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Lean manufacturing (LM) principles are one of the alternatives to improve manufacturing productivity, quality and customer satisfaction in Indian manufacturing industry. The purpose of this paper is to find the implementation status of LM principles across Indian manufacturing organizations through the empirical survey methodology.

The survey questionnaire was developed based upon literature review conducted on LM and also considered experts suggestion in the field of LM. The survey questionnaire was sent to 753 manufacturing organization located in India. The respondent organization details have gathered from the list of Confederation of Indian Industries directory for the year 2011.The selected respondents were production managers, quality managers, sales managers, maintenance managers, CEOs of the organization. The empirical survey collected 180 filled survey questionnaires from Indian manufacturing industries.

The study clearly identified that many manufacturing organizations were in initial transition stage and concentrating mostly in-plant operations instead of collaboration in all levels of business with suppliers and customers. The present study found that drivers for implementation of LM were customer satisfaction and organizational continuous improvement program. The present study also found that barriers to implement LM principles were employee resistance, implementing few elements of LM principles instead of the complete package of LM framework, budget constraints and lack of understanding of LM principles to shop floor managers. Finally the study concluded that Indian manufacturing organizations have to conduct continuous learning programmed to improve understanding of LM principles as well as to maintain their motivation level in apex point. The study also suggested that a systematic LM framework is needs to Indian manufacturing organizations, which will act as clear cut guiding torch to the organization managers to implement LM principles across organization.

The sample size of the present study was moderate number than previous studies. However the study only concentrated on manufacturing organizations across India. The results of the present study cannot generalize across all the sectors of Indian organizations.

The concept of LM was very popular among developed and developing countries in the world. Many research studies were performed across world to find the status of LM implementation in their countries. Very few research studies reported the status of LM implementation in Indian manufacturing industries and those studies also with limited focus of the status of LM implementation. Hence the study presented details status of LM principles implementation in Indian manufacturing industries.

Much has been written and talked about on the subject of lean manufacturing (LM) since the idea was first defined by Womack, Jones and Roos. This has stimulated academics and practitioners within various sectors of manufacturing industry to assess the viability of applying lean manufacturing principles to their circumstances. Addresses the vexing question asked specifically by many manufacturers in high variety, low volume (HVLV) segments: “Can we either directly or in adapted form apply LM principles and, if so, how do we go about it in our circumstances?” First describes the main characteristics of HVLV situations and then, drawing from experience of such organizations, contrasts these characteristics with those of the typical large lean manufacturing company. Uses this discussion as the framework to debate some of the major organizational and technological barriers which need to be overcome in applying lean principles in HVLVs. Then proposes approaches which feasibly can be considered when implementing lean manufacturing principles within a typical HVLV situation. Concludes with examples of the application of these principles to real situations in two case companies. The cases present instances of how organizations adapt lean principles to design and implement logistics and manufacturing operations for leanness, in creating and leveraging integrative supplier relationships and in evolving towards a process orientation which permits the institution of consistent measures to gauge strategic performance.

The current good manufacturing practices (cGMP) are followed in the pharmaceutical sector to ensure that products are consistently produced and controlled to the appropriate quality standards as required by the marketing agencies. The purpose of this paper is to share improvement experiences due to implementation of lean principles combined with cGMP in a pharmaceutical company.

To conduct the study, an intensive review of literature has been conducted. For analysis of the problems existing in the selected production line, the 5‐whys methodology was followed. The current state value stream map (VSM) has been developed after making several company visits and necessary computations. For improvement of the system, various lean strategies have been proposed and the future state VSM developed.

The methodology assisted this company in reducing lead times, cycle times and WIP inventory in the manufacturing process. Furthermore, the storage area was reduced by 38 per cent and production staff was reduced by 50 per cent.

The prime purpose of a lean strategy is to eliminate wastes and to search for continuous improvement in processes. The proposed lean strategies indicated scope for improvement in production efficiency and effectiveness of manufacturing operations.

