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- Birkie, Seyoum Eshetu, 1982-
(author)
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Be lean to be resilient : Setting capabilities for turbulent times
- 2015
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Doctoral thesis (other academic/artistic)abstract
- Businesses globally are challenged to innovate their operations strategies and practices towards tighter delivery times, better quality and cheaper prices to remain profitable in addition to managing unpredictable circumstances well in today’s turbulent business environment. They often have to deal with the apparent paradox of advancing efficiency-fostering approaches such as lean production, and enhancing operational resilience against unanticipated disruptions. The purpose of this study is to investigate whether and how practices in seemingly contradicting paradigms in operations management can be utilised to attain a better competitive position in the face of uncertainties.This thesis is comprised of ‘modules’ of studies designed to systematically address the three research questions. This was necessary due to the different maturity level of the concepts brought together. Predominantly qualitative mixed-method approach was used for the overall research with some quantitative analysis included. The critical incident technique, case study and Bayesian inference were used in the different studies (papers).Operational resilience is characterised in terms of five core functions: sense, build, reconfigure, re-enhance, and sustain (RQ1). Resilience is also operationalised using routine practices that are bundled into internal/external, proactive/reactive dimensions of capabilities that positively influence performance upon recovery from disruption. An analysis showing that lean practice bundles lead to better operational performance under high uncertainty context is also done in this thesis (RQ2). Finally, operational resilience (based on routine practices that form the core functions) was found to have stronger synergies than trade-off with lean (based on practice bundles) in times of turbulence (RQ3).This thesis extends the resource-based view to high uncertainty contexts through empirical evidence and shows that resilience (dynamic) capabilities can be built from practices that firms normally employ; the capabilities are sources of better performance and competitive advantages in turbulent business environments. The thesis contributes to the discussion on the paradox of lean and operational resilience based approaches in the same context; lean practices bundles lend themselves to synergy with resilience capabilities, and leverage competitive gains in turbulent times.Practically, findings of this thesis suggest that companies need not abandon their lean implementation to become more resilient. In fact, it shows that lean implementation should be extended to address value chain processes beyond the shop floor for integrative removal of wastes, while being able to flexibly mitigate disruptions.
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| 2. |
- Birkie, Seyoum Eshetu, 1982-, et al.
(author)
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Disentangling core functions of operational resilience : A critical review of extant literature
- 2014
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In: International Journal of Supply Chain and Operations Resilience. - 2052-8698. ; 1:1, s. 76-103
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Journal article (peer-reviewed)abstract
- This study identifies and systematically reviews the literature on resilience in management research in order to characterise operational resilience. We argue that operational resilience provides an integrative view on different resilience perspectives in business (supply chain, business continuity, infrastructure, organisational, strategic). Using the resource-based view and particularly dynamic capabilities perspective as theoretical lenses, operational resilience is discussed in relation to the core business processes of an enterprise. Five core functions (sense, build, reconfigure, re-enhance, sustain) are identified from literature and discussed taking into account desired and undesired consequences of uncertainties. Moreover, operational resilience is operationalised using routines pertaining to the identified core functions. The proposed operational resilience core functions are further scrutinised using two case examples. Future research is suggested to validate the identified core functions and to use them for empirical analysis, including investigation of relationships with operations management paradigms such as lean thinking.
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| 3. |
- Birkie, Seyoum Eshetu, 1982-, et al.
