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Hernandez-Matias, Juan Carlos, Jared R. Ocampo, Antonio Hidalgo, and Antonio Vizan. "Lean manufacturing and operational performance." Journal of Manufacturing Technology Management 31, no. 2 (2019): 217–35. http://dx.doi.org/10.1108/jmtm-04-2019-0140.
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Purpose Lean manufacturing (LM) constitutes a consolidated alternative that has been successfully used to increase company effectiveness and performance. However, different studies have shown that many companies that attempt to integrate LM into their manufacturing operations fail in their efforts. Recent studies have shown that soft practices are a key factor for a successful LM implementation. The purpose of this paper is to analyze an in-depth review of the different human-related lean practices (HRLP) referenced in the recent literature and to identify which of them are more relevant to a successful LM implementation. Design/methodology/approach The findings presented in this paper are based on the results of a study about the situation of LM in Spain carried out with lean production managers and frontline supervisors of 202 Spanish companies with a high percent (74 percent) of international firms with factories in different countries. The implemented methodology uses factor analysis and structural equation modeling. Findings The results shows statistical evidence of the relationship between management’s HRLP (fostering a lean culture, providing support to lean), employees’ HRLP (employee involvement and employee empowerment) and operational performance (OP) (waste reduction and flexibility). Practical implications The results have academic and practical relevance for clarifying lean phenomena, helping managers to define a sequence in which a company should implement HRLP to successfully implement LM and increase its OP. Originality/value This study fills a research gap by exploring the existing causal relationships between a greater number of variables, both dependent and independent in relation to human factors in LM implementations.
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Birkie, Seyoum Eshetu, Paolo Trucco, and Matti Kaulio. "Sustaining performance under operational turbulence." International Journal of Lean Six Sigma 8, no. 4 (2017): 457–81. http://dx.doi.org/10.1108/ijlss-12-2016-0077.
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Purpose Many studies have found 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 an uncertain (complex and dynamic) environment. This study aims to investigate 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, a coherent approach in the pre-, during- and post-implementation phases of the Lean change process is 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 a 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 towards building capabilities for flexibly and proactively managing uncertain circumstances. Practical implication Even companies operating in highly uncertain (complex and dynamic) contexts may benefit from significant performance gains, thanks to the Lean implementation. This 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 the literature. It qualitatively discusses how Lean implementation as an overarching effort both in shop floor and transactional processes leads to better sustenance of achieved performance improvements in shop floor under high uncertainty.
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Maldonado-Guzmán, Gonzalo. "Do Lean production and lean supply chain practices really improve operational performance?" Tec Empresarial 19, no. 2 (2025): 39–52. https://doi.org/10.18845/te.v19i2.7904.
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Lean production practices and the implementation of lean thinking in the supply chain are not only aimed at reducing businesses' waste, but also at improving operational performance. This study aims to explore the integration of lean production into operational performance through lean supply chain. To this end, a survey was conducted on a sample of 460 manufacturing firms. The results show that lean production has a positive impact on operational performance, as does lean supply chain. Similarly, lean supply chain has a positive impact on operational performance, and also acts as a catalyst of the relationship between lean production and operational performance. In this context, the findings allow us to conclude that lean production improves the operational performance of manufacturing firms; however, when lean supply chain acts as a mediating variable, it significantly improves the company's operational performance.
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Chavez, Roberto, Cristina Gimenez, Brian Fynes, Frank Wiengarten, and Wantao Yu. "Internal lean practices and operational performance." International Journal of Operations & Production Management 33, no. 5 (2013): 562–88. http://dx.doi.org/10.1108/01443571311322724.
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Amare, Tsegaye, Balkeshwar Singh, Guteta Kabeta, Moera Gutu Jiru, and Hirpa G. Lemu. "Structural Equation Modeling of Relationships Among Lean Operational, Financial Performance, and Customer Satisfaction." Indian Journal Of Science And Technology 17, no. 15 (2024): 1606–20. http://dx.doi.org/10.17485/ijst/v17i15.3016.
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Objectives: The challenges of implementing a lean business system can be solved by Structural Equation Modeling. In this research, the link between lean operational, financial performance, and customer satisfaction has been investigated in the Akaki Basic Metal Industry in Ethiopia. Methods: A lean operational performance that met the needs of the industry was identified by conducting a structural survey questionnaire to collect feedback data from experts. The model was developed including 28 variables from the experts in the industry. The collected responses were tested for reliability and validity using Cronbach's alpha, composite reliability, convergent, and discriminant validity. Findings: From the use of Analysis of Moments and Structures (AMOS-SEM), the results confirmed that C.R. > 1.96, p < 0.001, and p < 0.05 on quality and delivery. This shows a significant positive direct effect on customer satisfaction by 25.8% on quality, 24.9% on delivery, and 10.3% on cost. Novelty: Even though LM has become a fundamental aspect of industrial manufacturing processes, lack of understanding (knowledge) and practicing how to implement the positive impact on lean operational, financial performance, and customer satisfaction are still not sufficiently exploited particularly in developing countries. This research adds values to the practical use of the concept by examining the relationship among lean operational, financial performance, and customer satisfaction within basic metal manufacturing industry in Ethiopia. In addition to this, the findings have demonstrated improved organizational performance through structural equation modeling. It also helps leaders to focus more on training employees on quality issues and developing an awareness of quality achievement as a core value in the industry. Keywords: Confirmatory factor analysis, Exploratory factor analysis, Lean operational performance, Structural equation modeling, Customer satisfaction
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Uhrin, Ákos, Sebastian Bruque-Cámara, and José Moyano-Fuentes. "Lean production, workforce development and operational performance." Management Decision 55, no. 1 (2017): 103–18. http://dx.doi.org/10.1108/md-05-2016-0281.
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Purpose The purpose of this paper is to deepen the knowledge about the role of human resources in a lean environment and its impact on operational performance. Design/methodology/approach For this reason, present work investigates the influence of workforce development on the relationship between lean production and operational performance. To test the hypotheses of the paper, a questionnaire was developed and tested on a sample of first tier suppliers in the Spanish automotive industry. Findings Results highlight the indispensable role of workforce development in the implementation phase of lean production and draw upon the insight that advancements in implementation of lean production correspond to an increase in knowledgeable employees which in turn facilitates the attainment of improved operational performance outcomes. Originality/value The research reaffirm that lean is an integrated socio-technical system oriented to efficiency.
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Ofoegbu, Wilson Chukwuemeka, and Valentine Omorse Efeh. "Lean Production and Operational Performance of Manufacturing Firms in Rivers State." GPH-International Journal of Social Science and Humanities Research 05, no. 12 (2023): 30–43. https://doi.org/10.5281/zenodo.7514893.
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This study examined the relationship between lean production and the operational performance of manufacturing firms in Rivers State. The population involved all the sixty-two (62)manufacturing firms in Rivers State with a sample size of four (4) selected manufacturing firms using the Krejcie and Morgan sample size determination and simple proportion to arrive at the respondents for each Manufacturing firm. Data were collected using a structured questionnaire and interview protocol. Structural Equation Modelling (SEM) with the aid of the Analysis of Moment Structure (AMOS) was chosen to test the hypothetical model while the qualitative data was organised, coded, and analysed using the NVivo 11. The result showed that there is a significant and positive relationship between lean production and the operational performance of manufacturing firms in Rivers State. Therefore, concluded that lean production is a critical and highly imperative factor in sustaining business operations and performance and thus recommended that management of the manufacturing firms should develop procedures and policies to which employees will adhere and ensure routine checks on equipment and service processes.
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Suroso, Edy, and Allicia Deana Santosa. "Effects Of Lean Manufacturing Practices On Operational Performance." Journal of Research in Social Science and Humanities 4, no. 2 (2024): 174–79. http://dx.doi.org/10.47679/jrssh.v4i1.121.
