Using lean principles to drive operational improvements in intermodal container facilities

Abstract

Purpose – The purpose of this paper is to explore the use of lean principles to drive operational improvements in intermodal container facilities. Intermodal terminals have an important role in today’s globally complex supply networks. In the case of bottleneck-derived terminalization, operational issues such as achieving effective material flow remains a significant and common challenge. To assist with such challenges, the paper develops a conceptual framework built on the principles of lean. Design/methodology/approach – In this paper, a theory-building approach is adopted and a lean terminalization framework developed by combining aspects of lean- and intermodal transport theory with practical insights. The framework was developed in conjunction with two intermodal container facilities within the Scandinavian region. Findings – The conceptual framework demonstrates how lean approaches can be used to identify improvement areas, as well as to develop solutions for improved material flow in the context of intermodal transport operations. The framework can be used to guide the lean implementation process in small to medium intermodal container facilities. Research limitations/implications – The development of the framework represents the first stage of a two-stage project. The second stage will involve implementing and empirically testing the framework in the practical settings of the two-case facilities. Practical implications – Lean is a philosophical approach that consists of a set of principles that drive organizations to continually add value to their operations. The application of lean practices enhances necessary process steps and eliminates those that fail to add value, thereby improving material flow and performance. Social implications – Improving the operational efficiency and effectiveness of container terminals out not only assists the profitability of the facilities but also has flow-on benefits for stakeholders, external customers, consumers and the environment. Originality/value – Lean has been successfully applied in manufacturing because the 1990s, and though it has also found relevance in a number of other industries, applications of lean within the intermodal transport sector is limited.