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Article
Publication date: 5 April 2021

Saumyaranjan Sahoo

There is a scarcity of research about cultural aspects of organization related to lean implementation. The purpose of this research is to investigate the effects of lean practices…

2238

Abstract

Purpose

There is a scarcity of research about cultural aspects of organization related to lean implementation. The purpose of this research is to investigate the effects of lean practices and organizational culture on the operational performance of small- and medium-sized manufacturing enterprises.

Design/methodology/approach

The study is based on a survey conducted and data collected from 215 manufacturing SMEs in India. The hypothesized relationships are then analyzed with structural equation modeling.

Findings

The results showed that the constructs of lean practices and organizational culture have significant and direct effects on the operational performance of Indian manufacturing SMEs. Further, this research shows the mediating effect of organizational culture on sustaining lean processes within small-medium manufacturing business setups.

Research limitations/implications

Future research is required in a more diverse context to confirm the generalization of the results. Future research may be extended to investigate the effects of lean and organization cultural aspects on measures of financial, social and environmental performance.

Practical implications

The results obtained would help managers of manufacturing SMEs to better understand the linkage between lean and operational performance, considering the aspect of cultural change management in an organization. The outcome of this research provides useful indications of how organizations can work to sustain the philosophy of lean manufacturing within their workplace.

Originality/value

There is a lack of research at the critical intersection of organizational culture and sustainability of lean implementation. Culture is key to making changes required for lean implementation and in sustaining the drive toward lean production and management. This research is an attempt to fill that gap.

Details

International Journal of Quality & Reliability Management, vol. 39 no. 2
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 5 July 2022

Xhavit Islami

The purpose of this paper is to examine the mediating role of strategic supplier partnership and moderating role of information sharing (IS), in the relationship between lean

Abstract

Purpose

The purpose of this paper is to examine the mediating role of strategic supplier partnership and moderating role of information sharing (IS), in the relationship between lean manufacturing and firms’ financial performance (FP).

Design/methodology/approach

Utilizing the contingency approach, this study develops a research model to validate the proposition that a proper integration of supply chain (SC) practices enhances the financial performance of the firm. The study uses data from one hundred and fifty-seven manufacturing firms. The results are generated on structural equation modeling (SEM) using AMOS software.

Findings

The study finds that strategic supplier partnership partially mediates the relationship between lean manufacturing and FP, whereas, empirically, it could not demonstrate that IS significantly moderates the relationship between lean manufacturing and FP.

Practical implications

The paper theoretically develops logic for and empirically shows that strategic supplier partnership is an appropriate practice for mediating the impact of lean manufacturing on FP.

Originality/value

This strategic supply chain integration contributes to theory and demonstrates that SC practices’ correct synchronization and orchestration may realize superior FP. In addition, this research provides a sustainable strategic SC model that creates value and provides a competitive advantage for firms in the long term.

Details

Benchmarking: An International Journal, vol. 30 no. 9
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 22 October 2021

Choon Ling Sim, Zeyun Li, Francis Chuah, Yi Jin Lim and Kit Yeng Sin

With the growing pressure to gain optimum level of quality and speed, Lean Six Sigma (LSS) practices have drawn considerable attention as a viable alternative for process…

Abstract

Purpose

With the growing pressure to gain optimum level of quality and speed, Lean Six Sigma (LSS) practices have drawn considerable attention as a viable alternative for process improvement. However, previous studies revealed that there is very little systematic and rigorous research to validate the claims. In this regard, this paper aims to empirically examine the effect of LSS practices on quality performance in the medical device manufacturing industry.

Design/methodology/approach

For this study, partial least square–based structural equation modeling (PLS-SEM) was used to empirically examine the effect of LSS practices on quality performance in Malaysian medical device manufacturing industry.

Findings

The findings of this paper revealed that LSS practices have a significant and positive effect on quality performance in the medical device manufacturing industry.

Practical implications

This paper will serve as a valuable implication for industry practitioners in providing them with a clearer managerial direction to exploit the strength of LSS practices to achieve company’s quality goals. Moreover, this study will serve as a basis for future LSS scholars, providing them with valuable insights and directions for future research.

Originality/value

This paper develops a conceptual LSS framework that captures the integrated nature of two methodologies and provides empirical evidence that supports the positive influence of LSS practices on quality performance; hence, it contributes to the growing body of LSS literature in both theoretical and empirical sense.

Details

International Journal of Lean Six Sigma, vol. 13 no. 3
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 3 October 2019

Catarina Maurício Valente, Paulo Sérgio Amaral Sousa and Maria Rosário Alves Moreira

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…

1383

Abstract

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.