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Lean manufacturing is a concept of process improvement in production management which focuses on waste elimination. This paper explores relationships between lean manufacturing practices and operational performance. Using data collected from 55 manufacturing companies in Tasikmalaya city. Lean manufacturing were measured by five dimensions: production flow management, customer focus, process management, workforce management, and supplier management. Operational performance comprises four dimensions: cost, quality, lead-time, and flexibility. The findings are that all dimensions of lean manufacturing are significantly related to on operational performance. Production flow management has a higher level of significance in large enterprises compared with SMEs, whereas for customer focus there is a higher level of significance in SMEs compared with large enterprises. Process management, supplier management and workforce management have much lower level of significance for both SMEs and large enterprises.
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Alkhaldi, Rasha Zuhair, and Ayman Bahjat Abdallah. "Lean management and operational performance in health care." International Journal of Productivity and Performance Management 69, no. 1 (2019): 1–21. http://dx.doi.org/10.1108/ijppm-09-2018-0342.
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Purpose The purpose of this paper is to examine the impact of lean management (LM) on operational performance (OP) in the context of health care in Jordanian private hospitals. LM is measured using four bundles: total quality management (TQM), human resource management (HRM), just-in-time system (JIT) and total productive maintenance (TPM). The study also investigates the effects of OP dimensions on hospitals’ business performance (BP). Design/methodology/approach The study is based on survey data collected from 260 respondents from 25 private hospitals in Jordan. Validity and reliability analyses were performed using SPSS and Amos, and the study hypotheses were tested using structural equation modeling. Findings The study found that the TQM bundle affects quality performance positively, but does not affect efficiency and accessibility performances, while the HRM bundle positively affects all OP dimensions. Furthermore, the JIT bundle positively contributes to both efficiency and accessibility performances, while the TPM bundle positively influences quality and accessibility performances. Moreover, the results have demonstrated that OP dimensions of quality and accessibility significantly and positively affect hospitals’ BP. Originality/value This study is one of the first to adapt the four lean bundles popularized in the manufacturing sector and apply them in a health-care context. It examines the effects of the four lean bundles on hospitals’ OP in terms of efficiency, quality and accessibility. In addition, the study demonstrates the role of OP dimensions in improving private hospitals’ BP.
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Zhou, Steve Bin, and Fiona Xiaoying Ji. "Impact of Lean Supply Chain Management on Operational Performance." International Journal of Business Analytics 2, no. 3 (2015): 1–19. http://dx.doi.org/10.4018/ijban.2015070101.
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Lean is a systematic approach to identify and eliminate non-value-added activities or waste through continuous improvement process. While traditional lean manufacturing focuses on the activities within a single organization, lean supply chain consists of the same processes, but it views these processes over multiple organizations. This research addresses an important yet under-studied area – lean supply chain management in small organizations, especially small manufacturing firms. The study examines driving factors of lean supply chain management, focus of lean supply chain practices, and major supply chain and information technology solutions applied in these companies. Through a research survey, the study has provided important insights into the current status of lean supply chain practices and related implementation issues in small businesses.
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Al-Dweiri, Mohammad, Boshra Miad Ata Ramadan, Abas Salem Rawshdeh, Abdelrahim Nassoura, Abd Al-Salam Ahmad Al-Hamad, and Ahmad Yahiya Ahmad Bani Ahmad. "The mediating role of lean operations on the relationship between supply chain integration and operational performance." Uncertain Supply Chain Management 12, no. 2 (2024): 1163–74. http://dx.doi.org/10.5267/j.uscm.2023.11.017.
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The current study aimed at exploring the impact of supply chain internal and external integration on the operational performance of manufacturing companies operating in Jordan, as well as addressing the possibility of a mediation effect of lean operations and practises on the proposed relationship. Achieving the study objectives necessitated using the deductive approach and the descriptive survey approach. Using a well-designed questionnaire, the primary data was collected from a 315-manager sample randomly selected from the companies. Accordingly, the nature of how supply chain integration, lean operations, and operational performance impact each other was investigated. The study results revealed that integrating the supply chain both internally and externally could increase the opportunity to attain a more desirable operational performance, particularly in terms of quality performance measures. Moreover, in the vein of adopting lean practices among manufacturing companies, a positive mediation effect was found. Thus. In light of these results, it is concluded that lean operations, as a mediating variable, positively influence the association between internal and external supply chain integration on quality measures of operational performance.
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Hadid, Wael, S. Afshin Mansouri, and David Gallear. "Is lean service promising? A socio-technical perspective." International Journal of Operations & Production Management 36, no. 6 (2016): 618–42. http://dx.doi.org/10.1108/ijopm-01-2015-0008.
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Purpose – The purpose of this paper is to contribute to the ongoing debate about the effectiveness of lean practices in the service sector. Design/methodology/approach – This paper examines the impact of lean service on firm operational and financial performance. Exploratory factor analysis is used to reduce the data and identify the underlying dimensions of lean service, and partial least squares structural equation modelling is used to test the developed model. Findings – The results indicate that the social bundles of lean service had an independent positive impact on firm operational and financial performance. Furthermore, while the technical bundles had an independent positive effect on only the operational performance, they interacted with the social bundles to improve both the operational and financial performance. The findings suggest that service managers must follow a systematic approach when implementing lean service practices without focusing on one side of the system at the expense of the other. Practical implications – The paper highlights the importance of implementing lean service as a socio-technical system (STS) if service firms are to achieve the best possible benefits from their implementation. The motivation factor (social side) and the customer value factor (technical side) are capable of improving all operational performance dimensions and profit margin even if implemented alone. Therefore, service managers with limited resources are encouraged to start lean service implementation with practices within these factors. However, they can also expect improved operational and financial performance from implementing other factors as they positively interact to further improve performance. Originality/value – Viewing lean service as a STS, this paper incorporates a larger set of lean practices than previous studies and demonstrates empirically their capability of improving service firms’ operational and financial performance. It contributes significantly to the emerging literature on lean service by empirically testing the mechanism through which lean service affects firm performance.
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Jayathilake, H. M. T. M., Nilakshi W. K. Galahitiyawe, and H. M. Renuka Pushpanjalee Herath. "Impact of Lean Management Implementation Practices on Operational Performance: An Empirical Study of the Pharmaceutical Industry in Sri Lanka." European Modern Studies Journal 7, no. 1 (2023): 169–84. http://dx.doi.org/10.59573/emsj.7(1).2023.15.
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The purpose of this paper is to investigate and explore lean management implementation practices for operational performance in the pharmaceutical industry in Sri Lanka. The study investigates the impact of lean management implementation practices with the lean bundle on the operational performance of each business unit of the pharmaceutical industry. The methodology study has been conducted with 412 business unit managers of the pharmaceutical industry. SPSS has been used for descriptive statistics. The AMOS version has been used for structural equation modelling. SEM technique has been used to develop the measurement model. This study has investigated how lean management practices have an impact to gain operational performance in the pharmaceutical industry in Sri Lanka. Lean management practices have implemented the lean bundle TQM, HRM, JIT, and TPM to succuss the operational performance. This study has been limited only to the pharmaceutical industry in Sri Lanka and measured lean management with the lean bundle. Also, operational performance has been measured with seven dimensions. The findings of this study have given a high value to implementing lean management using the lean bundle. This lean bundle can be used to gain high operational performance in any industry.
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Saad, Rohaizah, Rosman Iteng, Mohd Norhasni Mohd Asaad, and Azziyati Anuar. "MEASURING THE LEVEL OF LEAN HEALTHCARE IMPLEMENTATION OF PRIVATE HOSPITALSTOWARDS ORGANISATIONAL PERFORMANCE." Journal of Technology and Operations Management 14, Number 1 (2019): 64–79. http://dx.doi.org/10.32890/jtom2019.14.1.7.
