Antony Pearce | University of Canterbury/Te Whare Wānanga o Waitaha (original) (raw)

Papers by Antony Pearce

Operations Research Perspectives, 2018

The purpose of this work was to identify critical success factors for lean implementation. It fol... more The purpose of this work was to identify critical success factors for lean implementation. It followed two first-time implementations of lean in small to medium-sized enterprises (SMEs). The case studies collectively spanned over four years. It was observed that the real problem with achieving lean success was not management commitment but their ignorance of what they should commit to, hence a knowledge problem. This paper provides new insights into the role of knowledge as a causal factor in the successful implementation of lean and especially in organisations with limited resources. For practitioners, management knowledge needs active consideration in the implementation phase. Management knowledge is particularly significant in SME implementations due to their resource constraints. Researchers still need to define the success factors more explicitly, including the specific management commitments.

The objective of this work is to assist practitioners with the vagaries of Lean implementation. T... more The objective of this work is to assist practitioners with the vagaries of Lean implementation. To do this we explore the intersection between strategic risk management and Lean implementation. The research embodies the monitoring and review of risk for Lean business transformation with the application of AS/NZS ISO 31000 and includes a representative case study from the manufacturing sector. Lean manufacturing or Lean management is becoming the standard for systematic productivity and quality improvement. We discuss the intersection of risk and Lean management and the lack in research literature at this juncture. We further illustrate the mutually supportive nature of risk management and Lean. By case study we show how various aspects, methods or tools of Lean may be characterised for benefits and detriments, likelihood and impact. In this way risk management methods can be used to support decisions in the design of the Lean implementation process. The work extends into the organisational factors including culture and maps strategic considerations into the process. The case study illustrates how to analyse these factors for a customised Lean implementation using a risk management framework and presents implications for practitioners.

Operations Research Perspectives, 2019

Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch ge... more Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may be saved and copied for your personal and scholarly purposes. You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public.

Journal of Indusrtial Engineering (Hindawi), Dec 18, 2013

Insightful implementation of lean is necessary for high-value manufacturing and is complementary ... more Insightful implementation of lean is necessary for high-value manufacturing and is complementary to strategic decision making regarding manufacture. However lean can be difficult to implement in specific organisations. One of the difficulties is deciding which of the many lean tools to apply and when to apply them. A complicating factor is change management. Lean implementation is a transformational process and needs to support organisational development alongside process improvement. We develop a method based on risk management to identify which lean tools are most appropriate for a specific organisational setting. This permits the situational and contingency variables to be accommodated in the lean transformation. The method is demonstrated by application to a small manufacturing organisation with a high-variety low-volume business model. Thus it is possible, given contextual knowledge of the organisation, to predict which lean methods are most important in the situation. This enables the prioritisation of organisational effort towards lean methods that are relevant to the organisation at that particular time in its development. 2. Existing Approaches to Lean Implementation Lean implementation involves selecting appropriate tools from the lean arsenal to achieve process excellence. However 2

Operations Research Forum, Mar 28, 2023

Despite the benefits of a lean business system, many organisations struggle to implement and sust... more Despite the benefits of a lean business system, many organisations struggle to implement and sustain lean initiatives. The purpose of this work was to explore in what way a leader's deeper knowledge or different understandings of lean affects the lean implementation and its outcomes. The research methodology incorporated a survey of 757 participants. How respondents understood lean was assessed and later correlated to their extent of lean knowledge and specific understanding. This was supported by exploratory factor analysis and structural equation modelling. What caused participants to pursue lean knowledge was also assessed. Low lean knowledge and experience correlated with a system, tools and processes perspective of lean that was perceived to provide a low competitive advantage. Those of high lean knowledge had a much more holistic view of lean that encompassed both socio and technical aspects and also perceived greater competitive advantages from lean. Results showed 88% of people were (are) not at all familiar with lean, 9% of low knowledge and 3% of high knowledge. This paper promotes the importance of management knowledge in establishing a lean business system and exposes that many are actually self-deceived regarding their knowledge of lean. It identifies the need to develop lean education and recommends further research in this area. It also provides a conceptual framework for the implementation of lean with an emphasis on leadership learning. This paper contributes statistical evidence and a new perspective on the cause of lean success and failure.

