Lean Manufacturing Practices Research Articles

Integrating Lean and Sustainable Manufacturing Principles for Sustainable Total Productive Maintenance (Sus-TPM)

Abstract Total productive maintenance (TPM) is a systematic method to ensure equipment can function at the required performance to meet customer demand. The benefits of TPM are well known in lean manufacturing environments, and the technique is widely used to ensure no waste is created by defective equipment. Lean manufacturing principles and practices provide a solid basis to build upon to create more sustainable products, processes, and systems. TPM practices, therefore, can serve as a useful tool for more sustainable maintenance practices, leading to more sustainable manufacturing when additional criteria are incorporated into the existing foundation of the practice. This paper introduces a framework to integrate sustainability criteria and develop Sustainable TPM (Sus-TPM) as a complement to TPM practices. The approach to visually present the temporal sustainability performance variation of equipment by developing impact assessment trees using the Sus-TPM technique is presented. The application of the approach to an example is provided to demonstrate its benefits. Potential future expansions are also discussed to highlight how the Sus-TPM methodology could become an important tool for more sustainable manufacturing.

Mediating Role of Green Supply Chain Management Between Lean Manufacturing Practices and Sustainable Performance.

Manufacturing companies in today's industrial world are seeking to use the new manufacturing process methods. The primary goal of corporations is to achieve optimum production while deploying minimal capital. The fundamental purpose of this study is to examine the influence of various lean manufacturing practices on the sustainability performance of companies and the mediating role of green supply chain management (GSCM). The data was gathered using questionnaires from 250 Pakistani manufacturing firms and analyzed using AMOS 25. Results demonstrate that process and equipment, product design, supplier relationships, and customer relationships significantly affect sustainable performance. It is also recognized that Green Supply Chain Management mediates the interaction between HR processes, product design, supplier relationship, customer relationship, and environmental performance. The findings of this study will enable managers and decision-makers of manufacturing companies to increase sustainable efficiency and reduce waste through the use of lean manufacturing and GSCM implementation.

Relationship between Just in Time, Lean Manufacturing, and Performance Practices: a meta-analysis

Abstract: Companies strive for superior results. Focusing on return, performance, and profitability is mainstream; this reasoning is constantly present in the decisions of the strategic operational management of companies. Based on this assumption, the objective of this work is to evaluate empirically whether the degree to which a company implements a combination of Just in Time (JIT) or Lean Manufacturing practices systematically affects the company's operational, financial, and/or organisational performance. For this, a meta-analysis was carried out; the final sample consisted of 28 articles, with 41 studies and 12,708 included subjects who provided the effects that explain the proposed relationship. The data were collected in the Web of Science, EBSCO, and Science Direct databases, with an open period, considering all works available until July 2020. Among the main findings, JIT practices and the company's operational performance present a positive, significant, medium effect. Lean manufacturing practices demonstrate a positive and significant relationship in operational, financial, and organisational performance, all with an average impact on the effect size. No direct relationship was found between the JIT variables and organisational performance (financial, operational, and environmental), based on the TBL. Additional research is needed regarding the relationship of JIT and Lean Manufacturing practices with the organisational performance (financial, operational, and environmental) based on the TBL, as well as an in-depth analysis of previous research related to green Lean practices and their relationship with organisational performance, based on the TBL.

The impact of lean manufacturing practices on firms' sustainable performance of the manufacturing industry sector

The long-term production of high value in the industrial sector is crucial to sustainability. Therefore, it is important to better understand how businesses will enhance the production of sustainable wealth. Recently, lean methods have been implemented in production systems in order to improve better efficiency. However, we must regularly assess the effect of these lean activities on the stable quality of the manufacturing sector. In order to achieve this, we undertook an extensive review to chart work on the partnership between lean and sustainable production sector results. Researchers examined this partnership from different perspectives and have taken a clear look at whether lean development methods are beneficial or detrimental to the competitive sustainable output of businesses. Most authors often claim that the interactions were contingent-based. This study suggests a new viewpoint on how to assess sustainable quality in a competitive manner across lean manufacturing practices and companies. It is appropriate that this partnership relies on the handling of lean paradoxical conflicts among manufacturing companies.

Developing and prioritizing lean key performance indicators for plastering supply chains

Paper aims The aim of this study was to propose a hybrid approach to develop and prioritize the indicators which should be used to monitor the development of plastering supply chains while using lean manufacturing practices. Originality This approach proposed the integration of a Balanced Scorecard (BSC) - a multi-perspective tool for performance evaluation and strategic planning, and FITradeoff for the ranking problematic – a multicriteria method that features a robust axiomatic structure and uses partial information. Research method The results showed that the approach provided a set of indicators to assist the company’s manager to monitor and improve the company's competitiveness and sustainability. Main findings The results showed that the approach was able to provide a set of KPIs to assist the company’s manager to monitor and improve the plastering company management in terms of competitiveness and sustainability. Implications for theory and practice The results allowed evaluation of important issues for the strategic, economic, and environmental stability in complex business environments.

