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Existing conceptual, empirical and case studies evidence suggests that manufacturing industries find the joint implementation of Kaizen philosophy initiatives. However, the existing practices rarely demonstrated in a single framework and implementation procedure in a structure nature. This paper, therefore, aims to develop, validate and practically test a framework and implementation procedure for the implementation of integrated Kaizen in manufacturing industries to attain long-term improvement of operational, innovation, business (financial and marketing) processes, performance and competitiveness.

The study primarily described the problem, extensively reviewed the current state-of-the-art literature and then identified a gap. Based on it, generic and comprehensive integrated framework and implementation procedure is developed. Besides, the study used managers, consultants and academics from various fields to validate a framework and implementation procedure for addressing business concerns. In this case, the primary data was collected through self-administered questionnaire, and 244 valid questionnaires were received and were analyzed. Furthermore, the research verified the practicability of the framework by empirically exploring the current scenario of selected manufacturing companies.

The research discovered innovative framework and six-phase implementation procedure to fill the existing conceptual gap. Furthermore, the survey-based and exploratory empirical analysis of the research demonstrated that the practice of the proposed framework based on structured procedure is valued and companies attain the middling improvements of productivity, delivery time, quality, 5S practice, waste and accident rate by 61.03, 44, 52.53, 95.19, 80.12, and 70.55% respectively. Additionally, the companies saved a total of 14933446 ETH Birr and 5,658 M² free spaces. Even though, the practices and improvements vary from company to company, and even companies unable to practice some of the unique techniques of the identified CI initiatives considered in the proposed framework.

All data collected in the survey came from professionals working for Ethiopian manufacturing companies, universities and government. It is important to highlight that n = 244 is high sample size, which is adequate for a preliminary survey but reinforcing still needs further survey in terms of generalization of the results since there are hundreds of manufacturing companies, consultants and academicians implementing and consulting Kaizen. Therefore, a further study on a wider Ethiopian manufacturing companies, consultants and academic scale would be informative.

This work is very important for Kaizen professionals in the manufacturing industry, academic and government but in particular for senior management and leadership teams. Aside from the main findings on framework development, there is some strong evidence that practice of Kaizen resulted in achieving quantitative (monetary and non-monetary) and qualitative results. Thus, senior management teams should use this research out to practice and analyze the effect of Kaizen on their own organizations. Within the academic community, this study is one of the first focusing on development, validating and practically testing and should aid further study, research and understanding of Kaizen in manufacturing industries.

So far, it is rare to find preceding studies proposed, validated and practically test an integrated Kaizen framework with the context of manufacturing industries. Thus, authors understand that this is the very first research focused on the development of the framework for manufacturing industries continuously to be competitive and could help managers, institutions, practitioners and academicians in Kaizen practice.

This paper aims to report the results of a study investigating the mediating role of managerial use of management accounting system (MAS) information in the relationship between integrated manufacturing practices (IMPs) and organisational performance (OP). IMP comprises three manufacturing practices, namely, just in time (JIT), total quality management (TQM) and advanced manufacturing technologies (AMTs).

Using a mailed questionnaire, the data were gathered from senior managers working in 110 manufacturing firms listed in the Federation of Malaysian Manufacturers (FMM) Directory. Partial least square (PLS) was used to analyse the data.

The results reveal that the relationship between IMP and OP exists via managerial use of MAS information, that is, adoption of IMP is positively associated with managerial use of MAS information, which in turn, is positively associated with the performance. In other words, managerial use of MAS information plays a significant role in linking adoption of IMP with OP.

The use of MAS information in integrated manufacturing environment is found to assist firms in improving performance. Prior research on the IMP–OP relationship reports mixed (inconclusive) results. The authors contend that a possible reason for such results reported in prior studies is that the studies did not investigate the relationship between OP and IMP comprising each of the three manufacturing practices and performance as proposed by Dean and Snell (1991).

Despite the fact that agile manufacturing has been frequently promoted as a means of improving business competitiveness, little empirical evidence exists in the literature validating its positive link with business performance. The purpose of this research paper is to analyse agile manufacturing in Spain and study whether it is a critical factor for success in different industries.

A conceptual model is drawn up, based on the literature and a previous case study, to relate turbulence in the environment with agile manufacturing practices and business performance. The model is tested on a large sample of Spanish manufacturers using a survey methodology to obtain information and a structural equation model to analyse the data.

The results obtained show that, in turbulent environments, the integrated use of agile manufacturing practices promotes manufacturing competitive strength, leading to better operational, market and financial performance.

This study has two main limitations. First, it is difficult to determine the most suitable unit of analysis when studying agile manufacturing. Second, single respondent bias may be considered a limitation.

Managers should consider the integrated implementation of agile manufacturing practices in order to develop manufacturing strength and to outperform competitors in turbulent business environments.