International journal of business and management, Mar 26, 2017

Problem-When lean is adopted in traditional organisations it requires a widespread organisational... more Problem-When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose-The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach-The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings-Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications-Practitioners should not focus on isolated improvements, but foster change from within for a sustained transformation to become a lean learning organisation. Originality-This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.

Operations Research Forum, Mar 28, 2023

International Journal of Business and Management, 2017

Problem – When lean is adopted in traditional organisations it requires a widespread organisation... more Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality - This paper provides new insights into lean implementation and its tr...

Journal of Industrial Engineering, 2013

Insightful implementation of lean is necessary for high-value manufacturing and is complementary ... more Insightful implementation of lean is necessary for high-value manufacturing and is complementary to strategic decision making regarding manufacture. However lean can be difficult to implement in specific organisations. One of the difficulties is deciding which of the many lean tools to apply and when to apply them. A complicating factor is change management. Lean implementation is a transformational process and needs to support organisational development alongside process improvement. We develop a method based on risk management to identify which lean tools are most appropriate for a specific organisational setting. This permits the situational and contingency variables to be accommodated in the lean transformation. The method is demonstrated by application to a small manufacturing organisation with a high-variety low-volume business model. Thus it is possible, given contextual knowledge of the organisation, to predict which lean methods are most important in the situation. This enables the prioritisation of organisational effort towards lean methods that are relevant to the organisation at that particular time in its development. 2. Existing Approaches to Lean Implementation Lean implementation involves selecting appropriate tools from the lean arsenal to achieve process excellence. However 2

The objective of this work is to assist practitioners with the vagaries of Lean implementation. T... more The objective of this work is to assist practitioners with the vagaries of Lean implementation. To do this we explore the intersection between strategic risk management and Lean implementation. The research embodies the monitoring and review of risk for Lean business transformation with the application of AS/NZS ISO 31000 and includes a representative case study from the manufacturing sector. Lean manufacturing or Lean management is becoming the standard for systematic productivity and quality improvement. We discuss the intersection of risk and Lean management and the lack in research literature at this juncture. We further illustrate the mutually supportive nature of risk management and Lean. By case study we show how various aspects, methods or tools of Lean may be characterised for benefits and detriments, likelihood and impact. In this way risk management methods can be used to support decisions in the design of the Lean implementation process. The work extends into the organis...

Operations Research Perspectives

For 25 years, the methodologies employed to study lean management have gone relatively unchalleng... more For 25 years, the methodologies employed to study lean management have gone relatively unchallenged. This paper reviews the development of the lean body of knowledge and reveals that the vast majority of research, being qualitative, relied heavily on researcher subjectivity. Quantitative analyses are needed to verify and strengthen existing literature and especially confirm the critical factors for lean success. Various theories requiring validation were identified and studies that incorporate Structural Equation Modelling were proposed. Such studies would advance industry practice, giving the tangible statistical evidence needed for educating practitioners. Practitioners are encouraged to consider the empirical basis of lean publications.

Operations Research Perspectives

Problem – When lean is adopted in traditional organisations it requires a widespread organisation... more Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality-This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.

Insightful implementation of lean is necessary for high-value manufacturing and is complementary ... more Insightful implementation of lean is necessary for high-value manufacturing and is complementary to strategic decision making regarding manufacture. However lean can be difficult to implement in specific organisations. One of the difficulties is deciding which of the many lean tools to apply and when to apply them. A complicating factor is change management. Lean implementation is a transformational process and needs to support organisational development alongside process improvement. We develop a method based on risk management to identify which lean tools are most appropriate for a specific organisational setting. This permits the situational and contingency variables to be accommodated in the lean transformation. The method is demonstrated by application to a small manufacturing organisation with a high-variety low-volume business model. Thus it is possible, given contextual knowledge of the organisation, to predict which lean methods are most important in the situation. This enables the prioritisation of organisational effort towards lean methods that are relevant to the organisation at that particular time in its development.

