Lean operations and SCM practices in manufacturing firms: multi-firm case studies in HRM and visual-based metrics

Alan D. Smith and David P. Synowka

International Journal of Procurement Management, 2014, vol. 7, issue 2, 183-200

Abstract: The present study is a case study of lean and SCM practices of two major Ohio-based manufacturing companies with a significant global presence. The management of both firms tries to strategically leverage its product line to integrate HRM and visual information technologies, coupled with the power of the internet, to significantly impact and improve its lean operations. This enhanced focus on human capital is designed to simultaneously enhance the companies' ability to meet its customers' needs and raise customer satisfactions. It was found that whatever the operational case was cited in the present study, management was successful in its attempts integrate technology into its process to reduce cost and improve customer service as the companies continue to engage in lean manufacturing processes. Management at both companies has found that as time and competitive advantages change, technological advances change drastically as well. They have found that they can develop a strong competitive advantage by incorporating technology into their supply chain.

Keywords: case study; human resource management; HRM; lean manufacturing; operations strategy; supply chain management; SCM; stakeholder theory; visual-based technologies; human capital; technology integration. (search for similar items in EconPapers)
Date: 2014
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