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The purpose of this paper is to present the factors associated with the employee barriers while implementing lean manufacturing within the small- and medium-scale enterprises (SMEs).

The structural equation modelling approach is employed to develop the initial model drawing a sample survey of 133 small and medium enterprises. The result of the study shows that the lack of well-trained and experienced staff, lack of knowledge about existing specialist, cultural resistance to change are acting as the employee barriers while implementing lean manufacturing in SMEs. Then, a further study has been conducted to develop the employee barrier model with these three factors and its contributing variables using specification search representing the sample of 117 small and medium enterprises using the following fit function criteria: Chi-square (C), Chi-square-df (C-df), Akaike information criteria, Browne-Cudeck criterion, Bayes information criterion, Chi-square divided by the degrees of freedom (C/df) and significance level (p).

The lack of well-trained and experienced staff, lack of knowledge about existing specialist, and cultural resistance to change with 19 associated elements were considered in the questionnaire. Specification search was carried out to build up the model on the collected data from 117 SMEs. The results of the specification search identified that these three factors with 15 key variables are significant to employee barrier while implementing lean manufacturing in SMEs.

The limitation of the study was that the sample size of the study was relatively small for further research, large sample size more than 117 are to be expected.

The present study has explored an unfocused area of lean implementation in small and medium enterprises. The results obtained from the study are expected to help researchers, academics, and professionals for the further studies in the domain of lean manufacturing.

To implement and understand the lean manufacturing system, government of the many countries around the world are helping and encouraging by providing financial assistance for training professionals and establishing professional associations. However, many industries are not successful in lean implementation. This research work provides to develop a strategy to tackle employee barriers for successful lean implementation.

Very little research has been carried out exploring employee barriers while implementing lean manufacturing in SMEs. This paper will provide value to academics, researchers and practitioners of lean by way of providing insight into significant employee barriers for lean implementation, especially in Indian industries.

This paper aims to formulate a new metal working fluid (MWF) composition including some eco-friendly emulsifiers, corrosion inhibitor, biocide, and non- edible vegetable oil (castor oil) as the base oil. To achieve this aim, five MWFs with different hydrophilic–lipophilic balance (HLB) value as 10, 9.5, 9, 8.5 and 8 were prepared to identify the optimum HLB value that gives a highly stable oil-in-water emulsion. The performance of castor oil based MWF was evaluated using tool chip tribometer and drill dynamometer. The surface morphology of steel disc and friction pin was performed using scanning electron microscope (SEM) and 3D profilometer. The results revealed that the use of the prepared cutting fluid (E1) caused the cutting force to decrease from 500 N for dry high-speed steel sample to 280N, while the same value for a commercial cutting fluid (COM) was recorded as 340 N at drilling speed and cutting feed force as 1120 rpm and 4 mm/min., respectively.

A castor oil-based metalworking fluid was prepared using nonionic surfactants. The composition of the metalworking fluid was further optimized by adding performance-enhancing additives. The performance of castor oil based MWF was analyzed using Tool chip tribometer and Drill dynamometer. The surface morphology of steel ball and a disc was done using 3D profilometer and SEM.

Studies revealed that castor oil-based MWF having Monoethanolamine (MEA) as corrosion inhibitor was found to be highly stable. The drilling dynamometer and tool chip tribometer studies showed that castor oil-based MWF performance was comparable to that of commercial MWF.

This study aims to explore the performance of the castor oil based metalworking fluid (MWF) using tool chip tribometer and drill dynamometer.

The conventional MWFs are petroleum derives and are unsustainable. Use of non-edible plant-based oils for preparing the MWF will not only be conserved environment but also add value addition to agricultural crops.

The social Implications is aiming to decrease the environmental impact that results from the using of mineral cutting fluids.

The originality of this work is to replace the mineral oil and synthetic oil based cutting fluids with more eco-friendly alternatives one. In addition, the investigation will focus on developing functional additives required for cutting fluids which are environmentally benign.

Total quality management practices have been embraced by many quality-oriented firms around the world in order to improve performance in terms of quality, productivity, customer satisfaction and profitability. The purpose of this paper is to investigate the direct and indirect effects of TQM practices on various performance indicators specifically in the Indian manufacturing context. This paper focuses on developing an integrated model encompassing significant structural relations showing the linkage between TQM practices and multiple performance indicators – quality performance, customer satisfaction level, operating performance, employee performance, innovation performance, society results and financial performance. Apart from analyzing the direct relationship between constructs, the main purpose of this work is also to identify all the possible mediation effects of performance indicators on others using structural equation modeling (SEM).