This study adopts a systematic approach to the analysis of agile manufacturing, considering various agility practices or enablers in an integrated way and relating them not only to environmental characteristics but also to business performance. This approach is especially interesting because most of the literature on agile manufacturing deals with agility strategies or techniques in an isolated way. The study also tests the suitability of agile manufacturing in real organisations – for the first time in the Spanish context.

The purpose of this study is to discuss the construction of a structural measurement model utilizing structural equation modelling (SEM) to confirm the link between Industry 4.0 technologies, sustainable manufacturing practices and organizational sustainable performance. Relationship among the paradigm has yet to be fully investigated, necessitating a more conceptual and empirical examination on what impact they have on organizational sustainable performance when used together.

Industry 4.0 and sustainable production practices aim to progress a company's business competitiveness, forming sustainable development that benefits manufacturing companies. The aim of the study is to analyze the relationship between constructs that lead to operational excellence in firms that use Industry 4.0 technologies and sustainable manufacturing techniques. Experts from diverse automotive industries, who are applying both Industry 4.0 and sustainable manufacturing practices, provided data for the study.

Statistical estimations (hypotheses) are created to substantiate the measurement model that has been developed. The structural model was analysed, and the findings were discussed. The statistical estimate is either approved or rejected based on the findings. According to the conclusions of this study, strong link exists between Industry 4.0 technologies and sustainable manufacturing practices that affect organizational sustainable performance environmentally, economically and socially.

The research was conducted in the framework of automobile component manufacturing companies in India. The outcomes of the study are practically feasible.

The authors' novel contribution is the construction of a structural model with Industry 4.0 technologies and sustainable manufacturing practices into account.

The purpose of this paper is to examine the impacts of modularity‐based manufacturing practices (MBMP) and manufacturing system integration (MSI) on manufacturing performance (MP) using absorptive capacity as an important enabling factor.

Constructs were developed through a comprehensive literature review. Structural equation modeling was used to test the research model and hypotheses based on a large sample of 303 US manufacturing firms.

Both MBMP and MSI have significant impacts on MP. The positive effects of MBMP on MP are stronger than those of system integration. The absorptive capacity of a firm facilitates better use of modularity practices and system integration.

More attention should be given to modularity practices in resource allocation planning. Also, system integration together with modularity practices can generate significantly higher MP.

The paper is the first large‐scale empirical study to examine the effects of absorptive capacity on MSI and MBMP, which in turn impacts MP. Furthermore, the findings empirically support that a combination strategy of modularity and system integration can help manufacturing firms to achieve higher performance.

An alignment between financial and operational measures is an essential element to capture the lean productivity improvements enabling supply chain sustainability. With the aim of supporting small and medium-sized enterprises (SMEs) in addressing corporate sustainability challenges, this study aims to examine the impact of leanness on supply chain sustainability, and the moderating role of sustainability control systems (SCS) on the relationship between leanness and supply chain sustainability.

Drawing on lean manufacturing and the levers of control framework, survey data was collected from 106 manufacturing SMEs in Sri Lanka. Moderated multiple regression analysis was used to test the proposed hypotheses.

The study finds that lean manufacturing practices, such as just-in-time deliveries, quality management, environmental management and employee involvement show a significant positive impact on supply chain sustainability. As proposed, the interactive use of SCS shows a significant, positive moderating impact on the relationship between employee involvement and social supply chain sustainability. The diagnostic use of SCS negatively moderates the relationships between just-in-time deliveries and economic supply chain sustainability, and environmental management and economic supply chain sustainability. However, both interactive and diagnostic uses of SCS do not show any significant moderating impact between lean manufacturing and environmental supply chain sustainability.

The following limitations should be taken into account in interpreting the results and implications of this study. Firstly, the study refers to supply chain sustainability as environmental, social and economic sustainability. As these concepts represent broader perspectives of sustainability, and no consensus on how to measure has yet been agreed, future studies may focus on other variables that might capture different perspectives of supply chain sustainability. Secondy, future researchers may further extend the role of SCS (including all four control systems – belief, boundary, interactive and diagnostic) in examining the impact of leanness on supply chain sustainability. Thirdly, this study has considered a sample of manufacturing SMEs in the Western province in Sri Lanka. The results should be carefully generalised to other manufacturing organisations in Sri Lanka and beyond. Finally, future studies may also investigate the impact of leanness on supply chain sustainability by using alternative methodologies, such as multiple case studies.

SMEs are more likely to focus on diagnostic control systems with the aim of promoting economic supply chain sustainability. However, the findings reveal that manufacturing SMEs in the developing country context lack strong SCS to enable supply chain sustainability.

The digital revolution has brought many challenges and opportunities for the manufacturing firms. The impact of Industry 4.0 technology adoption on sustainable manufacturing and circular economy has been under-researched. This paper aims to review the latest articles in the area of Industry 4.0, sustainable manufacturing and circular economy and further developed a research framework showing key paths.