Operations Research Perspectives, 2018

The purpose of this work was to identify critical success factors for lean implementation. It fol... more The purpose of this work was to identify critical success factors for lean implementation. It followed two first-time implementations of lean in small to medium-sized enterprises (SMEs). The case studies collectively spanned over four years. It was observed that the real problem with achieving lean success was not management commitment but their ignorance of what they should commit to, hence a knowledge problem. This paper provides new insights into the role of knowledge as a causal factor in the successful implementation of lean and especially in organisations with limited resources. For practitioners, management knowledge needs active consideration in the implementation phase. Management knowledge is particularly significant in SME implementations due to their resource constraints. Researchers still need to define the success factors more explicitly, including the specific management commitments.

The objective of this work is to assist practitioners with the vagaries of Lean implementation. T... more The objective of this work is to assist practitioners with the vagaries of Lean implementation. To do this we explore the intersection between strategic risk management and Lean implementation. The research embodies the monitoring and review of risk for Lean business transformation with the application of AS/NZS ISO 31000 and includes a representative case study from the manufacturing sector. Lean manufacturing or Lean management is becoming the standard for systematic productivity and quality improvement. We discuss the intersection of risk and Lean management and the lack in research literature at this juncture. We further illustrate the mutually supportive nature of risk management and Lean. By case study we show how various aspects, methods or tools of Lean may be characterised for benefits and detriments, likelihood and impact. In this way risk management methods can be used to support decisions in the design of the Lean implementation process. The work extends into the organisational factors including culture and maps strategic considerations into the process. The case study illustrates how to analyse these factors for a customised Lean implementation using a risk management framework and presents implications for practitioners.

Operations Research Perspectives, 2019

Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch ge... more Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may be saved and copied for your personal and scholarly purposes. You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public.

Journal of Indusrtial Engineering (Hindawi), Dec 18, 2013

Insightful implementation of lean is necessary for high-value manufacturing and is complementary ... more Insightful implementation of lean is necessary for high-value manufacturing and is complementary to strategic decision making regarding manufacture. However lean can be difficult to implement in specific organisations. One of the difficulties is deciding which of the many lean tools to apply and when to apply them. A complicating factor is change management. Lean implementation is a transformational process and needs to support organisational development alongside process improvement. We develop a method based on risk management to identify which lean tools are most appropriate for a specific organisational setting. This permits the situational and contingency variables to be accommodated in the lean transformation. The method is demonstrated by application to a small manufacturing organisation with a high-variety low-volume business model. Thus it is possible, given contextual knowledge of the organisation, to predict which lean methods are most important in the situation. This enables the prioritisation of organisational effort towards lean methods that are relevant to the organisation at that particular time in its development. 2. Existing Approaches to Lean Implementation Lean implementation involves selecting appropriate tools from the lean arsenal to achieve process excellence. However 2

Operations Research Forum, Mar 28, 2023

Despite the benefits of a lean business system, many organisations struggle to implement and sust... more Despite the benefits of a lean business system, many organisations struggle to implement and sustain lean initiatives. The purpose of this work was to explore in what way a leader's deeper knowledge or different understandings of lean affects the lean implementation and its outcomes. The research methodology incorporated a survey of 757 participants. How respondents understood lean was assessed and later correlated to their extent of lean knowledge and specific understanding. This was supported by exploratory factor analysis and structural equation modelling. What caused participants to pursue lean knowledge was also assessed. Low lean knowledge and experience correlated with a system, tools and processes perspective of lean that was perceived to provide a low competitive advantage. Those of high lean knowledge had a much more holistic view of lean that encompassed both socio and technical aspects and also perceived greater competitive advantages from lean. Results showed 88% of people were (are) not at all familiar with lean, 9% of low knowledge and 3% of high knowledge. This paper promotes the importance of management knowledge in establishing a lean business system and exposes that many are actually self-deceived regarding their knowledge of lean. It identifies the need to develop lean education and recommends further research in this area. It also provides a conceptual framework for the implementation of lean with an emphasis on leadership learning. This paper contributes statistical evidence and a new perspective on the cause of lean success and failure.

