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1 – 10 of over 3000Fabiane Letícia Lizarelli, Ayon Chakraborty, Jiju Antony, Sandy Furterer, Maher Maalouf and Matheus Borges Carneiro
Lean implementation has become popular over the past three decades in the industry and is becoming more prevalent in, service organizations. The objective of this study is to…
Abstract
Purpose
Lean implementation has become popular over the past three decades in the industry and is becoming more prevalent in, service organizations. The objective of this study is to evaluate the impact of social and technical Lean practices on sustainable performance (i.e. economic, environmental and social) in service organizations.
Design/methodology/approach
The methodology includes the analysis of global results obtained from 139 managers from the service sector.
Findings
The results demonstrate that Lean practices have a positive effect on the three perspectives of sustainable performance, regardless of the company size and duration of Lean implementation. Furthermore, both social and technical Lean practices have a similar impact on environmental and economic performance, but their impact on social performance differs, since social Lean practices have a stronger impact on social performance.
Practical implications
This study has a significant contribution to Lean practitioners in service sectors, as it demonstrates that efforts to apply Lean practices can benefit economic results as well as environmental and social performance.
Originality/value
Majority of existing studies focused on the isolated impact of Lean on one of the triple bottom line performance aspects and with a scarcity of studies within the context of services. The intersection of these three strategic areas – Lean, sustainability and services – has not been extensively addressed. There is also a lack of studies that observe sustainability in environmental, social and economic performance, mainly in the service sector.
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Roberto Chavez, Wantao Yu, Mark Jacobs and Chee Yew Wong
This study aims to investigate whether Industry 4.0 digital technologies can enhance the effects of lean production on social performance.
Abstract
Purpose
This study aims to investigate whether Industry 4.0 digital technologies can enhance the effects of lean production on social performance.
Design/methodology/approach
Survey data collected from China’s manufacturing industry are used to test research hypotheses.
Findings
The results reveal that the three dimensions of lean production (internal, customer and supplier) have a significant positive effect on social performance and that digital technology advancement (DTA) positively moderates these relationships. DTA adds only a marginal contribution to social performance.
Practical implications
This study addresses a new challenging question from manufacturing firms: how to integrate lean, technology and people? The empirical findings provide timely and insightful practical guidance for managers to better understand the role of digital transformation in the traditional lean context.
Originality/value
While digitalization is known to complement lean production, this study shows digitalization also complements the effects of lean production on social performance.
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Syeda Ayesha Wadood, Muhammad Shakeel Sadiq Jajja, Kamran Ali Chatha and Sami Farooq
This study draws on the systems perspective to study the individual and combined interaction effect of lean management (LM) and sustainability management (SM) on the…
Abstract
Purpose
This study draws on the systems perspective to study the individual and combined interaction effect of lean management (LM) and sustainability management (SM) on the organization's triple bottom line (TBL) performance.
Design/methodology/approach
The study employs structural equation modeling to test the proposed hypotheses using data from the sixth version of the International Manufacturing Strategy Survey (IMSS VI).
Findings
The study finds that LM is positively related to all dimensions of the TBL performance. In contrast, SM is positively related to social and environmental performance and negatively related to economic performance. Finally, by finding that the interaction between LM and (SM) is positive for social and environmental performance, this study not only confirms that LM is an enabler for sustainability, but it also supports that the two paradigms are mutually compatible and reinforcing.
Practical implications
The findings imply that practitioners pursuing both LM and SM should leverage their mutual positive effects and balance the unintended effects of implementing isolated bundles by implementing them together as a complete socio-technical system. Their combined impact on the TBL performance will outweigh the sum of their individual effects in the case of isolated implementations.
Originality/value
In contrast with the extant literature, this study proposes that LM and SM make parts of one system as opposed to one correlated with the other or having a positive causal effect on the other. Taking an integrated systems approach, the study empirically verifies the “mutual compatibility” of the lean and sustainability paradigms argument, with regard to their effect on the TBL performance.
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Tinotenda Machingura, Olufemi Adetunji and Catherine Maware
This research aims to examine the complementary impact of Lean Manufacturing (LM) and Green Manufacturing (GM) on operational and environmental performance.
Abstract
Purpose
This research aims to examine the complementary impact of Lean Manufacturing (LM) and Green Manufacturing (GM) on operational and environmental performance.
Design/methodology/approach
A survey was conducted in the Zimbabwean manufacturing industry. A total of 302 valid responses were obtained and analysed using partial least square structural equation modelling (PLS-SEM).
Findings
Both LM and GM impact environmental and operational performance; however, GM's effect on operational performance is indirect through environmental performance.
Research limitations/implications
This study only focusses on the Zimbabwean manufacturing industry, and the results may not readily apply to other developing countries.