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Private healthcare in Malaysia is one of the industries that contributes toward National GDP.However, increasing costs and waste has led to the issue of sustainability. Numerous studies examined the impact of lean healthcare practices on organisational performance. However, there is limited research examining the level of lean healthcare practices among private hospitals.Hence, this study attemptedto investigate the level of lean healthcare implementation that lead to enhanced operational performance.The sociotechnical and operational aspects are variables adopted to measure the level of implementation of lean healthcare practices on operational performance.The questionnaire was developed based on previous literature,comprisingthree aspects, namely operational (24 items), sociotechnical (8 items),and operational performance (10 items). Out of 184 private hospitals in Malaysia, 118 were randomly selected, and 54 questionnaires were returned and used for analysis. Rasch quality control was applied to ensure that the instrument was valid, reliable,and able to measure what it is supposed to measure.It was found that sociotechnical aspect is difficult to implement as compared to operational aspect. Motivationfactor dimensions contribute the highest mean value, which is indicativethat if an organisation is able to improve this dimension,itis then able to further improve the organisational performance.
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Anbessia, Mulugeta, and Bhim Singh. "Optimization of Industrial Performance by Lean 4.0." International Journal for Research in Applied Science and Engineering Technology 12, no. 3 (2024): 865–78. http://dx.doi.org/10.22214/ijraset.2024.58948.
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Abstract: Lean is one of the older but also still urgent topics in manufacturing. Remember when Lean principles were the one and only way for improving manufacturing products and production sector, many industries are struggling to compete with the manufacturing sector emerging in different countries around the world by using lean manufacturing tools, but moments are changing. As operations have become capacity for innovation, flexible and more complex, manufacturers are finding that Lean methods solely are not enough to achieve certified operational excellence.so; Industry 4.0 is one of the hot topics of current manufacturing sectors although some (myself included) say that it is overrated. Manufacturers seeking to effectives their operations need to understand the interaction between traditional lean manufacturing and Industry 4.0. Several studies of operational excellence programs in recent years have seen industries generate valuable synergies by implementing lean 4.0 holistically, instead of sequentially or independently. By conveying the right combination of advancements technologies, manufacturers can boost coordination; speed and efficiency both approaches have the same goal, which is operational excellence. This paper investigates that how can optimize industrial performance by lean manufacturing and industry 4.0. Also, issues occurring with design a road map to implement industry 4.0 and lean manufacturing holistically, instead of sequentially or independently and how Industry 4.0 can support the improvement of the specific lean methods
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Cortes, Hector, Joanna Daaboul, Julien Le Duigou, and Benoît Eynard. "Strategic Lean Management: Integration of operational Performance Indicators for strategic Lean management." IFAC-PapersOnLine 49, no. 12 (2016): 65–70. http://dx.doi.org/10.1016/j.ifacol.2016.07.551.
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Wu, Cong, Zhan wen Niu, Chao chao Liu, and Fudong Yang. "Lean bundles and operational performance: the moderating effect of operational absorptive capacity." International Journal of Manufacturing Technology and Management 37, no. 1 (2023): 24. http://dx.doi.org/10.1504/ijmtm.2023.131022.
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Chanegrih, Tarek, and Jordane Creusier. "The Effect of Internal and External Lean Practices on Performance: A Firm-Centered Approach." Management international 21, no. 1 (2018): 114–25. http://dx.doi.org/10.7202/1052501ar.
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The aim of this paper is to enhance the understanding of the relationship between lean practices and both operational and financial performance. A sample of 171 French manufacturing firms shows a direct effect of external lean practices on financial performance. A firm-centered approach identified three profiles. “Full achievers” present significant differences in both operational and financial performance compare to “weak achievers”. Even if the difference in operational performance is significant between “full achievers” and “internal lean dominant”, there is not a significant difference in financial performance.
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Rasi, Raja Zuraidah R. M., Umol S. Rakiman, and M. F. Ahmad. "Investigating the Relationship Between Lean Production and Operational Performance." Advanced Science Letters 21, no. 12 (2015): 3726–30. http://dx.doi.org/10.1166/asl.2015.6559.
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Abushaikha, Ismail, Loay Salhieh, and Neil Towers. "Improving distribution and business performance through lean warehousing." International Journal of Retail & Distribution Management 46, no. 8 (2018): 780–800. http://dx.doi.org/10.1108/ijrdm-03-2018-0059.
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Purpose Recent literature recognizes the role of warehouses in enhancing the overall logistics performance. Thus, lean thinking has recently found its way in supporting warehouse and distribution centre operations. The purpose of this paper is to examine the relationships among warehouse waste reduction practices, warehouse operational performance, distribution performance and business performance. Design/methodology/approach A two-stage study was conducted. First, a Delphi technique was adopted to develop a relevant questionnaire. Second, this questionnaire was used to measure the degree of waste reduction in the different warehouse activities and to test the developed research hypotheses. The authors test the hypotheses with a sample of Middle Eastern warehouse operators. Findings There exists a positive relationship between warehouse waste reduction level and both warehouse operational performance and distribution performance. There was no direct relationship between warehouse waste reduction level and business performance. However, results revealed that the relationship between warehouse waste reduction level and business performance was mediated by warehouse operational performance and distribution performance. Practical implications The developed instrument provides a guide for logistics managers as to understand how to reduce waste in each warehousing activity. The results also inform logistics managers of how distribution performance can be improved through lean warehousing. The resulting performance improvements in the distribution operations will ultimately be reflected in the logistics performance of downstream retailers. Originality/value The study develops an original instrument for measuring waste reduction in warehouses, and provides insights into the evolving lean warehousing research area. This is the first scholarly work to uncover the relationships among warehouse waste reduction practices, warehouse operational performance, distribution performance and business performance.
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Terdpaopong, Kanitsorn, Amporn Puapradit, and Ussanee Malisuwan. "The effect of lean on the operational performance of medium-sized Thai manufacturing companies." Uncertain Supply Chain Management 9, no. 3 (2021): 647–58. http://dx.doi.org/10.5267/j.uscm.2021.5.005.
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Lean practices appear to have aided organisations in improving their operations, especially manufacturing companies. This paper reports on an in-depth study comparing Thai medium-size manufacturing companies who use Lean with those which have not yet adopted Lean. In this paper the word “Lean” is used to refer to “lean practices” as well as “lean strategies”. Lean methods include just-in-time (JIT), total productive maintenance (TPM), automation, value-stream mapping (VSM), Kaizen, material requirement planning (MRP), Kanban, 5S and waste elimination. Primary data were obtained through questionnaires which were analysed using a number of statistical processes including factor analysis (CFA) and structural equation modelling (SEM). Some 230 medium-sized manufacturing companies were the focal target of this study. Three latent variables, Lean (exogenous variable), product customisation (endogenous) and operational performance (endogenous) are formed in this study. There were 24 parameters and the findings provide further evidence regarding the effects which Lean practices have on product customisation and operational performance of the companies, for example. The methods for analyzing the data favour the proposed structural equation model. The results show that Lean strategies are linked to improved operational performance in the firms which practice them. Management teams in Thai medium-size manufacturing companies which have resisted Lean are encouraged to adopt Lean in order to improve operational performance, particularly in the present economic climate.
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Naeem, Muhammad, Nisar Ahmad, Sarfraz Hussain, Bilal Nafees, and Aatir Hamid. "IMPACT OF LEAN MANUFACTURING ON THE OPERATIONAL PERFORMANCE: EVIDENCE FROM TEXTILE INDUSTRY." Humanities & Social Sciences Reviews 9, no. 3 (2021): 951–61. http://dx.doi.org/10.18510/hssr.2021.9393.