The impact of lean manufacturing practices on firms' sustainable performance of the manufacturing industry sector

The impact of lean manufacturing practices on firms' sustainable performance of the manufacturing industry sector

Lean manufacturing practices for enhancing firm performance in medium enterprises: a case study from Indian context

Lean manufacturing practices for enhancing firm performance in medium enterprises: a case study from Indian context

Enablers and barriers for adoption of lean system: a mix method approach

This study is based on exploring the lean manufacturing practices in Pakistan's textile industries. This study adopts the triangulation method for deciding barriers to lean's implementation in Pakistan's textile sector. We used descriptive analysis for the interpretation of the data for quantitative analysis. We conducted root causes analysis through expert interviews and also identified enablers of lean implementation in Pakistan's textile industry using qualitative and quantitative analysis. After the interview, we learned that poor leadership, insufficient preparation, unavailability of local experts, confusion, and poor communication are crucial barriers to lean implantation. We have also identified drivers of successful lean implementation in lean. 5S is the most used tool in the local textile organisation. This paper examines the current situation of lean implementation in Pakistan. This paper highlights the leading causes in poor implementation of lean that can be addressed through the study's solution. This study could be a source of inspiration for small and medium-sized enterprises to apply lean in their organisation.

Towards a sustainability paradigm; the nexus between lean green practices, sustainability-oriented innovation and Triple Bottom Line

Sustainable development has become a prerequisite for any organization that ensure environmental, economic, and social sustainability during the production process. However, how lean manufacturing helps to achieve each of the three dimensions of sustainability was not adequately considered by prior studies, since one type of sustainability or the concept of sustainability as a whole has been investigated. Moreover, few studies investigated the combined effect of lean practices and Sustainability-Oriented Innovation (SOI) on each type of sustainability. Therefore, this study aims to investigate the impact of lean manufacturing practices on Triple Bottom Line (TBL) by taking SOI as a mediator. Data of 392 managers from different manufacturing organizations in Jordan was collected through well-structured questionnaire. Structural Equation Modeling (SEM) was employed to check the relationship between latent and observed variables. The results reveal that both lean practices and SOI has significant and positive effect on TBL. Although lean manufacturing focus on efficiency while sustainability-oriented innovation promotes responsiveness to customers. Besides, SOI plays a partial mediating role between lean manufacturing and sustainable development. This study provides evidence that either lean practices or SOI and their combination significantly assure sustainability. The findings will assist decision-makers, supply chain managers and academicians to understand the importance of lean practices and SOI to achieve sustainability.

Implementation of lean tools and techniques in an ethical papers production industry

Lean manufacturing (LM) is established as a best practice to improve the performance of manufacturing industries. Not all the manufacturing industries realize the benefits of LM practices specifically continuous process industries. The present research work is intended to study the advantages of implementing LM practices in an ethical paper industry which is a continuous production industry. Presently, the industry suffers with the problems such as lack of productivity, raw material wastes, underutilized resources, and lack of standard practices in the production. Gemba technique is adapted to record the information related to the present manufacturing environment. Based on the current state analysis, the feasible lean tools are selected and implemented such as 5S, Kaizen, and Total Productive Maintenance (TPM). The improvements have been noted as reduced tool change over time, reduced material wastes, effective utilization of resources and provide safety guidelines to workers and operations. The implications of these improvements increased the productivity also.

Exploring the influence of lean manufacturing practices on employee social sustainability

PurposeThe benefits of adopting lean manufacturing for leveraging corporate sustainability have been highlighted in the literature. However, these studies have neglected the social side of sustainability compared with the attention given to the environmental aspects. Addressing this gap, this paper aims to investigate the influence of lean practices on the dimensions of employee social sustainability (ESS), which enabled the identification of the most critical practices.Design/methodology/approachThis paper conducted an exploratory study in two phases: first, seeking evidence in the literature, and second, applying the analytic hierarchy process (AHP) to connect ESS to lean practices based on expert opinion.FindingsFrom the literature review, this paper found linkages between eight lean manufacturing practices and four dimensions of ESS. Based on evidence from the literature, the authors designed and applied an AHP model to set priorities among lean practices and social dimensions. Therefore, “health and safety” was evaluated as the most critical social dimension, and 5S was considered the most influential lean practice on ESS.Originality/valueThis study contributed to introducing the perspective of lean manufacturing practices as enablers of ESS. Notably, it pointed out which specific practices should be prioritized in the lean implementation process with social sustainability purposes. In addition, it identified relationships not reported in the literature, raising questions for further investigation.