Practical implications
The companies that have successfully implemented LM are able to implement GM more easily because of their complementary nature.
Social implications
The integration of LM and GM reduces most forms of waste, causing an improved environmental and operational performance. In addition, this will improve community relations and customer satisfaction.
Originality/value
This research investigates the complementary nature of LM and GM on how LM and GM impact organisational performance and whether a combined Lean-Green implementation leads to better organisational performance than when LM and GM are implemented individually. The research also examines whether being environmentally compliant leads to improved organisational performance, particularly in a developing country.
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June Marques Fernandes, Luciana Paula Reis and Raphael Mansk
This study aims to validate a model to assess the level of lean maturity of Brazilian hospitals based on the adaptation of the SAE J4000/2021 standard.
Abstract
Purpose
This study aims to validate a model to assess the level of lean maturity of Brazilian hospitals based on the adaptation of the SAE J4000/2021 standard.
Design/methodology/approach
The methodology was divided: (1) adaptation of the standard to the health context, (2) application of the questionnaire through a survey, and (3) comparison of the results of the level of maturity in the standard and by the clustering technique, using Minitab.
Findings
The research presents two contributions: (1) validation of a model to assess the level of lean maturity based on the SAE J4000/2021; (2) insights into the level of maturity of Brazilian hospitals. It was observed that only 10% of the sample was classified at maturity level 3 and 75% at level 2. Private and large hospitals showed greater maturity compared to the others.
Research limitations/implications
This includes the limited number of hospitals that participated in the survey, given the difficulty of adherence to due constraints of time and staffing from hospitals, during the COVID-19 pandemic.
Practical implications
This article presents a lean maturity assessment proposal, adapting a consolidated standard in the automobile industry to the health context. Insights on the lean maturity of Brazilian hospitals can contribute to the development of policies to encourage the implementation of the lean philosophy directed to each specific environment.
Social implications
This study serves as a guide for public agents interested in monitoring the quality of hospital indicators through the SAE J4000/2021 standard. From this lean maturity analysis, hospital managers can understand their opportunities for improvement in both human and organizational aspects. This favors the improvement of service delivery to society that depends on health services.
Originality/value
Due to the lack of research that validates lean maturity level assessment models in Brazilian hospitals, this study can be considered a pioneer in this Brazilian research by validating the SAE J4000/2021 standard in its updated version in the health context.
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Paula H. Jensen, Jennifer Cross and Diego A. Polanco-Lahoz
Lean is a continuous improvement methodology that has succeeded in eliminating waste in a variety of industries. Yet, there is a need for more research on Lean implementation in…
Abstract
Purpose
Lean is a continuous improvement methodology that has succeeded in eliminating waste in a variety of industries. Yet, there is a need for more research on Lean implementation in several under-studied contexts, including crisis situations such as those created by the recent COVID-19 pandemic. This research investigates how Lean programs were impacted by COVID-19, while previous research has primarily explored how Lean was used to solve problems created by the pandemic.
Design/methodology/approach
A mixed-method research approach was used to analyze employee feedback on how COVID-19 impacted the Lean programs using data from various levels of four energy-based utilities in the United States. First, an online questionnaire collected qualitative and quantitative data from a broad sample of participants. Then, a follow-up semi-structured interview allowed the elaboration of perceptions related to the research question using a smaller sample of participants.
Findings
Out of the 194 responses from the four companies, only 41% of the respondents at least somewhat agreed that COVID-19 impacted the Lean program at their company; of the remaining 59%, 35% indicated they were neutral, while 24% disagreed. The themes from the qualitative portion indicated that, while employees believed their companies had successfully found a new way to do Lean within the constraints of not always being in person, the collaboration and engagement were more challenging to sustain, and COVID-19 also otherwise made it more difficult to implement Lean. Meanwhile, some believed there was no impact on the Lean program.
Originality/value
The COVID-19 and Lean peer-reviewed literature published from 2020 to September 2023 focused primarily on using Lean to address problems created by the COVID-19 pandemic vs studying the pandemic's impact on Lean programs. This research partially fills this literature gap in understanding the impact COVID-19 had on Lean initiatives.
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Aparicio Afonso Santos, Luciana Paula Reis and June Marques Fernandes
Many advanced technologies applied to maintenance are aimed at data analysis and not directly at the execution of activities. Considering the lack of studies that analyze the use…
Abstract
Purpose
Many advanced technologies applied to maintenance are aimed at data analysis and not directly at the execution of activities. Considering the lack of studies that analyze the use of technologies with a focus on aiding maintenance activities, this study aims to investigate the applicability of advanced technologies capable of mitigating ergonomic risks in mining maintenance activities.
