The role of communication and management support in a lean manufacturing implementation

By J. Worley, Toni L. Doolen. 2006

474 citations recorded by the source corpus.

Subfields: Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cf3796058d0391b03abe1399fd95df5b3d7e3f79

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. Celeste Wilderom
2. Bin Zhou
3. J. Hicks
4. Dag Näslund
5. Thomas J. Kull
6. D. V. Dun
7. Matthew Hall

In Strategy and Management

1. Celeste Wilderom
2. Bin Zhou
3. J. Hicks
4. Dag Näslund
5. Alok Kumar Choudhary
6. D. V. Dun

Citations in the corpus

• Lean, six sigma and lean sigma: fads or real process improvement methods? (2008, methodology): “The analysis is primarily based on identifying activities that add value to the product or activities that can be classified as muda – the Japanese word for waste (Worley and Doolen, 2006).”
• Values and behaviors of effective lean managers: Mixed-methods exploratory research (2017, background): “As noted by several authors, they bear the challenging responsibility of effectuating top-down mandates through shop-floor practices (Beer, 2003; Holmemo & Ingvaldsen, 2015; Nonaka, 1994; Scherrer-Rathje, Boyle, & Deflorin, 2009; Worley & Doolen, 2006).”
• Lean principles, practices, and impacts: a study on small and medium-sized enterprises (SMEs) (2016, background): “Worley and Doolen (2006) argued that management support plays a vital role in driving lean implementation.”
• Resource fit in digital transformation (2011, background): “A decentralized structure with top management empowerment can increase creativity and enhance business performance (Worley and Doolen, 2006).”
• Value stream mapping to reduce the lead-time of a product development process (2015, background): “In addition to manufacturing (Panizzolo, 1998; Seth and Gupta, 2005; Herron and Braiden, 2006; Worley and Doolen, 2006; Demeter and Matyusz, 2011), many other sectors such as software development (Poppendieck and Poppendieck, 2007), project management (Ballard and Howell, 2003), healthcare (Bamford…”
• The moderation of lean manufacturing effectiveness by dimensions of national culture: Testing practice-culture congruence hypotheses (2014, background): “According to a case study by Yauch and Steudel (2002) on cellular manufacturing, a lack of respect and trust hinders work cell operation because employees adopt a “wait and see” attitude instead of welcoming all aspects of cellular manufacturing.”