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Purpose of the study: Lean manufacturing is perceived to be a significant competitive advantage of firms as it removes waste from manufacturing operations with innovations in products and processes. This research aims to know the impact of lean manufacturing practices of textile firms on their operational efficiency.
 Methodology: For this study, questionnaires were electronically sent to operation/ production managers of 122 textile firms using lean manufacturing technologies in Pakistan. Based on the literature review, nine lean manufacturing practices and five operational performance measures were included in the questionnaire survey. Just 91 operation managers replied, a response rate of 74%. Multiple regression analysis was performed to test the hypotheses of the study.
 Main findings: The results of regression analysis show that lean manufacturing practices significantly impact the operational performance of textile firms. The study's findings suggest that the involvement of customers, suppliers, and employees causes an increase in the operating performance of firms. Moreover, it is established that some lean manufacturing practices such as 5S, automation (Jidoka), Justin time (JIT), equipment layout, and continuous improvement (Kaizen) have a significant and positive effect on the operational performance of firms.
 Application of the study: The lean manufacturing practices save money for businesses and increases overall productivity by reducing waste. These are also helpful in increasing consumer loyalty and employee productivity. The study's results show that lean production methods can be adopted to improve operating performance and competitiveness.
 Originality/ Novelty: This study adds a piece of first-hand evidence by establishing a significant effect of lean manufacturing practices of firms on their operational performance in Pakistan, where most of the firms so far are using traditional techniques due to lack of financial resources.
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Thanki, Shashank, and Jitesh J. Thakkar. "An investigation on lean–green performance of Indian manufacturing SMEs." International Journal of Productivity and Performance Management 69, no. 3 (2019): 489–517. http://dx.doi.org/10.1108/ijppm-11-2018-0424.
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Purpose Improved performance in operational (lean) and environmental (green) dimensions has been extremely critical to the global competitiveness of organizations. As the performance of small- and medium-sized enterprises (SMEs) is influenced by various external and internal factors, the purpose of this paper is to analyze the lean–green performance of Indian manufacturing SMEs by investigating the influential relationships of various factors along with the set of lean and green practices adopted by the firms. Design/methodology/approach The study employs a holistic approach by integrating multiple case study and data envelopment analysis (DEA) in eight manufacturing SMEs to verify a set of five propositions relating issues such as organizational factors, quality and environmental management certifications, implementation of lean and green practices with operational and environmental performance in Indian SMEs. Within-case analysis and cross-case analysis are used for a qualitative investigation of cases while DEA with four input variables, two desirable output variables and one undesirable output variable, is used for quantitative investigation with returns to scale (RTS) and damages to scale (DTS) analysis. Findings The RTS/DTS results suggest that Indian SMEs exhibit decreasing RTS and increasing DTS, implying that they need to decrease their operational sizes in order to improve the operational and environmental performance. The possible alternative and more practical strategy could be to introduce new technology innovation and holistic adoption of manufacturing excellence initiatives such as lean and green. Originality/value The research findings provide insights into the lean and green performance enhancement approach in the context of SMEs. The study extends key managerial implications and policy-related guidelines.
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Maware, Catherine, and Olufemi Adetunji. "Lean manufacturing implementation in Zimbabwean industries: Impact on operational performance." International Journal of Engineering Business Management 11 (January 1, 2019): 184797901985979. http://dx.doi.org/10.1177/1847979019859790.
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The impact of Lean Manufacturing (LM) implementation on organizational performance is an ongoing discussion. The effect of implementing LM tools on operational performance across various industries in Zimbabwe, a country with an unstable real gross domestic product is evaluated. A structural model of LM that is aligned with the Toyota Production System (TPS) house was proposed. A structured survey questionnaire was used for the collection of data in identified companies. Of the 600 companies contacted, 214 useful responses were obtained implying a response rate of 35.6%. The structural and operational models were tested using the Statistical Package for Social Sciences and SmartPLS 3. The result indicated that operational performance was improved by implementing the selected LM tools.
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Popescu, Mihaela Cornelia. "The most innovative lean practices deployed in transportation and their effects on the financial and operational performance." Proceedings of the International Conference on Business Excellence 14, no. 1 (2020): 159–69. http://dx.doi.org/10.2478/picbe-2020-0016.
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AbstractThe new lean paradigm defines the necessary management tools and techniques that create more value for the customers using lean resources. By reducing the non-value activities in one hand, and emphasizing on continuous improvement on the other hand, the lean practices implemented open the path for superior level of financial and operational performance. The purpose of this paper is to highlighting the strong correlation between the combination of the TQM, JIT, TMS, TPM and RFID as the most important lean practices employed by the transportation companies surveyed and its financial and operational performance. The correlation between the lean practices deployed within the transportation companies analyzed and their financial or operational performance has been established due to applying the SPSS quantitative methods, factor analysis and linear regression.
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Onofrei, George, Jasna Prester, Brian Fynes, Paul Humphreys, and Frank Wiengarten. "The relationship between investments in lean practices and operational performance." International Journal of Operations & Production Management 39, no. 3 (2019): 406–28. http://dx.doi.org/10.1108/ijopm-04-2018-0201.
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PurposePrior research has shown that operational intellectual capital (OIC) and investments in lean practices (ILP) lead to better operational performance. However, there have been no empirical studies on the synergetic effects between OIC components and ILP. More specifically, the question – can the efficacy of ILP be increased through OIC? – has not been studied. Accordingly, the purpose of this paper is to report the empirical results of potential synergetic effects between OIC, as a knowledge-based resource, and ILP.Design/methodology/approachThe empirical data used for this study were drawn from the fifth round of the Global Manufacturing Research Group survey project (with data collected from 528 manufacturing plants). The hypotheses are empirically tested using three ordinary least square (OLS) models.FindingsThe authors’ findings highlight the importance of leveraging a system of complementary knowledge-based resources (OIC dimensions) and addresses the need for the reformulation of lean theory in terms of the emergent knowledge-based view of the firm. The results facilitate greater understanding of the complex relationship between ILP and operational performance. Building on the contribution of Menoret al.(2007), the authors argue that OIC represents a strategic knowledge-based resource that is valuable, hard to imitate or substitute and, when leveraged effectively, generates superior operational and competitive advantage.Practical implicationsFrom a managerial standpoint, this study provides guidelines for managers on how to leverage OIC to enhance the efficacy of ILP. The authors argue that firms consider investing in OIC to increase the return from ILP, which, in turn, will enhance their operational performance and provide competitive advantage. The authors findings provide strong evidence of the importance of human, social and structural capital to enhance the efficacy of ILP.Originality/valueThis is the first research paper that extends the application of the intellectual capital theory in lean literature, and argues that the OIC contributes to the efficacy of ILP. The analysis facilitates greater understanding of the complex relationship between OIC dimensions, ILP and operational performance.
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EL-Khalil, Raed. "The mediating effect of lean management on the relationship between flexibility implementation and operational metrics in US automotive manufacturing plants." Journal of Manufacturing Technology Management 29, no. 8 (2018): 1376–99. http://dx.doi.org/10.1108/jmtm-04-2018-0108.
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Purpose The purpose of this paper is to identify the mediating effect of lean management (LM) dimensions on the relationship between flexible manufacturing systems (FMS) dimensions and operational performance metrics. Design/methodology/approach A survey questionnaire was developed based on previous literature and interviews conducted at the automotive facilities visited that identified 28 lean dimensions, 15 flexibility dimensions and 8 operational performance metrics. The survey was presented to 175 North American automotive manufacturing managers through interviews conducted at 64 automotive facilities. A total of 164 usable responses were studied. Findings Lean and FMS are multi-dimensional philosophies, the results demonstrate that the automotive industry in North America has implemented many dimensions of both philosophies. Each dimension is categorized based on specific organizational metrics. The 64 facilities studied use common dimensions identified by this study for lean and flexibility. Data analysis indicates a direct link between lean, flexibility and operational metrics. It shows that LM plays a critical role in improving the impact of flexibility on performance metrics. The results also indicate that specific lean and FMS dimensions or categories have higher significant roles than others in the relationship between LM, FMS and operational performance metrics. Research limitations/implications Since the sample size only considered automotive manufacturing facilities, the results need to be considered with caution. Originality/value This research empirically develops a framework linking FMS and LM to operational performance metrics. This research addresses an area within which there is little consensus on the relationship between LM, FMS and their impact on operational performance metrics. The study is unique due to the depth and breadth of the investigation that far exceeds previous literature conducted. In addition, this research highlights the LM and FMS practices on which managers should focus on when attempting to improve operational performance metrics at their facility.