Qualitative research is performed in two stages. In the first stage, a review of the extant literature is performed to identify the barriers, drivers, challenges and opportunities. In the second stage, a research framework is proposed to integrate Industry 4.0 technology (big data analytics powered artificial intelligence) adoption, sustainable manufacturing and circular economy capabilities.

This research extends the knowledge base by providing a detailed review of Industry 4.0, sustainable manufacturing, and circular economy and proposes a research framework by integrating these three contemporary concepts in the context of supply chain management. Through an exploration of this integrative research framework, the authors propose a future research agenda and seven research propositions.

It is important to understand the interplay between institutional pressures, tangible resources and human skills for Industry 4.0 technology (big data analytics powered artificial intelligence) adoption. Industry 4.0 technology (big data analytics powered artificial intelligence) adoption can positively influence sustainable manufacturing and circular economy capabilities. Managers must also put more attention to sustainable manufacturing to develop circular economic capabilities.

Factory workers and the local communities generally suffer from various adverse effects resulting from the traditional manufacturing process. The quality of the environment is deteriorating to such an extent that people even staying miles away from the factory are also affected due to environmental pollution that is generated from factory operations. Hence, sustainable manufacturing is the only choice left to manufacturers that can help in the transition to a circular economy. The research framework can help firms to enhance circular economy capabilities.

This review paper contains the most updated work on Industry 4.0, sustainable manufacturing and circular economy. It also proposes a research framework to integrate these three concepts.

This paper aims to examine the role of rational culture in the relationship between lean manufacturing practices and operational productivity in the machinery and equipment industry.

This study uses a cross-sectional quantitative approach to conduct the research. Using an online survey questionnaire, 118 responses were collected. SPSS was used to assess validity, reliability and hypothesis testing of the study variables. Hierarchical regression analysis was employed to investigate the moderating effects of rational culture.

The study results reveal that quick setup and quality control were significantly related to operational productivity. Rational culture was a significant quasi-moderator.

This study highlights the importance of quick setup and quality control for machinery and equipment firms to gain higher operational productivity. Rational culture could be used to drive the firms toward greater achievements in this regard.

The use of rational culture as a quasi-moderator in the relationship between lean manufacturing practices and operational productivity is unprecedented. This study offers new findings by introducing the role of rational culture to enhance the effects of lean manufacturing practices on operational productivity.

The notion of achieving competitive advantage using a strategic customer service orientation (SCSO) has received increased research attention. The purpose of this paper is to examine the concept of SCSO in the context of rapidly changing competitive market environments. An organization-wide SCSO can be implemented through lean manufacturing practices to achieve favorable operational and business performances (BPs).

This study employs survey methodology to examine a research model that theorizes eight hypotheses with respect to the relationships among SCSO, human and technical lean practices, and performance outcomes (operational and BPs). Data from 571 firms participating in the International Manufacturing Strategy Survey (IMSS) IV are analyzed using structural equation modeling (AMOS 20).

The findings suggest that firms with a SCSO implement both human and technical aspects of lean manufacturing practices leading to better performance results. The findings also indicate that performance outcomes are indirectly influenced through the combined efforts of technical and human lean manufacturing practices.

Generalizations here are limited to manufacturing firms. SCSO beyond manufacturing firms like healthcare or high-tech organizations that implement lean practices in response to a SCSO have yet to be examined and provide fertile opportunities for future research.

These findings suggest practical insight into how to integrate service-driven value creation and delivery for achieving both cost effectiveness and quality performance outcomes.

The examination of the consequences of SCSO in manufacturing firms from multiple countries is a novel contribution in the field, as is the examination of technical and human lean practices. It comes at a time when manufacturing firms increasingly recognize the value of services for global competitiveness.

The purpose of this study is to examine how individual dimensions of green supply chain management (GSCM) practices affect firms’ financial performance directly and through environmental performance. Furthermore, the authors investigate the contingent role of institutional pressures on the direct link between GSCM practices and environmental performance and GSCM practices and financial performance.

Using a convenience sampling technique, data were collected from 238 textile firms in the province of Punjab, Pakistan. Hayes’ PROCESS macro was used to analyze the hypotheses.

The findings demonstrate that GSCM practices (green manufacturing, green purchasing, eco-design, cooperation with customers and green information systems) have a significant direct impact on firms’ financial performance directly and through environmental performance. Additionally, institutional pressures significantly moderate the nexus of GSCM practices-environmental performance and environmental performance-financial performance.

Textile firms should implement GSCM practices not just because of the pressure from regulatory bodies but also to elevate their environmental and financial performance. Government should also play its role in influencing the organizations for the adoption of GSCM practices, as its role is a significant one in preserving the environment.

Because of less emission, energy usage and wastage, environmental performance will be increased, which affect the society positively.

Along with studying the GSCM practices in the textile industry of Pakistan, drawing upon the institutional theory, the contingent role of institutional pressures on two stages (first, between GSCM practices and environmental performance, and secondly, between GSCM practices and financial performance) is the novelty of this study.