Modeling Critical Success Factors of Lean Strategy in the Manufacturing Industry

Abstract

This article aims to provide valuable new insights into organizations implementing Lean Manufacturing (LM) as a continuous improvement strategy, focusing on those which are reducing waste in order to increase their competitiveness. A statistical approach was used to model the causal relationships between LM Critical Success Factors (CSFs) to achieve this goal. We used an instrument which has been previously validated in the transportation equipment manufacturing sector in the Mexican manufacturing industry. The proposed hypotheses were subjected to empirical tests using the Structural Equation Modeling (SEM) technique. The results indicate that Top Management Involvement and Commitment, with Project Leadership as a mediator, contributes indirectly and significantly to the increase in the benefits of LM projects. In addition, it was observed that Customer Focus, Linking Lean to the Suppliers, and Training and Education directly influence the increase in the benefits of LM projects in the sector. These findings offer a frame of reference for manufacturing industries with similar characteristics to the sector in this study who wish to increase their benefits by developing projects using LM methodology.