The guiding principle of cGMP is that quality is built into a product, and not just tested into a finished product. This paper makes several contributions to the pharmaceutical manufacturing company. The proposed lean strategies are considered to be highly valuable for implementation in similar manufacturing industries.

The purpose of this paper is to determine the current state of the Lean principles adopted by food small and medium-sized enterprises (SMEs).

The case study approach was undertaken in order to gain insights into Lean adoption. Nine Greek food SMEs certified according to the ISO 9001 quality management system (QMS) and the ISO 22000 food safety management system (FSMS) were approached. Interviews were conducted with the chief executive officers and the company managers in charge of the QMS or FSMS, based on a structured questionnaire.

The food SMEs participating in the present study adopt Lean principles to a high extent. However, there is room for further improvement.

The fact that the data collected suggests subjective business evidence and not objective as well as the fact that only two representatives of each of the nine food SMEs were conducted, comprise the main limitations of the present study. So, the results should be considered with caution, as far as the Lean adoption in the Greek food sector is concerned. Based on these limitations, future research suggestions can be made.

Based on the present study, suggestions can be made regarding the successful adoption of Lean principles, not only for the sample SMEs but also for the whole of the food sector. More specifically, by determining the strengths and weaknesses of the food SMEs’ efforts to adopt Lean, suitable managerial initiatives can be undertaken by these companies as well as the whole sector to fully adopt Lean and derive the respective benefits.

The paper provides insights into the adoption of Lean principles in the Greek food sector. This is the first study in the field of Lean that has been carried out in the Greek food SMEs.

Explores the role of the remuneration system in the implementation process when introducing a complex manufacturing strategy, lean production. Exploratory clinical research in a mechanical manufacturing company was used and three areas of findings emerged. First, there is a need for congruence in time between organization and remuneration, since the remuneration system serves both as an obstructing and a facilitating force in the process. There is also a need for congruence between the principles of the organization and remuneration. Converting the complex goals of the manufacturing strategy into a correspondingly elaborate remuneration system is essential. Finally, proposes a two‐part remuneration system for lean manufacturing. The first part of the system is a response to the founding principles of lean manufacturing: focusing on the competence of the individual. The second part is formed to remunerate the outcomes of a lean manufacturing system based on the performance of the team.

The purpose of this research is to study the impact of perceived adoption of Lean principles on operational performance in Lebanese pharmaceutical industries.

A quantitative method was implemented using a questionnaire that targeted 253 respondents working in eight good manufacturing practices (GMP) certified Lebanese pharmaceutical companies. Reliability analysis was performed using SPSS, and the research hypotheses were tested using regression analysis.

The results demonstrated that Lean principles positively and directly affected operational performance. It also positively affected operational performance factors of quality, cost and time. However, the analysis of each of Lean principles impact on operational performance cost was analyzed perfection, value, and value stream mapping (VSM) significantly increased operational performance. In addition, pull only positively augmented the cost reduction, whereas flow did not show any effects on any of operational performance’s factors.

In addition to enhancing operational performance, the positive effect of the perceived adoption of Lean principles on performance is also explained by managers’ efforts in studying the flow of actions in their processes to reduce wastes. To face uncertainty, training and building a workforce that is able to implement Lean principles, equipping this workforce with needed artifacts, and promoting a high-performance culture are crucial for the successful implementation of Lean principles.

Lean approach has become a major pathway of improvement especially in pharmaceutical companies. Few studies analyzed the impact of each of the Lean principles on the operational performance in companies that operate in era of uncertainty. Furthermore, the perceived adoption of Lean principles is under investigated in the Middle East in general and in Lebanon in particular.

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.

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.

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.

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.

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.

The purpose of the article is to identify suitable existing lean product development (LPD) framework that is useful to implement in Indian manufacturing industry. The number of successful products is one of the most deciding factors in any organization revenue. Lean principles can be applied across product development processes to eliminate waste activities. Thus, to fulfill the objective, the present study has performed validity and reliability analysis on the existing LPD frameworks with the help of empirical data collected from Indian manufacturing sector through a survey questionnaire methodology.