Design/methodology/approach
A mixed-method study approach was performed in the most important Brazilian mining company, where three groups of equipment were observed: pumps, crushers and sieves. Qualitative and quantitative data were collected, including structured interviews with 60 maintenance professionals for the equipment, and a workshop was held to evaluate the applicability of these technologies in the maintenance activity of this equipment.
Findings
It was verified that the load handler, weight cancelers and automatically guided vehicle technologies were assessed as capable of mitigating ergonomic problems of the supporting the weight of parts and tools and the human traction during maintenance activities.
Research limitations/implications
The study observed only one company, and the five technologies analyzed here are not yet a reality in this sector.
Practical implications
This research directs maintenance managers in the implementation of process improvements, in the incorporation of technologies capable of mitigating the ergonomic problems experienced by the maintenance professionals. In this way, it is expected to reduce the number of absences from work and improve the working conditions of these professionals.
Social implications
Mining activities impact the local economy and are important in the development of technologies that improve productivity and the man–work relationship. The demands of industries for new solutions encourage local technological development through an approximation with university research and development centers. At the same time, it is observed that these centers can help in the formation of competences to act, either in the implementation of these technologies or in their handling. This university–company integration, in addition to benefiting the mining segment, has the potential to expand the solution to different supply chains, which proves to be a relevant social impact.
Originality/value
This study is pioneering in understanding the use of advanced technologies in maintenance activities in the context of the mining industry (extractive primary sector).
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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.
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Julianita Maria Scaranello Simões, José Carlos de Toledo and Fabiane Letícia Lizarelli
Front-line lean leadership is critical for implementing and sustaining lean production systems (LPS). The purpose of this paper is to analyze the relationships between front-line…
Abstract
Purpose
Front-line lean leadership is critical for implementing and sustaining lean production systems (LPS). The purpose of this paper is to analyze the relationships between front-line lean leader (FLL) capacities (cognitive, social, motivational, knowledge and experience), lean leader practices (developing people and supporting daily kaizen) and the degree of implementation of lean tools (pull system, involvement of employees and process control) in manufacturing companies.
Design/methodology/approach
A survey was conducted with FLLs from large Brazilian manufacturing companies. The survey collected 103 responses, 99 of which were validated. Data were analyzed using partial least squares structural equation modeling.
Findings
There was a positive, significant and direct relationship between FLL capacities, leadership practices and a degree of implementation of LPS tools on the shop floor. The validated model is a reference base for planning FLL capacities and practices that result in more effectively implementing LPS on the shop floor.
Practical implications
The findings provide managers with a new perspective on the importance of the development and training of FLLs focusing on leadership capacities. As decisions about developing lean capabilities impact the application of Lean leadership practices and the use of lean tools, they are also related to day-to-day lean activities and improved operational results. Additionally, the proposed model can be used by managers as a basis to diagnose, develop and select lean leaders.
Originality/value
This study seeks to fill a theoretical gap of knowledge on front-line lean leadership as it jointly addresses and empirically analyzes the existing relationships between lean leadership capacities, encompassing the perspective of psychology, lean practices and tools on the shop floor.
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Kristina M. Eriksson, Anna Karin Olsson and Linnéa Carlsson
Both technological and human-centric perspectives need to be acknowledged when combining lean production practices and Industry 4.0 (I4.0) technologies. This study aims to explore…
Abstract
Purpose
Both technological and human-centric perspectives need to be acknowledged when combining lean production practices and Industry 4.0 (I4.0) technologies. This study aims to explore and explain how lean production practices and I4.0 technologies may coexist to enhance the human-centric perspective of manufacturing operations in the era of Industry 5.0 (I5.0).
Design/methodology/approach
The research approach is an explorative and longitudinal case study. The qualitative data collection encompasses respondents from different job functions and organizational levels to cover the entire organization. In total, 18 interviews with 19 interviewees and five focus groups with a total of 25 participants are included.
Findings
Identified challenges bring forth that manufacturing organizations must have the ability to see beyond lean production philosophy and I4.0 to meet the demand for a human-centric perspective in socially sustainable manufacturing in the era of Industry 5.0.
Practical implications
The study suggests that while lean production practices and I4.0 practices may be considered separately, they need to be integrated as complementary approaches. This underscores the complexity of managing simultaneous organizational changes and new digital initiatives.
Social implications
The research presented illuminates the elusive phenomena comprising the combined aspects of a human-centric perspective, specifically bringing forth implications for the co-existence of lean production practices and I4.0 technologies, in the transformation towards I5.0.
Originality/value
The study contributes to new avenues of research within the field of socially sustainable manufacturing. The study provides an in-depth analysis of the human-centric perspective when transforming organizations towards Industry 5.0.
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