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Darwazeh, Riyad Neman, Khaleel Ibrahim Al-Daoud, Abeer Fayez AL-Khoury, Yousef Khaled Abuorabi, and Mohammed Nadem Dabaghia. "Forensic accounting and firm performance: An empirical investigation on emerging markets." Uncertain Supply Chain Management 12, no. 2 (2024): 1155–62. http://dx.doi.org/10.5267/j.uscm.2023.11.018.
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The current study aimed at exploring the impact of supply chain internal and external integration on the operational performance of manufacturing companies operating in Jordan, as well as addressing the possibility of a mediation effect of lean operations and practises on the proposed relationship. Achieving the study objectives necessitated using the deductive approach and the descriptive survey approach. Using a well-designed questionnaire, the primary data was collected from a 315-manager sample randomly selected from the companies. Accordingly, the nature of how supply chain integration, lean operations, and operational performance impact each other was investigated. The study results revealed that integrating the supply chain both internally and externally could increase the opportunity to attain a more desirable operational performance, particularly in terms of quality performance measures. Moreover, in the vein of adopting lean practices among manufacturing companies, a positive mediation effect was found. Thus. In light of these results, it is concluded that lean operations, as a mediating variable, positively influence the association between internal and external supply chain integration on quality measures of operational performance.
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Gaiardelli, Paolo, Barbara Resta, and Stefano Dotti. "Exploring the role of human factors in lean management." International Journal of Lean Six Sigma 10, no. 1 (2019): 339–66. http://dx.doi.org/10.1108/ijlss-08-2017-0094.
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Purpose Although lean popularity is rapidly growing, its implementation is far from problem-free and companies may experience difficulties in sustaining long-term success. On this premises, the purpose of this paper is to understand to what extent human factors, affected by the implementation of both hard (defined as technical and analytical tools) and soft (concerning people and relations) lean practices, play a key role in achieving long-term superior performance. Design/methodology/approach The analysis of the relationships between lean practices implementation, human factors and operational performance is carried out in a single exploratory case study. A retrospective approach is adopted to trace the changes of human and operational performance before, during and after the introduction of lean management (LM) implementation. In particular, a mixed method concurrent design merging results of a qualitative analysis with data collected from a survey is selected to provide a more realistic benefit in the exploration of the proposed research questions. Findings The results show a short-term direct relationship between the implementation of lean practices (hard and soft) and physical work environment and job characteristics, directly connected to operational outcome. In the long term, operational performance is influenced by employee behaviour outcome and conditioned by physical work environment and job characteristics with the mediating effect of individual characteristics. Practical implications The proposed model supports the building of a roadmap for LM implementation, taking into account the role of the human factors to achieve superior operational performance. Moreover, it helps managers to implement a monitoring system to check how social and technical components of a LM system evolve over time. Finally, it supports the definition of specific training programs, tailored for specific workers’ types. Originality/value This paper extends theory in LM, highlighting how hard and soft lean practices have to interact to enable a successful LM implementation.
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Lestari, Novi. "Kompetensi SDM dan Manajemen Ramping (Lean) terhadap Kinerja Operasional pada Rumah Sakit Swasta di Kota dan Kabupaten Serang dengan Budaya Organisasi sebagai Variabel Intervening." El-Mujtama: Jurnal Pengabdian Masyarakat 4, no. 2 (2023): 1301–14. http://dx.doi.org/10.47467/elmujtama.v4i2.5247.
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With the increasing population in Indonesia, it has resulted in an increase in patients coming to the hospital, including in Banten Province, especially in the City and District of Serang. Even though hospitals in Banten Province are increasing every year, the accumulation of patients in hospitals still occurs. Efficient hospital services are one of the determinants of hospital quality so that they are able to use all available resources to generate profits as desired. This requires hospitals to improve operational performance by increasing the competence of human resources and Manajemen Ramping (Lean management) which has been quite widely applied in hospitals today. The results showed that 4 hypotheses were accepted while 3 hypotheses were rejected. HR competence has a significant effect on hospital operational performance. Manajemen Ramping (Lean management) has a positive and significant effect on the operational performance of the hospital. Meanwhile, organizational culture has no significant effect on improving hospital operational performance. HR competence has a positive and significant effect on organizational culture. Lean management also has a positive and significant effect on organizational culture. Then the indirect relationship between HR competence on hospital operational performance through organizational culture has a positive but not significant effect, as well as the indirect relationship between Manajemen Ramping (Lean management) on operational performance through organizational culture has a positive but not significant effect. So the conclusion of this study is that both exogenous variables are good predictors for predicting hospital operational performance.
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Hardcopf, Rick, Gensheng (Jason) Liu, and Rachna Shah. "Lean production and operational performance: The influence of organizational culture." International Journal of Production Economics 235 (May 2021): 108060. http://dx.doi.org/10.1016/j.ijpe.2021.108060.
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Inman, R. Anthony, and Kenneth W. Green. "Lean and green combine to impact environmental and operational performance." International Journal of Production Research 56, no. 14 (2018): 4802–18. http://dx.doi.org/10.1080/00207543.2018.1447705.
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Bandi, Nizam Hafiz, Ahmad Nazif Noor Kamar, and Cheng Jack Kie. "Investigating the Impact of Lean Manufacturing Practices on Operational Performance." Journal of Modern Manufacturing Systems and Technology 6, no. 2 (2022): 42–47. http://dx.doi.org/10.15282/jmmst.v6i2.8563.
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In order to remain competitive and resilient in business, manufacturing companies must improve their operational performance continuously. Superior performance can no longer be achieved with abundance of time, resources, and money, but the right approaches and tools will allow companies to perform better with greater flexibility. As manufacturing companies try to identify the most beneficial approach, many conclude that Lean Manufacturing (LM) practices are the way to go. LM practices may seem promising at first, but its implementation doesn’t always produce the desired results, and not all LM tools are universally applicable. Choosing the wrong tool might throw off the entire process though initially it meant to improve. Therefore, this study aims to determine the most used of LM tools and how these tools can impact the operational performance. A total of eleven completed responses were collected in the survey through convenience sampling method. Empirical results through descriptive analysis revealed that usage of LM tools such as 5S and Kaizen can lead companies in improving their processes. While lack of knowledge and resistance to change are the major barriers in practicing LM.
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Dal Pont, Giorgia, Andrea Furlan, and Andrea Vinelli. "Interrelationships among lean bundles and their effects on operational performance." Operations Management Research 1, no. 2 (2008): 150–58. http://dx.doi.org/10.1007/s12063-008-0010-2.
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Nursyam Suhardini, Prasis, Sudjatno Sudjatno, and Djumilah Hadiwidjojo. "LEAN AND GREEN SUPPLY CHAIN MANAGEMENT IN IMPROVING OPERATIONAL PERFORMANCE IN SUGAR INDUSTRY." Jurnal Aplikasi Manajemen 19, no. 1 (2021): 198–206. http://dx.doi.org/10.21776/ub.jam.2021.019.01.18.