(author)
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Do not expect others do what you should! Supply chain complexity and mitigation of the ripple effect of disruptions
- 2020
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In: The International Journal of Logistics Management. - : Emerald Group Publishing Limited. - 0957-4093. ; 31:1, s. 123-144
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Journal article (peer-reviewed)abstract
- PurposeRecent studies have argued that companies may actively implement practices to mitigate disruptions in their supply chain and reduce the extent of damage on performance. Other studies have shown that disruptions may propagate in supply chains, leading to consequences that are more negative and raising doubts on the effectiveness of mitigation strategies implemented downstream. This study investigates the influence of supply chain complexity on the two phenomena and their interplay, taking a focal company's perspective.Design/methodology/approachA systematic procedure for data collection, encoding and aggregation based on incident data mainly from secondary sources was used. Multiple regression models were run to analyse direct and moderation effects involving resilience, distance of impact location from trigger point, and supply chain complexity on weighted performance change.FindingsSupply chain complexity is found to have positive moderation on the ripple effect of disruption. Resilience capability remains to have dominating direct positive effect in mitigating disruptions when supply chain complexity is taken into account.Research limitations/implicationsThis study extends the research discourse on supply chain resilience and disruption management with focus on the supply side. It demonstrates that, along with the severity of the disruption scenario, the ripple effect must also be considered when analyzing the benefits of resilience practices implemented by the focal company.Practical implicationsComplexity in the supply chain can only help to smooth-out the rippling effects of a disruption, which go largely beyond supply-demand unbalances and lead time fluctuations. To mitigate it better, the focal company has to act proactively with adequate resilience practices, which also connects to the importance of better visibility across multiple supply chain tiers.Originality/valueTo the best of the authors' knowledge, this is the first study that empirically tests the benefits of resilience practices and the ripple effect of disruptions under the moderation role of supply chain complexity.
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| 4. |
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| 5. |
- Birkie, Seyoum Eshetu, 1982-, et al.
(author)
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Sustaining performance under operational turbulence: the role of lean in engineer-to-order operations
- 2017
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In: International Journal of Lean Six Sigma. - : Emerald Group Publishing Limited. - 2040-4166 .- 2040-4174. ; 8:4, s. 457-481
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Journal article (peer-reviewed)abstract
- Purpose: Many studies have found out that lean practices provide better performance in a stable business environment. However, there is limited information on how lean practices influence performance gains (defined in this paper as improvement and sustenance of performance) in uncertain (complex and dynamic) environment. This study investigates how the implementation of lean helps to sustain performance in such context.Design/methodology/approach: The study draws on an in-depth investigation of two capital goods manufacturing engineer-to-order (ETO) cases in which performance sustenance is discussed in relation to the extent, locus, and extensiveness of implemented lean practice bundles.Findings: Findings indicate that a higher extent of lean practices implementation, covering both shop floor and transactional processes increases the possibility of performance sustenance in ETO. Furthermore, coherent approach in the pre-, during-, and post-implementation phases of the lean change process are required to foster performance sustenance. Lean practices in ETO are modified to suit context change from repetitive manufacturing.Research limitations/implications: This study proposes performance sustenance as a performance measure in highly uncertain context, such as ETO, as a single reference cannot effectively measure performance improvements over diverse orders. From this perspective, appropriate lean implementation contributes to build capabilities for flexibly and proactively managing uncertain circumstances.Practical Implication: Even companies operating in highly uncertain (complex and dynamic) contexts may benefit of significant performance gains thanks to lean implementation. It can be achieved by a balanced implementation of practices at shop floor and transactional processes, and their mindful customisations.Originality/value: The study compares lean implementation in ETO with that of high-volume-low-variety systems established in literature. It qualitatively discusses how lean implementation as an overarching effort both in shop floor and transactional processes leads to a better sustenance of achieved performance improvements in shop floor under high uncertainty.
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| 6. |
- Birkie, Seyoum Eshetu, et al.
(author)
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Understanding dynamism and complexity factors in engineer-to-order and their influence on lean implementation strategy
- 2016
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In: Production planning & control (Print). - : Informa UK Limited. - 0953-7287 .- 1366-5871. ; 27:5, s. 345-359
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Journal article (peer-reviewed)abstract
- Complexity and dynamism are considered intrinsic features of engineer-to-order (ETO) business environment; it is, therefore, important to understand and manage them better. Based on empirical investigation into two case companies, this paper expands the existing literature on how and why complexity and dynamism context factors constitute not only external business environment issues but also subfactors within the boundary of the firm. It argues that most of the subfactors for complexity and dynamism identified for repetitive manufacturing are relevant for the high uncertainty capital goods manufacturing ETO with some exceptions such as short product life cycle and technological turbulence. A framework of configuration (on implementation of lean practices), and moderation (on the lean-operations performance relation) forms of influence from dynamism and complexity is proposed. Further arguments to be verified in future large-scale research include: (1) dynamism bears challenges, and complexity provides opportunities to foster implementation of relevant lean practices in ETO, (2) both complexity and dynamism positively mediate better operations performance and enriched value from implemented lean practices.
