, how they compare their situation with other managers and to identify the types of knowledge and experience that would assist them to develop their careers.Design/methodology/approach – This paper compares the results of a postal survey of 303 Australian and 161 British logistics managers.Findings – The study indicates that logistics managers in both countries share many similar experiences, responsibilities and perceptions of their career situations. They take considerable pride and satisfaction from these careers but recognise the need for continuing professional development in their present and future roles.Research limitations/implications – The research is limited to the respondents to the surveys. Further research in other countries including less well‐developed economies would add to the generalisation of results.Practical implications – It is argued that for successful ...

The road to lean repetitive batch manufacturing

Places research undertaken into a periodic order cycle inventory management system for repetitive batch manufacturers into the context of lean production and world class manufacturing. Describes the attributes of the current marketplace, and how approaches used by successful users of the world‐class manufacturing and lean production techniques can be applied to a repetitive batch environment. Proposes a methodology to help traditional repetitive batch manufacturers in a route to continual improvement by: highlighting those areas where change would bring the greatest benefits; modelling the effect of proposed changes; quantifying the benefits that could be gained through implementing the proposed changes; and simplifying the effort required to perform the modelling process. Concentrates on increasing flexibility through managed inventory reduction by rationally decreasing batch sizes, taking account of sequence dependent set‐ups and the identification and elimination of bottlenecks.

The challenges for quality managers in Britain and Australia

Purpose – This paper aims to compare and contrast the career experiences and development needs of British and Australian quality managers.Design/methodology/approach – The results of a postal survey of the careers of British quality managers are compared with Australian quality managers based on two surveys.Findings – The study finds that quality managers in both countries brought wide functional experience to their roles. Their current jobs are major sources of intrinsic job satisfaction for both groups of managers but they utilise a very limited range of quality tools. Also British and Australian managers show little awareness in terms of their development needs for a broader background in quality.Practical implications – The findings suggest a worrying lack of innovatory zeal amongst quality managers who appear to be more concerned with the maintenance of standards rather than taking a more dynamic approach. Thus it is argued that while quality managers bring wide functional experience to their current...

“Quality lives on”: quality initiatives and practices in Australia and Britain

Purpose-The purpose of this research is to explore the incidence of innovative approaches to quality in both Australia and Britain, the reasons behind their implementation, the ways in which they were undertaken and the success factors and the pitfalls encountered along the way. Design/methodology/ approach-A structured postal questionnaire was sent to 1,000 quality managers in both Australia and Britain. A response was received from 129 Australian and 175 British companies, who reported on why they did or did not introduce a new quality initiative within the past five years. Findings-A comparative analysis shows trends, similarities and differences, and future directions of quality in both countries. The paper concludes by identifying important lessons for senior management needing to make changes in this important aspect of any business. A high proportion of organisations in both countries are actively undertaking new quality initiatives. The impetus to change and the barriers to successful implementation were common to both countries. The type of initiative differed between the two countries, with a preponderance of ISO 9000 in Australia amongst a much wider choice of approaches than in Britain. There is a low take-up of Six Sigma in both countries, particularly in Australia. Originality/value-The paper offers a recent insight into quality approaches undertaken in both countries and identifies important lessons for senior management.