Organisational identity and circular economy: Are inter and intra organisational learning, lean management and zero waste practices worth pursuing?

The call for organisational sustainability has stimulated the adoption of circular economy practices among firms as a solution to the increasing negative societal and environmental impact of their operations. Firms may rely on organisational learning to acquire knowledge to drive the implementation of circular economy practices to achieve organisational sustainability and improve performance. Drawing on the resource orchestration, knowledge based view and the natural resource based view theories, we develop and propose a model that explores the role of intra and inter-organisational learning, lean product development, lean manufacturing practices and zero waste practices in advancing circular economy target performance and organisational identity among small and medium enterprises in an emerging economy. The study employs a quantitative research approach where the survey data is gathered from managers of manufacturing small and medium enterprises in Ghana to test the validity of the hypotheses using partial least square structural equation modelling. The results suggest that intra organisational learning require effective implementation of inter-organisational learning, whiles both intra and inter organisational learning positively impact lean product development, zero waste practices and lean manufacturing practices and zero waste practices. The results also indicate that circular economy target performance and organisational identity can be driven through the adoption of intra organisational learning, lean product development, lean manufacturing practices and zero waste practices. Thus, there is the need to promote inter and intra organisational learning processes to acquire knowledge from diverse sources to support the implementation of circular economy practices such as zero waste practices, lean product development and lean manufacturing practices to advance circular economy target performance and organisational identity.

Mediating effect of organizational learning on the relationship between lean manufacturing practices and operational performance

Manufacturing organizations apply best practices to keep operational expenses at a minimum level without compromising the quality in order to be competitive. Lean manufacturing is such practice adopted by apparel manufacturing firms in Sri Lanka and achieving the expected operational performance has become a challenge due to institutional specific factors. Further, the existing literature is inconclusive and ambiguous on operational performance that resulted from lean practices and paucity of studies explain how lean practices bring performance. Thus, this study argues that lean practices will create operational performance through organizational learning. Accordingly, this study examines the mediating effect of organizational learning on the relationship of lean manufacturing practices to operational performance. A survey is conducted to collect cross sectional data using a self-administered questionnaire. Sample consisted of 386 of managers in the apparel sector in Sri Lanka using simple random sampling technique. Data were analyzed using Structural Equation Modeling (SEM). The results of this study claim a partial mediation of organizational learning on to the impact of lean practices on operational performance. The highest influence for operational performance is through organizational learning (β=0.513) while the direct impact is slightly less ((β=0.200). Study also has tested the criteria of goodness of fitness with absolute, parsimony and incremental fit indices. This study contributes to the existing literature by explaining how lean as a best practice result on operational performance via organizational learning. Thus, practicing managers need to utilize lean practices as a learning mechanism for growth than being taking it as a mere practice. Finally, this study adds value to the Institutional theory by giving a better explanation on when external pressures transform into a practice, how that practice convert into a performance outcome through learning for growth.
 Keywords: Lean manufacturing practices (LM), Organizational learning (OL), Operational performances (OP)

Agility as a combination of lean and supply chain integration: how to achieve a better performance

ABSTRACT This paper investigates the antecedents of supply chain agility and its impact on firm’s operational performance. Drawing upon dynamic capabilities perspective and contingency theory, the study argues that supply chain agility is a result of the combination of lean manufacturing and supply chain integration practices, and that supply chain agility is positively linked to firm’s operational performance. Employing structural equation modelling, this research presents evidence that companies with agile supply chains perform better than companies focused only on implementing lean or supply chain integration practices; in this sense, the results show that supply chain agility fully mediates the relationships between lean/supply chain integration and firm’s operational performance. This study contributes to the growing body of conceptual and empirical literature on agility by understanding the synergies between lean manufacturing, supply chain integration, supply chain agility and firm’s operational performance. Theoretical and managerial implications are discussed and future research perspectives are provided.