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The purpose of this study is to understand supply chain management practices, Lean & Green management, and the integration of Lean & Green Supply Chain Management in PG. Krebet Baru - PG. Rajawali I in improving operational performance in supplier and manufacturing chains. The method used is case study qualitative research through interviews, observation, documentation, document review & corporate websites that produce data analysis. The results of this research data analysis produced the first proposition related to supply chain management practices, namely coordination in the flow of material, information, and finance that is being increased by PG Krebet efforts in maintaining better cooperative relations with farmer groups as suppliers. The second proposition relates to lean management practices, namely the efficiency of human resources and natural resources, reduction of lead time, and reduction of inventory is an activity that can increase added value to the company. The third proposition is related to green management practices, namely environmentally-friendly innovation in the operating system is a strategy to improve the application of environmental management. The synergy between the practice of lean and green supply chain in improving operational performance also results in a fourth proposition, namely the commitment of suppliers (farmer groups) to PG. Krebet will improve company efficiency and environmental performance which may improve product quality and flexibility and reduce costs. Suggestions for further research, which in this case study, can be continued in the entire supply chain from suppliers to consumers to better understand lean and green management practices in all sugar industry supply chain members.
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De Silva, Pubudika Isurini, and S. M. Chaturika Seneviratne. "Lean Manufacturing and Operational Performance: An Empirical Study on an Apparel Manufacturing Company." Journal of Accounting Research, Organization and Economics 5, no. 1 (2022): 1–15. http://dx.doi.org/10.24815/jaroe.v5i1.21660.
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Purpose – The present study aims to explore how a firm implements lean management practices by utilizing firm specific resources and their influence on the operational performance of an apparel manufacturing company. Design/Methodology/approach – The paper uses a single case, in depth study approach based on a Sri Lankan apparel manufacturing company. Data are collected using interviews, observations and documentary evidence. Findings – The research study found that lean manufacturing considerably impacts to enhance the firm’s operational performance through improved quality, reduced cost, improved safety, increased speed, and improved moral. The case data suggested around twenty-five lean practices suitable to be implemented by a selected apparel manufacturing company and gain a competitive advantage in the contemporary market. Through the analysis, it was found that contribution of organizational resources and technology resources of a firm are essential to sustain the gained competitive advantage through lean manufacturing, confirmed by the assessment of the criteria of value, rare, inimitability and non-substitutability. Research Limitations/Implications – As the research is directed towards the apparel manufacturing industry in Sri Lanka, the applicability of the findings may cause adversity for other manufacturing industries, broadening the scope of future research. Practical Implications – As an extension to the lean manufacturing compositions, the findings of the study will have pragmatic implications to operational managers and executives involved in developing and implementing lean strategies, particularly in terms of applicable lean practices and key strategic resources to sustain the competitive edge through lean implementation. Originality/Value – This study contributes to the literature on strategic management by documenting the impact of lean manufacturing on operational performance in the Sri Lankan context through Resource-Based View approach, such interrelated theoretical insights are vital to gain a sustained competitive advantage.
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Dieste, Marcos, Roberto Panizzolo, and Jose Arturo Garza-Reyes. "A systematic literature review regarding the influence of lean manufacturing on firms' financial performance." Journal of Manufacturing Technology Management 32, no. 9 (2021): 101–21. http://dx.doi.org/10.1108/jmtm-08-2020-0304.
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PurposeThe lean philosophy has demonstrated its effectiveness to improve firms' operational performance. However, the impact of lean practices on financial performance is still unclear due to the poor understanding of the link between operational and financial measures and the conflictive results obtained by previous research. The purpose of this paper is to conduct a systematic literature review to understand whether lean companies have improved their financial performance. Moreover, this article aims to uncover research gaps in the literature and examine which time spans of research have been considered to analyse both the degree of lean implementation and the measurement of financial outcomes.Design/methodology/approachA systematic literature review has been conducted to identify peer-reviewed articles that analyse the effect of the lean production paradigm on the financial performance measures of manufacturing companies. Then, the identified articles were processed using a combination of descriptive and content analyses methods to draw new conclusions, uncover gaps and find novel paths for research.FindingsVarious authors indicate that lean initiatives lead to an enhancement of financial performance measures. JIT and TQM lean practice bundles are suggested as the best enablers of financial performance in terms of sales and profit. In contrast, according to some scholars, lean does not necessarily improve companies' financial results if it is not properly implemented.Originality/valueSeveral studies have focused on analysing the effects of lean on performance. However, only a small part of the literature has addressed the study of the effects of lean practices on financial performance metrics. The originality of this study lies in the investigation of the connections between lean practices and financial performance measures found in the literature. The outcome is the identification of various possible positive impacts of some lean practices on financial metrics.
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Tsegaye, Amare, Singh Balkeshwar, Kabeta Guteta, Gutu Jiru Moera, and G. Lemu Hirpa. "Structural Equation Modeling of Relationships Among Lean Operational, Financial Performance, and Customer Satisfaction." Indian Journal of Science and Technology 17, no. 15 (2024): 1606–20. https://doi.org/10.17485/IJST/v17i15.3016.
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Abstract <strong>Objectives:</strong> The challenges of implementing a lean business system can be solved by Structural Equation Modeling. In this research, the link between lean operational, financial performance, and customer satisfaction has been investigated in the Akaki Basic Metal Industry in Ethiopia. <strong>Methods:</strong> A lean operational performance that met the needs of the industry was identified by conducting a structural survey questionnaire to collect feedback data from experts. The model was developed including 28 variables from the experts in the industry. The collected responses were tested for reliability and validity using Cronbach's alpha, composite reliability, convergent, and discriminant validity. Findings: From the use of Analysis of Moments and Structures (AMOS-SEM), the results confirmed that C.R. > 1.96, p < 0.001, and p < 0.05 on quality and delivery. This shows a significant positive direct effect on customer satisfaction by 25.8% on quality, 24.9% on delivery, and 10.3% on cost. <strong>Novelty:</strong> Even though LM has become a fundamental aspect of industrial manufacturing processes, lack of understanding (knowledge) and practicing how to implement the positive impact on lean operational, financial performance, and customer satisfaction are still not sufficiently exploited particularly in developing countries. This research adds values to the practical use of the concept by examining the relationship among lean operational, financial performance, and customer satisfaction within basic metal manufacturing industry in Ethiopia. In addition to this, the findings have demonstrated improved organizational performance through structural equation modeling. It also helps leaders to focus more on training employees on quality issues and developing an awareness of quality achievement as a core value in the industry. <strong>Keywords:</strong> Confirmatory factor analysis, Exploratory factor analysis, Lean operational performance, Structural equation modeling, Customer satisfaction
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Osama, M. Irfan. "Lean Manufacturing Structural Model for Improving Operational Performance of Diverse Industries." International Journal of Multidisciplinary Research and Analysis 05, no. 11 (2022): 3255–66. https://doi.org/10.5281/zenodo.7375408.
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The benefits of employing Lean Manufacturing (LM) on industrial organizational performance is still an ongoing debate. This paper aims to explore the impact of implementing LM techniques on operational performance across different industries in Saudi Arabia. A structural LM model that is consistent with the Toyota Production System (TPS) was presented. For data collection in established companies a structured survey was used. Of the 120 companies contacted, 67 useful responses imply a response rate of 55.8 % were obtained. The structural and operational models have been evaluated using the Social Sciences Statistics Program (SPSS) and SmartPLS 3. The results showed that by implementing the specified LM tools, the operational performance can be enhanced.
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Lotfi, Maryam, and Soroosh Saghiri. "Disentangling resilience, agility and leanness." Journal of Manufacturing Technology Management 29, no. 1 (2018): 168–97. http://dx.doi.org/10.1108/jmtm-01-2017-0014.