An in-depth literature review was conducted to identify the key practices for the successful implementation of TQM in an organization as well as to explore TQM-performance effects. As a result, four TQM practices and seven performance indicators were identified. The data were collected from 260 Indian manufacturing organizations. After confirming the reliability and validity using exploratory and confirmatory factor analysis, the proposed hypotheses were tested using SEM.

Through testing the proposed hypothesized structural model, the direct and indirect effects of TQM practices have been examined. Moreover, this work developed an integrated model showing the interrelationships between TQM practices and performance indicators identified. The findings gave an insight that the effective implementation of TQM practices assists in reaping benefits in the every facet of an organization. By implementing these practices effectively, managers can expect to realize improvement in all these performance areas.

This study is subject to certain limitations. Even if all variables were found to be reliable, valid and satisfactory non-response bias test results, the remote possibility of bias in the data might not be fully ruled out. There is a probability of occurrence of common method variance and common method bias, since the data for both dependent and independent variables were collected from the same respondents in the organization. Additionally data on performance indicators were based on the respondent’s assessment and awareness only. The mediating relationship between individual TQM practice and performance indicators can be investigated in future studies. Since society results are a necessity in future, the direct and indirect practices focusing toward this can be explored. In addition, there is a research scope to identify the moderating effect of contextual factors such as degree of TQM implementation, scope of operation and type of organization.

The findings of the research offer some potentially valuable insights into the relevance of TQM practices and its strong linkage on various performance indicators, through which the overall organization performance can be enhanced. By implementing these practices effectively, managers can expect to realize improvement in all these performance areas. Hence, the managers can adopt this approach to assess their organization’s level in the quality path and as a guideline in implementing TQM practices. They can also measure the impacts of TQM practices on multiple performance measures in order to evaluate their TQM initiatives. Especially the deployment of quality culture is a requisite to excel in the every facet of performance. The positive relationship between TQM practices and various performance indicators can motivate the managers to allocate resources in time, effort and capital for TQM implementation in pursuing quality, leading to customer retention and competitiveness. The findings of the study strongly suggest the need for the holistic implementation of TQM practices for the survival of the organization.

While there is a considerable volume of researches carried out to investigate the linkage between TQM and organization’s performance across the globe, still little is evidenced regarding the mediating effect of performance indicators on others, especially in the Indian manufacturing context. The present paper attempts to extend and add knowledge to this line of research and to bridge the gap and provide sufficient empirical evidence specifically in the Indian scenario. Thereby helps the organization to follow a guideline to improve the overall performance.

The purpose of this study is to present factors associated with process barriers in implementing lean manufacturing within the small- and medium-sized enterprises (SMEs).

This study was conducted to identify the process barriers in implementing lean manufacturing in SMEs. Moreover, by a thorough and detailed analysis, process barriers of high rejection rate, employee absenteeism and frequent breakdown with 29 associated variables were identified as the most critical process barriers and were used to develop the questionnaire. Structural equation modeling was used to build the measurement model by drawing on samples of 128 SMEs in Kerala, a state in India. Later, the model was validated using statistical estimates. Data analysis helps to determine whether to accept or reject the hypothesis on the basis of the measurement model.

Several process barriers that prevent the successful implementation of lean manufacturing within SMEs are identified. These are lack of a training program, lack of periodical maintenance, low-quality standard materials from suppliers, bad vendor inspection, wear and tear of machines, communication gap between supervisors and workers, non-maintenance of a good employee–employer relationship, boredom on the job, overrunning machines beyond the capability, carelessness in work, not replacing worn damage parts periodically, ignoring warning signals of the machine classified as the most critical process barrier among the high rejection rate, employee absenteeism, frequent breakdown factors.

First, the sample size of the study was relatively small (128). Second, data collection was restricted to one geographical area in India, i.e. Kerala, a state in India, giving rise to operational constraints. Third, the study was cross-sectional; a longitudinal study must be performed to reinforce the findings.

The present study has explored an unfocused area of lean implementation in SMEs. The results are expected to help researchers, academics and professionals in the domain of lean manufacturing.

Governments of many countries around the world are helping and encouraging the implementation and understanding of the lean manufacturing system by providing financial assistance for training professionals and establishing professional associations. However, many industries have not been successful in lean implementation. This research aims to develop a strategy to tackle process barriers for successful lean implementation.