Details

Journal of Manufacturing Technology Management, vol. 31 no. 3
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 19 September 2023

Rafael Henao and William Sarache

Sustainability has become a priority for companies due to pressure from multiple stakeholders. In an overly competitive market, shareholders push for economic results, allowing…

Abstract

Purpose

Sustainability has become a priority for companies due to pressure from multiple stakeholders. In an overly competitive market, shareholders push for economic results, allowing lean manufacturing to establish itself as dominant paradigm in manufacturing. However, concerns grow regarding how lean implementation can allow companies to achieve sustainable development goals, or, if the resources required for a successful lean implementation can result in a detriment of environmental and social performance. This paper intends to help close the knowledge gap regarding the effects of lean manufacturing on sustainable performance from a triple bottom line perspective, and how operational, environmental and social outcomes interact between themselves.

Design/methodology/approach

Two models for the interaction between lean and sustainability were proposed. The first is called the “sand-cone” model, which poses that performance improvements derived from lean are cumulative on each one of the sustainability dimensions. The second is called the “trade-offs” approach. In this case, the resources required to improve one dimension of sustainability clash with those required by the others. Data were gathered from a sample of 133 Colombian metalworking companies and processed using structural equations models.

Findings

The results support the cumulative “sand-cone”, which follows a sequence of operational-environmental-social improvement in the presence of lean. For the “trade-offs” model, partial evidence suggests that they can occur in detriment of social performance.

Originality/value

The “sand-cone” and “trade-offs” are empirically tested for the first time in the context of sustainability, providing further knowledge into its interaction with lean manufacturing. The models’ results contribute to practitioners by providing a tested path for companies to improve their performance in a cumulative sequence that will provide better long-term results.

Details

Journal of Manufacturing Technology Management, vol. 34 no. 8
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 11 January 2022

Narpat Ram Sangwa and Kuldip Singh Sangwan

The paper aims to identify, prioritize and rank lean practices in the context of an Indian automotive component manufacturing organization using interpretive ranking process (IRP…

Abstract

Purpose

The paper aims to identify, prioritize and rank lean practices in the context of an Indian automotive component manufacturing organization using interpretive ranking process (IRP) and interpretive structural modeling (ISM) approaches.

Design/methodology/approach

Lean practices are identified from the literature. Then, two hierarchical models were are developed using two distinct modeling approaches – ISM and IRP with expert opinions from an Indian automotive component manufacturing organization to analyze the contextual relationships among the various lean practices and to prioritize and rank them with respect to performance dimensions.

Findings

In the study, the hierarchical structural models are developed using ISM and IRP approaches for an Indian automotive component manufacturing organization. In ISM-based modeling, lean practices can be categorized into five levels. Top priority should be given to the motivators followed by value chain, system/technology and organization centric practices. IRP model shows the dominance relationship among the various lean practices with respect to performance dimensions.

Practical implications

The models are constructed from the organizational standpoint to evaluate their impact to the implementation of lean manufacturing. The study leverages the organizations to prioritize limited resources as per the hierarchy. Managers get the inter-linkages and ranking of various lean practices, which leads to a better perspective for the effective implementation of lean. The structural models also assist management to assign proper roles to employees/departments for effective lean implementation.

Originality/value

There is hardly any structural model of lean practices in the literature for clustering, prioritizing and ranking of lean practices. The study fills this gap and develops the hierarchical models of lean practices through IRP and ISM approaches for an Indian automotive component manufacturing organization. The results from both approaches are compared for illustrating the benefits of one over the other.

Details

International Journal of Productivity and Performance Management, vol. 72 no. 6
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 24 April 2020

Gusman Nawanir, Kong Teong Lim, T. Ramayah, Fatimah Mahmud, Khai Loon Lee and Mohd Ghazali Maarof

This study scrutinized the synergistic effects of lean manufacturing (LM) on lead time reduction (LR) while investigating the mediating role of manufacturing flexibility (MF) in…

Abstract

Purpose

This study scrutinized the synergistic effects of lean manufacturing (LM) on lead time reduction (LR) while investigating the mediating role of manufacturing flexibility (MF) in that relationship within the context of batch and mass customization manufacturers.

Design/methodology/approach

This cross-sectional survey involved 160 large batch and mass customization manufacturers in Indonesia. Data were analyzed by using the PLS path modeling approach and multigroup analysis.

Findings

The positive synergistic direct effects of LM on LR and MF were revealed in both process types. In mass customization, MF mediates the effect of LM on LR. However, such a mediating effect was not found in the batch process due to the insignificant effect of MF on LR.

Practical implications

The findings offered theoretical and practical insights supporting the manufacturers to grasp potential benefits through the holistic LM implementation as well as the suitable strategies to improve MF and reduce lead time by considering the types of the production process.

Originality/value

This study bridged the gaps regarding the comparison of LM implementation and its influence on MF and LR in mass customization and batch production.

