Table 4

The most critical lean practices and resilience capabilities for each organization and each disruptive scenario

Disruptive scenario 1 (low consequence low probability)Disruptive scenario 2 (low consequence high probability)Disruptive scenario 3 (high consequence low probability)Disruptive scenario 4 (high consequence high probability)
Pharmaceutical ProducerLeanA3A3A3A3
JITVMIVMIVMI
KaizenJITJITJIT
Poka-YokePoka-YokePoka-YokePoka-Yoke
 ResilienceAnticipation
Recovery
 Anticipation
Recovery
 
Pharmaceutical DistributorLeanJIT
Kaizen
VSM
A3
5S
JIT
Kaizen
5S
JIT
Six-Sigma
VSM
A3
5S
JIT
Six-Sigma
 ResilienceAnticipation
Organization
AnticipationAnticipationAnticipation
Adaptability
Healthcare Provider ALeanKaizen
Six-Sigma
Poka-Yoke
VMI
Kaizen
Six-Sigma
Poka-Yoke
VMI
RFID
Autonomation
Six-Sigma
Poka-Yoke
VMI
RFID
Autonomation
Six-Sigma
Poka-Yoke
ResilienceAnticipation
Recovery
Financial Strength
Anticipation
Recovery
Anticipation
Recovery
Anticipation
Recovery
Healthcare Provider BLeanKanban
JIT
Six-Sigma
Poka-Yoke
Kanban
JIT
Six-Sigma
JIT
Six-Sigma
Poka-Yoke
Kanban
JIT
Six-Sigma
ResilienceAnticipationAnticipationAnticipationAnticipation

Source(s): Authors’ own creation

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