The unique and complementary effects of manufacturing technologies and lean practices on manufacturing operational performance

Teerasak Khanchanapong, Daniel Indarto Prajogo, Amrik Singh Sohal, Brian Cooper, Andy C L Yeung, Tai Chiu Edwin Cheng

Research output: Contribution to journalArticleResearchpeer-review

90 Citations (Scopus)

Abstract

This study investigates the unique and complementary effects of manufacturing technologies and lean practices on operational performance of manufacturing firms. Despite the importance of understanding how various resources are interrelated within firms, there have been few studies focusing on this area. Using data collected from 186 manufacturing plants in Thailand, we found that both manufacturing technologies and lean practices have unique effects on a range of operational performance dimensions, including quality, lead-time, flexibility, and cost. More importantly, however, we also found that both organizational resources have complementary (or synergistic) effects on those operational performance dimensions. Based on the research findings, we offer theoretical and practical insights which support the importance of building strong manufacturing technologies and lean practices that maximize operational performance
Original languageEnglish
Pages (from-to)191 - 203
Number of pages13
JournalInternational Journal of Production Economics
Volume153
DOIs
Publication statusPublished - 2014

Cite this

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abstract = "This study investigates the unique and complementary effects of manufacturing technologies and lean practices on operational performance of manufacturing firms. Despite the importance of understanding how various resources are interrelated within firms, there have been few studies focusing on this area. Using data collected from 186 manufacturing plants in Thailand, we found that both manufacturing technologies and lean practices have unique effects on a range of operational performance dimensions, including quality, lead-time, flexibility, and cost. More importantly, however, we also found that both organizational resources have complementary (or synergistic) effects on those operational performance dimensions. Based on the research findings, we offer theoretical and practical insights which support the importance of building strong manufacturing technologies and lean practices that maximize operational performance",
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The unique and complementary effects of manufacturing technologies and lean practices on manufacturing operational performance. / Khanchanapong, Teerasak; Prajogo, Daniel Indarto; Sohal, Amrik Singh; Cooper, Brian; Yeung, Andy C L; Cheng, Tai Chiu Edwin.

In: International Journal of Production Economics, Vol. 153, 2014, p. 191 - 203.

Research output: Contribution to journalArticleResearchpeer-review

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AU - Khanchanapong, Teerasak

AU - Prajogo, Daniel Indarto

AU - Sohal, Amrik Singh

AU - Cooper, Brian

AU - Yeung, Andy C L

AU - Cheng, Tai Chiu Edwin

PY - 2014

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AB - This study investigates the unique and complementary effects of manufacturing technologies and lean practices on operational performance of manufacturing firms. Despite the importance of understanding how various resources are interrelated within firms, there have been few studies focusing on this area. Using data collected from 186 manufacturing plants in Thailand, we found that both manufacturing technologies and lean practices have unique effects on a range of operational performance dimensions, including quality, lead-time, flexibility, and cost. More importantly, however, we also found that both organizational resources have complementary (or synergistic) effects on those operational performance dimensions. Based on the research findings, we offer theoretical and practical insights which support the importance of building strong manufacturing technologies and lean practices that maximize operational performance

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