International journal of business and management, Mar 26, 2017

Problem-When lean is adopted in traditional organisations it requires a widespread organisational... more Problem-When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose-The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach-The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings-Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications-Practitioners should not focus on isolated improvements, but foster change from within for a sustained transformation to become a lean learning organisation. Originality-This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.

Operations Research Forum, Mar 28, 2023

International Journal of Business and Management, 2017

Problem – When lean is adopted in traditional organisations it requires a widespread organisation... more Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality - This paper provides new insights into lean implementation and its tr...

Journal of Industrial Engineering, 2013

Insightful implementation of lean is necessary for high-value manufacturing and is complementary ... more Insightful implementation of lean is necessary for high-value manufacturing and is complementary to strategic decision making regarding manufacture. However lean can be difficult to implement in specific organisations. One of the difficulties is deciding which of the many lean tools to apply and when to apply them. A complicating factor is change management. Lean implementation is a transformational process and needs to support organisational development alongside process improvement. We develop a method based on risk management to identify which lean tools are most appropriate for a specific organisational setting. This permits the situational and contingency variables to be accommodated in the lean transformation. The method is demonstrated by application to a small manufacturing organisation with a high-variety low-volume business model. Thus it is possible, given contextual knowledge of the organisation, to predict which lean methods are most important in the situation. This enables the prioritisation of organisational effort towards lean methods that are relevant to the organisation at that particular time in its development. 2. Existing Approaches to Lean Implementation Lean implementation involves selecting appropriate tools from the lean arsenal to achieve process excellence. However 2

The objective of this work is to assist practitioners with the vagaries of Lean implementation. T... more The objective of this work is to assist practitioners with the vagaries of Lean implementation. To do this we explore the intersection between strategic risk management and Lean implementation. The research embodies the monitoring and review of risk for Lean business transformation with the application of AS/NZS ISO 31000 and includes a representative case study from the manufacturing sector. Lean manufacturing or Lean management is becoming the standard for systematic productivity and quality improvement. We discuss the intersection of risk and Lean management and the lack in research literature at this juncture. We further illustrate the mutually supportive nature of risk management and Lean. By case study we show how various aspects, methods or tools of Lean may be characterised for benefits and detriments, likelihood and impact. In this way risk management methods can be used to support decisions in the design of the Lean implementation process. The work extends into the organis...

Operations Research Perspectives

For 25 years, the methodologies employed to study lean management have gone relatively unchalleng... more For 25 years, the methodologies employed to study lean management have gone relatively unchallenged. This paper reviews the development of the lean body of knowledge and reveals that the vast majority of research, being qualitative, relied heavily on researcher subjectivity. Quantitative analyses are needed to verify and strengthen existing literature and especially confirm the critical factors for lean success. Various theories requiring validation were identified and studies that incorporate Structural Equation Modelling were proposed. Such studies would advance industry practice, giving the tangible statistical evidence needed for educating practitioners. Practitioners are encouraged to consider the empirical basis of lean publications.

Operations Research Perspectives

Problem – When lean is adopted in traditional organisations it requires a widespread organisation... more Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality-This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.

Insightful implementation of lean is necessary for high-value manufacturing and is complementary ... more Insightful implementation of lean is necessary for high-value manufacturing and is complementary to strategic decision making regarding manufacture. However lean can be difficult to implement in specific organisations. One of the difficulties is deciding which of the many lean tools to apply and when to apply them. A complicating factor is change management. Lean implementation is a transformational process and needs to support organisational development alongside process improvement. We develop a method based on risk management to identify which lean tools are most appropriate for a specific organisational setting. This permits the situational and contingency variables to be accommodated in the lean transformation. The method is demonstrated by application to a small manufacturing organisation with a high-variety low-volume business model. Thus it is possible, given contextual knowledge of the organisation, to predict which lean methods are most important in the situation. This enables the prioritisation of organisational effort towards lean methods that are relevant to the organisation at that particular time in its development.