Very little research has been carried out in exploring process barriers in implementing lean manufacturing in SMEs. This paper will provide value to academics, researchers and practitioners of lean by providing insight into significant process barriers for lean implementation, especially in Indian industries.

While scholars have researched the impact of specific total quality management (TQM) aspects on innovation performance (INP), empirical evidence on how the former, as a composite construct, influences the latter is rare. To add, empirical evidence on the mechanism through which TQM passes to affect innovative behaviour (INB) and, then, INP is limited. Essentially, scholars have requested that future research look at the boundary conditions that support the adoption of TQM activities in businesses. Although the banking sector has experienced a number of transformations, there is still a need to raise the standard of service provided to bank customers. This research sheds more light on this subject.

This research tests the hypotheses in Ahinful et al.’s (2023) conceptual model using responses from 260 top- and middle-level bank managers by applying Smart PLS. Organisational support and team member exchange were used as potential control variables for the mediator, while slack resources and bank size were applied to the target endogenous latent construct. Mediation and moderation effects were estimated using the variance accounted for (VAF) and product indicator approaches, respectively. Sig. level was set at 5%.

This study found that TQM and INP had a positive and significant connection (ß = 0.303, p = 0.000), and INB partially mediated this connection (VAF = 40.92%). However, government regulation (GOV; ß = 0.055, p = 0.365), market dynamism (MKD; ß = 0.063, p = 0.434), competitive intensity (CMP; ß = 0.069, p = 0.297) and technological turbulence (TUR; ß = 0.011, p = 0.865) all failed to moderate the TQM–INB connection, although the expected positive directions of these moderation relationships were established.

This research provides empirical evidence on the TQM–INP connection, how this connection may be mediated and how the TQM–INB connection may be activated. It also sheds light on novel ways in which service quality in the banking sector may be improved. Upcoming research may explore other control variables in their research. Since the moderating relationships were unsupported, this avenue is open for further research, particularly in other banking settings across the globe.

Practical lessons for bank consultants, regulators, customers, employees and managers are deliberated.

This research is novel. It is the first to test the hypotheses in Ahinful et al.’s (2023) conceptual model. This study advances the theoretical frameworks and existing knowledge within the TQM, innovation and performance management fields.

Existing research evidence shows a fragmented understanding of the roles of first-line employees (FLEs) as essential factors for successful lean implementation in small- and medium-sized enterprises (SMEs), provoking recent calls for additional research on the identification of enablers and barriers for lean acceptance among workers. Therefore, this paper aims to identify related enablers and barriers to lean implementation among FLEs and determine future research avenues for improving the understanding of lean methodology implementation in SMEs.

Relying on a systematic literature review methodology, the authors aimed to synthesize and evaluate available peer-reviewed papers on the role of FLEs in lean implementation in SMEs. General descriptive and thematic analysis comprehensively depicted the selected research topic and identified the main themes within collected papers and potential future research questions.

The authors identified four main themes related to FLEs’ role in lean implementation: cultural change factors, employee characteristics, management involvement and lean job design. Within each theme, the authors present a comprehensive overview of FLE-related factors and associated enablers and barriers that should be considered for a successful lean implementation in SMEs.

The research outcomes are important to practicing managers in SMEs, helping them facilitate lean acceptance and enhance the likelihood of successful lean implementation.

The insights from this study present building blocks in developing a lean implementation model for SMEs that considers the FLEs’ role more comprehensively.

Most studies on small and medium scale enterprises lump both small-scale and medium-scale businesses together as entirely similar phenomenon, thus creating an oversight of the degree of performance recorded by medium-scale businesses. In line with investigating medium-scale firms' performance, this study examines the role of quality management in the performance of medium-scale firms to evolve research-based recommendation for better performance.

Cross-sectional survey design and random sampling were employed. Analysis was based on 915 responses obtained via questionnaire copy distribution from employees within the supply chain, production, operations, and marketing/sales department of selected firms. Hypotheses testing was done using the structural equation model.

A positive significant relationship between quality management and operational performance, employee performance, and quality performance dimensions was identified. An insignificant relationship between quality management and financial and innovation performance dimensions was discovered. However, when mediated by employee focus and process management, significant relationships were observed among all performance dimensions.

The study reveals that employee focus and process management have the greatest mediating impact on the relationship between quality management and the organisational performance of medium-scale manufacturing firms. This study charts the course for other studies to investigate the mediating role of quality management practices on the relationship between quality management and the organisational performance of medium-scale firms in other developing nations. The manufacturing sector has thirteen industries, but only six were captured in this study. This poses a limitation to the generalisation of the findings of this study. Further studies could strive for a representation of every manufacturing industry to aid generalisation purposes.