Challenges in the implementation of lean manufacturing in the wood and furniture industry

PurposeThis study analyses the challenges in implementing lean manufacturing (LM) in the wood and furniture industry. In order to facilitate the smooth implementation of LM practices in this industry, the challenges in terms of its deployment need to be analysed and observed.Design/methodology/approachRealizing this importance, this study proposes a model, using PLS-SEM, which focusses on dealing with the challenges faced in the implementation of lean in the wood and furniture industry. The model consists of ten challenges that were determined based on a survey involving 46 SMEs companies in Malaysia.FindingsThe findings revealed that the implementation of LM is significantly affected by three main issues, namely: knowledge, resources and culture and human attitude. Furthermore, the analyses also highlighted four dominant challenges which are related to culture and human attitude issues – lack of employee commitment, lack of senior management's interest and support, difficult to implement, and LM is viewed as “current trend”. Overall, the ability to deal with the challenges involving factors of knowledge and culture and human attitude determines the success of LM implementation, especially in companies that have limited resources.Practical implicationsThis study would help wood and furniture SMEs, government agencies, professional bodies and academics to better understand the challenges when implementing LM practices.Originality/valueOverall, this study aims at investigating the relationships between the three challenges to better promote LM in the scope under study. Therefore, several activities were proposed to overcome the abovementioned challenges and subsequently contribute to the current body of knowledge.

Impact of Lean Manufacturing Practices on Operational and Business Performance: Evidence from Sri Lankan Food Industry

Lean is a strategy that aims to achieve smooth production flow by eliminating waste and hence helps manufacturing firms realize their time, cost, and quality goals. Food manufacturers not only have limited ability to offer uniform quality but also a greater chance of generating wastes due to the perishable nature of materials. This study investigates the degree to which the Sri Lankan food sector is practicing lean manufacturing and examines the direct and indirect relationships between lean manufacturing, business performance, and operational performance. Data were collected through a questionnaire distributed to managers who have lean experience in the food industry. Using a sample of 86, the hypotheses were tested applying Partial Least Square Structural Equation Modelling with SmartPLS software. Developing a new construct to represent four lean manufacturing practices, namely, Just-in-time (JIT), Total Quality Management (TQM), Total Preventive Maintenance (TPM), and Human Resource Management (HRM), this study empirically confirms that lean manufacturing has a significant positive impact on both operational and business performance. Furthermore, operational performance partially mediates the relationship between lean manufacturing and business performance. The findings offer valuable implications for mangers, particularly in the food industry to achieve sustainability through practicing lean in their manufacturing and supply chain operations.

Managing emergency situations with lean and advanced manufacturing technologies: an empirical study on the Rumbia typhoon disaster

PurposeThis study aims to examine the impact of lean manufacturing (LM) on the financial performance of companies affected by emergency situations. It additionally explores the role of advanced manufacturing technologies (AMTs) in complementing LM to enhance financial performance in emergency and non-emergency situations.Design/methodology/approachBoth survey and archival data were collected from 219 manufacturing companies in China. With longitudinal data collected before and after an emergency situation (i.e. Typhoon Rumbia), regression analysis was conducted to investigate the effects of LM and AMTs on financial performance in different contexts.FindingsOur results reveal an inverted U-shaped relationship between LM and financial performance in the context of emergency. We also found that AMTs exerted a positive moderation effect on the inverted U-shaped relationship, indicating high levels of AMTs that mitigated the inefficiency of LM in coping with supply chain emergencies.Research limitations/implicationsThrough simultaneous investigation of LM and AMTs as bundles of practices and their fit with different contexts, this study takes a systems approach to fit that advances the application of contingency theory in the Operations Management literature to more complex patterns of fit.Originality/valueThis study illuminates how AMTs support LM practices in facilitating organizational performance in different contexts. Specifically, this study unravels the interaction mechanisms between AMTs and LM in influencing financial performance in emergency and non-emergency situations.

A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries

PurposeThis study aims to comparatively discuss the effect of lean manufacturing (LM) implementation in the manufacturing sectors of developing and developed countries.Design/methodology/approachAn in-depth literature review focused on previous research published between 2015 and March 2020. The papers published by the databases such as Google Scholar, Scopus, ProQuest and Web of Science were used in the study. A total of 63 studies that focused on LM application in manufacturing industries in developing and developed countries were used in the research.FindingsIt was observed that LM improves operational performance for manufacturing organizations in developing and developed countries. Small and medium-sized enterprises in both developed and developing countries have difficulties transforming their organizations into lean organizations compared to large enterprises. Furthermore, the review also found that there seems to have been no paper had reported the negative impact of implementing LM in manufacturing industries in developing and developed countries from 2015 to March 2020.Research limitations/implicationsThe study used research papers written between January 2015 and March 2020 and only considered manufacturing organizations from developed and developing nations.Practical implicationsThe study provides more insight into LM implementation in developing and developed countries. It gives the LM practices and the implications of applying these practices in manufacturing organizations for developing and developed countries.Originality/valueA preliminary review of papers indicated that this seems to be the first paper that comparatively studies how LM implementation has affected manufacturing organizations in developed and developing countries. The study also assessed the LM practices commonly used by the manufacturing industries in developing and developed countries.

