اجرای برنامه های ناب شرکت: اثر شیوه های کنترل مدیریت
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|49476||2015||13 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Journal of Operations Management, Volume 36, May 2015, Pages 90–102
We examine how management control practices relate to the implementation of a corporate lean program at the factory level. Our empirical analysis uses data from a large manufacturing firm that is implementing a corporate lean program in its global plant network. We find that using dedicated teams to lead the lean program, developing and frequently reviewing lean-focused performance reports, and using nonfinancial rewards linked to lean implementation are favorably associated with more extensive implementation of lean practices in the factories. We do not find evidence that the use of management-initiated internal audits and financial rewards tied to lean implementation are strongly associated with more extensive lean implementation. We also present evidence of a positive relation between lean implementation and improvements in operational performance in the factories. Overall, these findings suggest that when implementing a corporate lean program, the firm must pay careful attention to the type of management control practices it uses for controlling the input, process, and output aspects of the lean program.