Managers of medium-scale manufacturing firms must understand that it might be impossible to get a one size fits all approach to improving performance dimensions. Managers are advised to choose one or two performance dimensions as the goal, then focus on achieving them. This will help clarify which path is best to get the desired results and maximise their quality management system.

This study examines the impact of quality management practices on an integrated performance model of medium-scale firms. The study also uniquely examines the mediating impact of exclusive quality management practices on the relationship between quality management and an integrated performance model.

The origin of perfumery can be traced back to the true cradle of human civilization and culture in ancient Mesopotamia and Egypt. The world’s first referenced chemist was a perfumer named Tapputi-Belatekallim who lived in Babylon more than 3,000 years ago. She used her intimate knowledge of chemistry to develop various formulations and techniques to revolutionize the process of perfumery creation. Similarly, Ajmal is one of the first companies in the Gulf Cooperation Council (GCC) to have pioneered the science and art of perfumery creation. This case study describes the inspiring journey of Ajmal Perfumes which began in the farms of a small village located in Hojai, Assam, to becoming a world-class perfumer with a global reach of over 45 countries. From “Farm to Flacon,” (Flacon a.k.a glass bottle) the company’s perfect control over their seamless value chain has enabled them to sustainably grow their business while maintaining high standards of quality. Their performance across five major dimensions (finance, market, processes, people, and corporate social responsibility [CSR]) is used to gauge their success. In this case analysis, the strategic framework behind the success of Ajmal Perfumes is captured. Transformational Leadership (TL), Customer Centricity (CC), Intrapreneurial Behavior (IB), Total Quality Management (TQM), Innovation Success (IS), Absorptive Capacity (AC), and CSR are identified as their key drivers of success. A critical review of existing literature related to success drivers was also undertaken that brought forward knowledge gaps and future areas of research in the domain of TQM and AC.

Emerging competitive dynamics demand small and medium-sized enterprises (SMEs) to continuously comprehend and respond to changing market conditions by implementing effective soft total quality management (STQM) practices. Firstly, the study intends to identify the key STQM practices perceived to foster knowledge sharing (KS). Secondly, this study aims to investigate the impact of market turbulence (MT) on the interaction between STQM practices and KS among SMEs.

A total of 215 valid samples were analysed. Incorporating a two-hidden-layer deep artificial neural network (ANN) into SEM approaches allows for more in-depth testing and high prediction power. This study employs a two-stage PLS-SEM-ANN predictive-analytical technique to provide a more comprehensive analysis and significant statistical contribution.

The PLS-SEM-ANN analysis reveals that STQM practices including employee involvement (EI), employee training (ET), top management commitment (TMC) and employee teamwork (EM) are critical to boosting KS. MT, interestingly, moderates the relationship between EM and KS while negatively moderating the relationship between TMC and KS.

The study contributes to the knowledge-based view theory by demonstrating the importance of integrating STQM and KS among SMEs to thrive in today's dynamic market environment.

This study is aimed at examining the effect of Total Quality Management (TQM) practices on the operational performance of ISO 9001:2008 certified manufacturing companies in Ethiopia.

A cross-sectional survey was conducted to meet the purpose. Primary data was collected from the managers and senior experts working under the production and quality management units of the surveyed firms. Data was obtained from a survey of 302 participants found in 73 ISO 9001:2008 certified manufacturing organizations. Both EFA and CFA were applied to validate and confirm the instrument, and Structural Equation Modeling (SEM) was used to test the hypotheses.

The results revealed that among the practices of TQM used in the model only supplier quality management, continuous improvement and process management were found to have significant and positive effect on the operational performance of the ISO 9001:2008 certified manufacturing organizations in Ethiopia.

Future studies are suggested to consider some contextual variables such as firm age, scope of operation, firm size and firm strategy while addressing the objective.

The study will encourage managers of manufacturing companies in Ethiopia to utilize a reliable and valid framework of TQM practices for better operational performance results.

The fact that Ethiopian manufacturing organizations are required to improve their product's quality in order to improve their productivity and enhance their competitiveness in a global market is the rationale of this study. Even though several studies have evolved to scrutinize the link between TQM and operational performance across the world, nearly nothing, is known about this linkage in Ethiopia. Thus, the study represents one of the first attempts to empirically investigate this linkage in Ethiopian context.