Lean manufacturing implementation in Zimbabwean industries: Impact on operational performance

Catherine Maware,Olufemi Adetunji

doi:10.1177/1847979019859790

Abstract

The impact of Lean Manufacturing (LM) implementation on organizational performance is an ongoing discussion. The effect of implementing LM tools on operational performance across various industries in Zimbabwe, a country with an unstable real gross domestic product is evaluated. A structural model of LM that is aligned with the Toyota Production System (TPS) house was proposed. A structured survey questionnaire was used for the collection of data in identified companies. Of the 600 companies contacted, 214 useful responses were obtained implying a response rate of 35.6%. The structural and operational models were tested using the Statistical Package for Social Sciences and SmartPLS 3. The result indicated that operational performance was improved by implementing the selected LM tools.

Highlights

Lean Manufacturing (LM) is a philosophy that has been used by companies to increase competitiveness and organizational performance
The manufacturing sector in Zimbabwe has been struggling in their operations since the introduction of the multicurrency system in February 2009.8 This is because the sector is characterized by inadequate funding to improve on its machinery and technology,[9] and as a result, the growth in real Gross Domestic Product (GDP) has not been stable
The results indicated that total quality management (TQM) and just in time (JIT) had a direct and positive influence on organizational performance and human resource management (HRM) affected performance through the mediating effect of TQM and JIT

Summary

Introduction

Lean Manufacturing (LM) is a philosophy that has been used by companies to increase competitiveness and organizational performance. It was initially embraced by the manufacturing sector, it has been adopted by the service industries such as education Delago, Machado,[1] healthcare,[2,3,4] hotel and tourism[5,6] as well as transport.[7]. The manufacturing sector in Zimbabwe has been struggling in their operations since the introduction of the multicurrency system in February 2009.8 This is because the sector is characterized by inadequate funding to improve on its machinery and technology,[9] and as a result, the growth in real Gross Domestic Product (GDP) has not been stable. This has led companies in Zimbabwe to implement LM so as to eliminate waste and improve the quality of their products.[13]

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Conclusion