Details

Benchmarking: An International Journal, vol. 27 no. 5
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 12 September 2010

Shams Rahman, Tritos Laosirihongthong and Amrik S. Sohal

The purpose of this paper is to examine the extent to which lean management practices are adopted by manufacturing organizations in Thailand and their impact on firms' operational…

9716

Abstract

Purpose

The purpose of this paper is to examine the extent to which lean management practices are adopted by manufacturing organizations in Thailand and their impact on firms' operational performance.

Design/methodology/approach

Using a survey questionnaire, data were collected against 13 lean practices from 187 middle and senior managers belonging to 187 Thai manufacturing firms. Using factor analysis these lean practices were then clustered into three higher level constructs namely just in time (JIT), waste minimization and flow management. The responding firms were categorized into small and medium enterprises (SMEs) and large enterprises (LEs) based on size and Thai‐owned, foreign‐owned and joint venture firms based on ownership. The multiple regression models were employed to investigate the effects of three lean constructs on operational performance in different categories of firms. The operational performance is measured by four parameters such as quick delivery compared to competitors, unit cost of products relative to competitors, overall productivity and customer satisfaction.

Findings

The results indicate that all three lean constructs are significantly related to operational performance. JIT has a higher level of significance in LEs compared with SMEs, whereas for waste minimization there is a higher level of significance for SMEs compared with LEs. Flow management has a much lower level of significance for both SMEs and LEs. With respect to ownership, JIT is highly significant to operational performance for all three ownership groups (Thai, foreign and joint venture). Foreign‐owned companies show a higher level of significance on operational performance for both waste management and flow management than Thai and joint venture companies.

Originality/value

The paper provides insights into the adoption of lean practices in an Asian context and using survey data as opposed to case studies, and provides further evidence that lean practices are significant in enhancing operational performance.

Details

Journal of Manufacturing Technology Management, vol. 21 no. 7
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 2 July 2018

Gusman Nawanir, Kong Teong Lim, Siti Norezam Othman and A.Q. Adeleke

The purpose of this paper is to provide valid and reliable constructs for lean manufacturing (LM) for assessing its implementation level in order to target areas of improvement.

Abstract

Purpose

The purpose of this paper is to provide valid and reliable constructs for lean manufacturing (LM) for assessing its implementation level in order to target areas of improvement.

Design/methodology/approach

Based on an extensive review on LM literature and content validity assessment from practitioners and academicians, nine LM constructs were identified. Measurement items for each construct were developed to become a complete questionnaire. The questionnaire booklets were distributed to large and discrete manufacturing companies in Indonesia. Out of 1,000 survey questionnaires sent, 236 usable responses were returned giving response rate of 23.60 percent. Subsequently, an empirical assessment on the constructs was done by using structural equation modeling approach.

Findings

The study identified the valid and reliable LM constructs, consisting of nine LM constructs and 64 measurement items. The study found that all the constructs are complementary and mutually supportive with each other. Indeed, it suggests the holistic implementation of all the LM practices.

Research limitations/implications

Owing the time and resource constraint, this study only involved large and discrete process manufacturing industries in Indonesia. Hence, the generalization of the result is slightly limited. More studies in several different contexts are required.

Practical implications

This study provided a valuable tool for researchers for gaining deeper understanding regarding the LM and its implementation. For practitioners, it is useful to evaluate the degree of LM employment in their companies, to target area of improvement, as well as to take possible actions in attempting to enhance the organizational performance. More importantly, practitioners should adopt all the LM practices in a holistic manner.

Originality/value

This study is the first attempt to develop LM constructs for evaluating the LM implementation in Indonesia.

Details

Benchmarking: An International Journal, vol. 25 no. 5
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 23 December 2020

Sajan M.P. and Shalij P.R.

The purpose of this study is to investigate whether the adoption of Lean manufacturing (LM) contributes towards the sustainability performance of small and medium-sized…

Abstract

Purpose

The purpose of this study is to investigate whether the adoption of Lean manufacturing (LM) contributes towards the sustainability performance of small and medium-sized enterprises (SMEs) in India.

Design/methodology/approach

The study is based on a multi-case study approach conducted among five independent Indian manufacturing SMEs. The information from direct observation, structured questionnaire interviews with key persons and archival data are used to analyse and cross-check the relationship. An assessment tool, developed using the variables collected from the previous works, is used to measure the relationship.

Findings

The study provides a solid basis for the contribution and positive influence of LM towards the sustainability performance in SMEs. The manufacturing SMEs that have adopted Lean principles and practices are benefited more towards their economic, environmental and social sustainability performances, irrespective of their operational characteristics such as firm size and final product.

Research limitations/implications

This is a limited study conducted in a particular state in India by selecting only five independent case companies with divergent operational characteristics such as size of the firms, product and manufacturing process.

Originality/value

The study contributes by authorising the contribution of LM towards sustainability performance of SMEs. The findings will inspire academic community and industrial practitioners to expend for the adoption of Lean principles looking forward the sustainable development of the SMEs.

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