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Purpose Regarding today’s volatile and turbulent markets accompanied by natural disasters and political upheavals, being resilient has become crucially important for many firms. It is widely accepted that the firm’s operations need to be cost efficient as well as customer responsive. Lean and agile have been proven to be pertinent strategies toward efficiency and responsiveness. But the operations also need to be resilient against disruptions to quickly return to their original state or even a better one. While the question of how leanness and agility impact operational performance outcomes has been researched, the question of how resilience can boost operational performance outcomes is yet to be investigated. The purpose of this paper is to show how resilience is distinguished from leanness and agility. It then examines the impact of resilience, along with leanness and agility, on operational performance outcomes. Design/methodology/approach A structural model is drawn up based on the literature to relate lean, agile and resilient practices to performance outcomes. Leanness, agility and resilience are measured through bundles of practices and operational performance outcomes are measured in terms of cost, quality, delivery, flexibility and time to recovery. The model is tested using SPSS 19 and AMOS 19 based on the data collected via survey from a sample of 151 automotive parts suppliers. Findings The results show that a higher level of resilience will lead to a better performance in terms of delivery, cost and time to recovery, while it does not have a significant impact on flexibility performance. Regarding leanness, the results confirm that lean operations positively affect cost, delivery and flexibility performances. The results also reject the hypothesis stating that higher level of leanness will lead to worse recovery performance, inferring that higher level of leanness leads to better time to recovery performance (i.e. helps time to recovery reduction). Originality/value The present research emphasizes the importance of operations resilience and demonstrates its contribution, alongside leanness and agility, to operational performance. The developed structural model contributes to the nascent theories around resilience, and the use of empirical data makes the results valuable practically. This may inform operations strategy decisions in terms of the results expected from resilience, leanness and agility.
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Ali Hamza, Ali Hamza, Z. B. Junaid, and Aiman Majid. "LEAN SUPPLY CHAIN MANAGEMENT AND ITS EFFECTS ON OPERATIONAL PERFORMANCE: A STUDY ON FOOD DEPOTS." Journal for Business Education and Management 4, no. 1 (2024): 191–207. https://doi.org/10.56596/jbem.v4i1.53.
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The firm is trying to get ahead of its competitors in different industries through LSCM in today’s cutthroat competition environment. By reducing waste, removing risks and increasing efficiency and cost-effectiveness, it enhances its operational performance. This research explores food depots’ problems in the food industry and how they can apply LSCM to minimise wastage, reduce lead time, improve cost-effectiveness, enhance efficiency and achieve better operational performance within a framework of constant improvement. As such, an ideal environment, as well as proper care for these perishable items, is crucial since any deviation may lead to contamination that ultimately results in reduced productivity and increased cost. Thus, this research provides insight into the extent to which deployment of lean supply chain management can help ensure optimal utilisation of resources in terms of achieving maximum productivity levels with minimal costs involved during the process while improving operational performances for the food depots. In sum, Lean Supply Chain Management offers a systematised approach towards daily activities at a food depot with an efficient distribution system, hence minimum expenditure mitigating unnecessary wastage, thus achieving topmost production rates.
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Valente, Catarina Maurício, Paulo Sérgio Amaral Sousa, and Maria Rosário Alves Moreira. "Assessment of the Lean effect on business performance: the case of manufacturing SMEs." Journal of Manufacturing Technology Management 31, no. 3 (2019): 501–23. http://dx.doi.org/10.1108/jmtm-04-2019-0137.
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Purpose The purpose of this paper is to research the way in which Lean practices are affecting the performance of manufacturing small and medium enterprises (SMEs), analyzing the effects of Lean practices on companies’ operational, financial and market performance. Design/methodology/approach An online questionnaire was distributed among Portuguese organizations that fitted the category of SMEs and belonged to the manufacturing sector. A sample of 329 enterprises was analyzed with partial least squares–structural equation modelling. Four hypotheses on the impact of Lean practices on company performance were tested. Findings The results show that the effects of Lean on performance are positive, which stresses the benefits attainable with the implementation of Lean practices. The aggregated implementation of Lean practices, namely, customer involvement, statistical process, continuous flow and total productive maintenance leads to improvements in company’s global performance measured by market, financial and operational performance measures, and also improves each of these performance measures individually. It was also noticed that financial capability is one of the indispensable factors for the successful implementation of Lean practices. Research limitations/implications The results contribute to the investigation on the topic, broadening the literature on the implementation of Lean practices in companies around the world. Practical implications The research outcomes may be used as a motivation for other SMEs to implement Lean practices by acknowledging the positive impact on their performance. Furthermore, the degree of Lean implementation in the particular industry may constitute a signal for government and/or economic decision makers to define incentives such as fiscal benefits for companies that engage in Lean implementation programmes, partly financing workers cross-training, among other necessary investments. Originality/value This is the first study that examines the impact of the effect of Lean on operational, financial and market performance in a discriminated and simultaneous way.
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Yadav, Vinod, Rakesh Jain, Murari Lal Mittal, Avinash Panwar, and Andrew Lyons. "The impact of lean practices on the operational performance of SMEs in India." Industrial Management & Data Systems 119, no. 2 (2019): 317–30. http://dx.doi.org/10.1108/imds-02-2018-0088.
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PurposeAlthough lean thinking is deemed to be a gold standard of modern production management, a lot of scepticism still remains regarding its applicability in small- and medium-sized enterprises (SMEs). The purpose of this paper is to understand the perception of lean in SMEs and establish the relationship between lean adoption and operational performance.Design/methodology/approachWith the help of a survey, data were collected from 425 SMEs in India and analyzed using structural equation modeling.FindingsOperational performance of the firms was found to be positively related to lean implementation.Originality/valueThis study also furnishes practitioners with a better understanding of lean thinking in SMEs and its impact on performance.
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Hallam, Cory R. A., Ricardo Valerdi, and Carolina Contreras. "Strategic lean actions for sustainable competitive advantage." International Journal of Quality & Reliability Management 35, no. 2 (2018): 481–509. http://dx.doi.org/10.1108/ijqrm-10-2016-0177.
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Purpose The purpose of this paper is to add to the quality management body of knowledge by solidifying the connection between operational and strategic aspects of lean transformation. Previous research has examined these issues in isolation, demonstrating mixed results in financial and operational efficiencies. The authors show that when operational and strategic changes are jointly considered the likelihood of success for lean transformation increases. Design/methodology/approach The authors provide a literature review of 109 peer-reviewed papers on lean manufacturing and qualitative analysis of 23 Baldrige award winners (2000-2014) that implemented lean to assess the importance of strategic actions in achieving a sustainable competitive advantage through lean transformation. Findings The authors find that lean transformation yields mixed results unless strategic actions are taken by senior management. These strategic actions include but are not limited to knowledge management, human resources, and business growth and can result in performance heterogeneity by improving the output/input ratio of the firm. This performance can then manifest as either doing the same level of business with fewer resources (a profit play) or doing more business with the same resources (a growth play). As specific examples, the authors analyzed Baldrige award winners for evidence of lean strategic action to drive performance gains. The authors suggest further model validation through directed interview and/or survey research. Originality/value This paper clarifies the need for jointly implementing lean tools with strategic actions. The findings provide more deliberate strategic actions for organizations wishing to increase the likelihood of success of lean transformation and ultimately improve quality.
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Sitepu, Rismawati Br, Zeplin Jiwa Husada Tarigan, Laij Victor Effendi, Henry Susanto Pranoto, and Hotlan Siagia. "The impact of management style and supply chain coordination on the lean projects implementation to increase the operational performanc." Journal of Project Management 10, no. 2 (2025): 229–46. https://doi.org/10.5267/j.jpm.2025.2.005.
