Abstract
Toyota Production System (TPS) a systematic approach to identify and eliminate waste activities through continuous improvement and understand the principles of lean such as identification of value, elimination of waste and generation of flow (of value to the customer). This paper explores between lean manufacturing practices (supplier management, employee involvement, just in time, customer focus and statistical process control to monitor quality) and environmental performance outcomes (operational and innovation performances). The purpose of this study is to proposed structural relationship lean manufacturing practices and environmental performance model for Malaysia automotive industries. The conceptual model using Structural Equation Modeling (SEM) has been proposed. Base on the proposed conceptual model and reviewed, research hypotheses are being develop, the paper culminates with suggested future research.
Highlights
The automotive industry in 21st century has forced most of the leaders in several sectors to implement more competitive manufacturing system
This paper explores between lean manufacturing practices and environmental performance outcomes
The aim of this paper is to explore the extent of Lean Manufacturing Practices (LMP) in Malaysian automotive manufacturing industry
Summary
The automotive industry in 21st century has forced most of the leaders in several sectors to implement more competitive manufacturing system. Compared with other industries in the manufacturing sector in Malaysia, the global industry has been identified to improve the industrialization process so that Malaysia can be a developed nation by 2020. Under the National Automotive Policy (NAP), to assist the transformation and integration of the local automotive industry optimally into the regional and global industrial network an increasingly liberalized and competitive. While lean was created in large volume, repetitive manufacturing for the automotive industry sector, lean principles and benefits apply to all processes such as health care and service. The principles of lean manufacturing were developed by Taiichi Ohno, a Toyota engineer. Principles allow the company to meet demand, reduce inventory, maximize the use of multi-skilled workers, flatten the management structure and focus resources where needed (Chen and Taylor, 2009)
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