The empirical data was collected from 180 manufacturing organizations from Indian manufacturing sector. The study has gathered the empirical data from respondents from top and middle level personnel. Factor analysis was conducted on the collected empirical data to find the unidimensionality of the each framework. Reliability of each individual framework was determined through Cronbach’s alpha value. Finally, the frequency distribution analysis was performed to find familiar constructs in the selected frameworks sorted on the basis of validity and reliability analysis.

The present study found that only eight LPD frameworks have displayed unidimensionality with respect to the construct, i.e. the LPD it measures. The study also found that those eight frameworks have displayed a high level of reliability. Further, the study tried to find the most familiar constructs from the selected eight frameworks by applying frequency distribution analysis. The frequency distribution analysis has identified that most of the constructs have showed a high value in terms of mode and mean. The study also concluded that there is a need to develop a new LPD framework, which is suitable to fulfill the requirements of Indian manufacturing industry, as well as global manufacturing industry.

The study collected empirical data from 180 organizations and all of the respondents were restricted from Indian manufacturing industry. Hence, the study believes that there is a chance some more amplification before being generalizes over across the sectors and countries.

The main objective of the present article is to find out the suitability of the existing LPD frameworks to Indian manufacturing sector. The study also anticipates that the products development managers and executives may collect complete information on the existing LPD frameworks and also a chance to executing proper suitable framework in the respective manufacturing organization.

The purpose of this paper is to report a review of various perspectives of lean in heavy engineering and fabrication industries and to propose a framework.

Lean manufacturing (LM) earlier known as Toyota Production System (TPS) was mainly used by automobile industries where the operations occur in sequence and the adoption of LM was easier. When it comes to heavy engineering industries, the concept of lean can be adopted in a versatile operating environment to have more advantages by waste elimination thereby having higher profit. Thus, an effort is made to consolidate various lean perspectives, namely, barriers, principles, tools and performance measures and a framework was proposed on how various lean perspectives can be adopted in a systematic way.

A comprehensive analysis of lean from various perspectives from viewpoint of the fabrication industry are done and the review is presented. Also, the framework linking barriers, principles, tools and performance measures is being contributed as an outcome of the review.

The review of lean from various perspectives for the fabrication industry and the development of a framework is the original contribution of the authors.

The contemporary manufacturing organizations recognize the importance of lean manufacturing as a tool to eliminate wastes, streamline processes and improve value addition. On the other hand, such organizations also focus on the development of ecofriendly products and processes. In this context, lean manufacturing concepts provide a pathway for attaining sustainable benefits. This paper aims to present the state of art review on lean and sustainable manufacturing.

A total of 80 research papers on lean and sustainable manufacturing from various perspectives have been reviewed and their contributions are being presented. The perspectives include origin, definition, decision-making, performance measurement, product development and application for both lean and sustainable manufacturing.

Findings from the literature prove that both lean and sustainable manufacturing systems aim at improving the organizational performance and provide both operational and sustainable benefits. Also based on the studies, it has been found that integrated lean sustainable manufacturing system can be defined as a system that creates value for the customers by eliminating wastes consistently and adopting processes that are ecofriendly, economically viable and safe for the employees to produce green products that enhance the social performance.

The present review considers the papers on lean and sustainable manufacturing based on certain perspectives. Peer-reviewed journal articles, and books are only being considered and reviewed. Articles and information from dissertation thesis, unpublished working papers and conference proceedings were excluded. In future, the study can be enhanced by considering more such perspectives that reflect the ideology and applicability of the selected themes. The practical perspectives of lean and sustainable manufacturing and their integration are also being presented.

This paper presents a review of lean and sustainable manufacturing and provides insights from different perspectives. The scope for their integration is also discussed. The contributions are original.