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The Indonesian manufacturing industry contributes significantly to economic growth in the globalization era. The capability of company leaders to manage excellently determines manufacturing's competitiveness and sustainable performance to survive in current conditions. This study examines the impact of management style and supply chain coordination on operational performance through lean project adoption. The research surveyed manufacturing companies in Indonesia by distributing questionnaires with Google form links to industry practitioners. The survey obtained 172 manufacturing companies with purposive sampling, which is at least the staff level in the company and permanent employees. Data processing is carried out by structural equation modeling and meets the goodness of fitness. The processing results showed that management style influenced internal supply chain coordination by 0.729, external supply chain coordination by 0.221, and lean project manufacture by 0.152. The company's internal supply chain coordination impacts increased external supply chain coordination by 0.512, lean project manufacture by 0.375, and operational performance by 0.405. External supply chain coordination impacted the increase in lean project manufacturing by 0.396. and operational performance of 0.234. Lean project manufacturing in the company impacts operational performance by 0.172. The practical contribution of the research provides insight into supervisors and managers always to be consistent and committed to lean manufacturing practices and build strong internal and external coordination. The theoretical contribution of research can enrich the theory of a resource-based view with sustainable supply chain and leadership transformation.
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Uhrin, Ákos, José Moyano-Fuentes, and Sebastián Bruque Cámara. "Firm risk and self-reference on past performance as main drivers of lean production implementation." Journal of Manufacturing Technology Management 31, no. 3 (2019): 458–78. http://dx.doi.org/10.1108/jmtm-02-2019-0074.
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Purpose The purpose of this paper is to investigate the role of external and internal sources of variability on the degree of lean production implementation. For this, this paper analyzes the effects of environmental risk and the company’s past operational performance on the level of lean production implementation. Design/methodology/approach Utilizing the reasoning of prospect theory and the threat-rigidity hypothesis, three hypotheses have been developed as to the impact of internal and external sources of variability on the degree of lean production implementation. A questionnaire has been developed to test the hypotheses of the paper on a sample of first-tier suppliers in the Spanish automotive industry. The methodology comprises a combination of hierarchical regression analysis and mediation analysis. Findings In line with the propositions of prospect theory, the results obtained show support for the influence of firm risk and past operational performance variability in terms of undertaking decisions that favor further progress in lean production implementation. Originality/value This paper contributes to the explanation of the circumstances that ultimately lead to the implementation of lean production. Consequently, the impact of the external and internal environment influences a company’s commitment to increasing its level of lean production implementation and fosters managers’ strategic decision making. Furthermore, its implementation could help guarantee firm survival.
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Maware, Catherine, and Olufemi Adetunji. "The moderating effect of industry clockspeed on Lean Manufacturing implementation in Zimbabwe." TQM Journal 32, no. 2 (2019): 288–304. http://dx.doi.org/10.1108/tqm-03-2019-0080.
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Purpose The purpose of this paper is to analyze the moderating impact of industry clockspeed (IC) on the relationship between Lean Manufacturing (LM) practices and operational performance. A model for evaluating the impact of LM is developed and the moderating effect of IC is taken into consideration as a fundamental variable that affects the causal relationship between LM practices and operational performance. Design/methodology/approach A structural equation model was proposed and investigated across two groups based on IC level (Group 1: low IC and Group 2: high IC). A structured survey questionnaire was used to collect empirical data from 600 companies listed by the Confederation of Zimbabwean Industries. A total of 214 usable questionnaires were obtained giving a response rate of 35.6 percent. The data were analyzed using Smart PLS 3 and SPSS version 25. Findings The results revealed that LM practices directly and positively affected operational performance and IC had a positive moderation effect on the relationship between LM practices and operational performance. The results indicated that the structural equation model remained invariant across the groups. This showed that IC had a moderating effect on the relationship between LM practices and operational performance for both low IC and high IC industries. Originality/value The study analyzed the moderating effect of IC in Zimbabwean industries. The study will provide further evidence to managers on the impact of LM practices on operational performance in developing countries.
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Panigrahi, Shrikant, Khaloud Khalfan Al Ghafri, Wafa Rashid Al Alyani, Muhammad Waris Ali Khan, Taufiq Al Madhagy, and Asadullah Khan. "Lean manufacturing practices for operational and business performance: A PLS-SEM modeling analysis." International Journal of Engineering Business Management 15 (January 2023): 184797902211478. http://dx.doi.org/10.1177/18479790221147864.
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Objective The main objective of the study is to empirically investigate the influence of lean manufacturing (LM) practices on the operational and business performance of manufacturing companies in Oman. Methods Empirical data on LM practices and performance were collected using a self-administered structured survey questionnaire and the sampling frame was manufacturing companies in Oman. In total 300 questionnaires were distributed among 185 companies and a total of 107 with a response rate of 35.6 percent. Findings The statistical analysis obtained from structural equation modeling found that lean manufacturing practices can explain operational performance, however, were unable to benefit overall business performance. Out of eight LM practices considered, small-lot production and quick setups were found to be the most adopted practices in manufacturing companies. Novelty Even though LM has become a fundamental aspect of industrial manufacturing processes; little is known about its impact on performance. This study adds value to the literature by examining the key LM practices-performance relationships within the manufacturing companies in Oman. These findings have significant implications for improving manufacturing organizations' operational and business performance through lean manufacturing strategies.
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Abreu, M. Florentina, Anabela C. Alves, and Francisco Moreira. "Business Overall Performance and Sustainability Effectiveness: An Indicator to Measure Companies’ Lean–Green Compliance." Sustainability 16, no. 11 (2024): 4508. http://dx.doi.org/10.3390/su16114508.
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Abstract: Within a lean context, the aim is to eliminate all forms of waste, including environmental waste, to improve productivity and reduce costs. Key to achieving this objective are operational performance and sustainability indicators. Lean companies must prioritize both operational performance and sustainability, remaining cognizant of their current status. With this in mind, the authors sought to ascertain whether lean companies demonstrate enhanced sustainability. Thus, the authors raised the following research question: does a lean company exhibit greater sustainability? However, these indicators have traditionally been measured independently, and few studies have indicated the need for a global indicator that could simultaneously address both. Such a global indicator would enable a clearer assessment and understanding of the trade-offs between operational performance and sustainability. This paper introduces such an integrated indicator, aiming to measure companies’ lean–green compliance by intertwining sustainability issues with overall equipment effectiveness (OEE). The authors have termed this indicator business overall performance and sustainability effectiveness (BOPSE). Its primary goal is to evaluate business effectiveness by considering both operational performance and sustainability compliance. The sustainability strand was drawn from, adapted, and simplified based on the Global Reporting Initiative (GRI). This development was framed in a lean–green environment, emphasizing continuous efforts to identify and reduce all sources of lean waste, alongside the waste prevention perspectives of cleaner production, environmental compliance, and social responsibility, which play crucial roles in shaping the factories of the future. This paper presents the background and development of the BOPSE model. To answer the research question, two research methods were undertaken: a survey and case studies. The model was applied in three distinct case studies, demonstrating its usefulness in discerning varying levels of lean–green compliance through this integrated indicator.
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Yi Jiang. "The Effectiveness of Lean Management Practices on Organizational Performance: A Meta-Analysis of Empirical Studies." Journal of Information Systems Engineering and Management 10, no. 44s (2025): 1081–95. https://doi.org/10.52783/jisem.v10i44s.8745.
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Lean management is a collection of management practices developed to advance competence and profitability by getting rid of waste. Lean's basic principle is to reduce and eliminate waste and non-value-adding operations in order to increase the profitability and competitiveness of the firm. The purpose of the research is to determine if lean management practices have a positive impact on organizational performance. This paper presents a hybrid approach to solving this problem. The association between lean techniques and business effectiveness was investigated using a meta-analysis. The results show that lean methods positively affect operational and non-operational efficiency. Understanding the nonlinear relationship between Lean Management Practices and business success may be aided by the broad perspective provided by this article's last section.