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| 8. |
- Chizarfard, Armaghan, et al.
(author)
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Managing Structural Tensions in the Transition to the Circular Economy: the Case of Electric Vehicle Batteries
- 2022
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In: Circular Economy and Sustainability. - : Springer Nature. - 2730-597X .- 2730-5988.
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Journal article (peer-reviewed)abstract
- The circular economy (CE) has recently gained attention as a key transformative strategy. However, as with previous transformation processes, the transition towards the CE is not a smooth process since there are underlying structural tensions in incumbent systems that need to be overcome. One industry that is currently undergoing transformative pressure is the automobile industry where the transition to electric vehicles that use lithium-ion bat- teries is creating structural tensions. In this paper, we adopt a multi-actor perspective and analyze the strategies that different actors pursue to manage the structural tensions that are induced by the transition towards lithium-ion batteries with the goal of creating and sus- taining a closed-loop supply chain (CLSC) model. Through a case study of the key actors (mining firms, material manufacturers, vehicle manufacturers, and recyclers), we reveal the particularities of managing structural tensions which are influenced by temporal, spatial, and contextual factors. We demonstrate our claim by first expanding the application bound- ary of the concept of structural tensions to show the interconnection between strategic choices made by actors at operational and technological levels; and second, unfolding the dynamics of managing structural tensions in the CE transitions from a multi-actor perspec- tive. The results of this study may support industrial actors to achieve a better understand- ing of the consequences of their short- and long-term CE transition strategies, and resolve conflicts in visions and priorities during the transition process.
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| 9. |
- Chizarfard, Armaghan, et al.
(author)
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Strategic Closed-Loop Supply Chain Configuration in the Transition Towards the Circular Economy of E-vehicles: An Evolutionary Analytical Framework
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Other publication (other academic/artistic)abstract
- This study advocates the importance of taking an evolutionary perspective in the strategic development of Closed-Loop Supply Chains (CLSC) in the transition to a circular economy. Building on the supply chain management and industrial dynamics knowledge domains, an evolutionary analytical framework was developed and applied in the empirical context of the ongoing industrial transition to e-mobility. This study is designed as an in-depth exploratory case study to capture the multi-layer dynamic complexities and their interplay in CSLC development. The empirical investigation was based on two-year interactions between the authors and various departments in a leading European EV manufacturer. The proposed evolutionary analytical framework was used for investigating the dynamics of four CLSC configurations through ten possible pathways. The findings demonstrate that the evolution of each CLSC configuration comes with multiple challenges and requirements and point out the necessity for the co-development of technologies, product design and production, and infrastructure through long-term relationships among key supply chain actors. However, this evolutionary journey is associated with multiple dilemmas caused by uncertainties in the market and technology developments. All these factors were properly captured and critically analyzed, along with their interactions, thanks to the constructs included in the proposed evolutionary analytical framework. The analysis was conducted from the perspective of the OEM only. Thus, the framework does not directly tackle the dynamics and effects of other supply chain actors´ actions. The results are context specific (e.g., types of CLSC configurations and pathways). The developed framework can support SC managers in identifying, framing, and comparing alternative strategies for CLSC configuration in the transition process. The study brings together the dynamics of the external environment (technology and market development) and concepts of complementarities, path-dependencies, and lock-ins that together unfold the dynamics and evolutionary pathways that firms may take in their transition to CLSC.
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| 10. |
- Chizarfard, Armaghan, et al.
(author)
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The transformation to a circular economy : framing an evolutionary view
- 2021
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In: Journal of evolutionary economics. - : Springer Nature. - 0936-9937 .- 1432-1386. ; 31:2, s. 475-504
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Journal article (peer-reviewed)abstract
- The notion of the circular economy (CE) has recently been put forth as a strategy to mitigate climate change. It has gained attention in policy circles and in the engineering and natural science literature. In contrast to the linear model of production, use and disposal, the point of departure for the CE is the creation and sustention of a regenerative system with the goal of minimising resource inputs and emissions. However, although the emerging literature has discussed the ongoing transition process towards the CE, mainly from an ecological perspective, the underlying mechanisms of industrial change including structural tensions have not been discussed. Responding to this gap in the literature, the aim of this paper is to discuss CE as an evolutionary process and to propose a conceptual framework that builds on a development block approach.
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