IMPACT OF LEAN MANUFACTURING ON THE OPERATIONAL PERFORMANCE: EVIDENCE FROM TEXTILE INDUSTRY

Purpose of the study: Lean manufacturing is perceived to be a significant competitive advantage of firms as it removes waste from manufacturing operations with innovations in products and processes. This research aims to know the impact of lean manufacturing practices of textile firms on their operational efficiency.
 Methodology: For this study, questionnaires were electronically sent to operation/ production managers of 122 textile firms using lean manufacturing technologies in Pakistan. Based on the literature review, nine lean manufacturing practices and five operational performance measures were included in the questionnaire survey. Just 91 operation managers replied, a response rate of 74%. Multiple regression analysis was performed to test the hypotheses of the study.
 Main findings: The results of regression analysis show that lean manufacturing practices significantly impact the operational performance of textile firms. The study's findings suggest that the involvement of customers, suppliers, and employees causes an increase in the operating performance of firms. Moreover, it is established that some lean manufacturing practices such as 5S, automation (Jidoka), Justin time (JIT), equipment layout, and continuous improvement (Kaizen) have a significant and positive effect on the operational performance of firms.
 Application of the study: The lean manufacturing practices save money for businesses and increases overall productivity by reducing waste. These are also helpful in increasing consumer loyalty and employee productivity. The study's results show that lean production methods can be adopted to improve operating performance and competitiveness.
 Originality/ Novelty: This study adds a piece of first-hand evidence by establishing a significant effect of lean manufacturing practices of firms on their operational performance in Pakistan, where most of the firms so far are using traditional techniques due to lack of financial resources.

The impact of lean manufacturing practices on operational and business performances at SMES in the wooden furniture industry

PurposeFirst, this study aims to examine the level of implementation of lean manufacturing (LM) practices by the small- and medium-sized enterprises (SMEs) in the wooden furniture industry in Jepara. Second is to examine the impact of LM practices on operational performance (OP) and business performance (BP). Third is to examine the impact of LM practices on BP with OP as a mediating and moderating variable. OP is the quantifiable aspect of the process of an organisation, such as production cycle time, reliability and inventory turnover, whereas BP is usually related to the responsibility of the firms to their shareholders and has the goal of profit maximization.Design/methodology/approachThis study used primary data collected through an offline questionnaire. The questionnaire was intended to identify the extent of the implementation of LM practices and the level of OP and BP achieved by SMEs. The LM practices consist of 6 dimensions with 26 indicators; OP, 4 dimensions with 11 indicators; and BP, 3 dimensions with 9 indicators. The data obtained from the questionnaire were processed via partial least squares (PLS) regression using the SmartPLS software. PLS is generally used to assess the extent to which LM practices predict values in OP and BP.FindingsA total of 100 questionnaires were administered, of which 81% were properly filled, completed and returned. The result of the study confirms that LM practices should be applied collectively and comprehensively as each practice is interdependent. Moreover, it confirms that these practices have a direct effect on OP and BP and that OP can drive broader BP measures. Finally, the result confirms that these practices can improve BP indirectly with OP as a mediator variable. While the empirical evidence in this study supported the role of OP as a mediating variable between the implementation of LM practices and OB, it did not support the role of OP as a moderating variable.Research limitations/implicationsFirst, it is arguable that LM practices, OP and BP are only measured by the Likert scale, which would likely create bias and inconsistency from the owners or managers of SMEs in expressing the level of LM practices and performances achieved by the SMEs in the wooden furniture industry. Future research may help establish qualitative approaches to better measure the LM practices as well as the OP and BP through observation and probing. Second, this study was limited geographically (limited to only the SMEs in the wooden furniture industry in Jepara and did not cover all regions in Central Java as well as in Indonesia). Therefore, a wider geographical area could be considered, including the other regions in Indonesia which also produce wooden furniture.Practical implicationsThis study practically contributes to the LM body of knowledge by identifying the relationships among the LM practices, OP and BP in SMEs. Understanding these relationships will help the owner or managers of SMEs make better decisions in achieving the OP and BP. The owner or managers of SMEs who implement the LM practices individually may experience disappointing performance results as these practices should be applied collectively and comprehensively.Social implicationsThe LM practices may help the owners or managers of the SMEs to be competitive and achieve the optimum result.Originality/valueThis is the first known study that adopts the PLS framework to examine how OP measurement affects the relationship between the LM practices and BP in the case of the SMEs in Indonesia.