Two distinct theories of production:Lean and Toyota management system

Part 1: Production ProcessInternational audienceThe paper analyses differences between “lean” and its sister concept “Toyota management system (TMS)” by drawing out deep-rooted theories of production within these two streams of literature. The paper argues that such deep-rooted beliefs should be the first target for organizational transformation as these beliefs provide an important contextual layer for any attempts to transfer organizational practices from one organization to another. Examples of implications in relation to translation are sketched out

Achieving Responsiveness in Small and Medium-Sized Enterprises through Assemble To Order Strategy

Part 1: Knowledge-Based Performance ImprovementInternational audienceWith an aggressive economic competition on a global scale, more educated and demanding customers, and a rapid pace of change in process technology, responsiveness in manufacturing is becoming a key competitive advantage. The present paper examines how responsiveness can be achieved in SMEs operating according to an Assemble to Order strategy. The framework – proposed starting from literature analysis and tested through a first case study – will be used in future works to drive a systematic analysis of responsiveness in SMEs