Improving productivity through Lean practices in central India-based manufacturing industries

Unlocking synergies in lean manufacturing for enhanced environmental performance: a cross-sector investigation through fuzzy DEMATEL

The purpose of this chapter is to reveal the significant effects of implementation of lean manufacturing practices (LMPS) in small-scale industry that deals in the manufacture of material handling components. Lean manufacturing (LM) is a widely recognized, versatile technology for the enhancement of manufacturing processes and improving productivity. In this investigation, the initiatives taken by an organization for converting to lean from learning are depicted. The tactical approach adopted by the organization to implement lean started with reviewing the existing process. Situation, actor and process (SAP) and learning, action and performance (LAP) were used to enhance the overall performance. By implementing on the shop floor of the organization, fewer rejections, savings in tools consumption, fewer breakdown hours and fewer customer complaints were recorded. This chapter is an example of how lean adoption with a piecemeal approach also produced significant results. This chapter depicts the real transformation of a material handling parts manufacturer by adopting a learning approach to partial lean industry within a period of 15–18 months. The study was limited to certain lean practices. Overall, firm performance can be enhanced by the application of value stream mapping (VSM), a powerful lean tool for refining existing processes and environmental management practices to enhance sustainability.

While the concept of Lean manufacturing isn't new, effectively deploying lean principles in the electronics manufacturing services (EMS) environment is. The EMS environment contains unique constraints. This paper will identify key challenges faced in implementing Lean manufacturing principles within the EMS environment including: ■ Implementing lean practices in a multi-customer environment which includes variance in forecasting practices and process requirements ■ Integrating each customer's required suppliers ■ Structuring a system flexible enough to interface and support each customer's internal vision of appropriate lean manufacturing practices. The paper will then discuss ways that EPIC Technologies has modified its internal systems and processes to support lean manufacturing practices in the areas of: ■ Supplier management ■ Scheduling/forecasting ■ Multi-facility support of customers (including cross-border logistics support) ■ Process optimization ■ Program management

This research was undertaken to study the implementation and adoption of Lean management practices across several industrial sectors in Pakistan. A total of 100 companies were surveyed across five industries. The objective was to determine if there was disparity in the implementation of Lean practices and to provide a yardstick to measure that disparity. Furthermore, this study identified Lean management best practices across several industries in Pakistan, thus providing benchmarks for other industrial sectors. The data collected was analysed using various descriptive statistical methods. The results indicated robust adoption and implementation of Lean practices in Pakistani industry, though there were few areas which still require greater acceptance, and hence implementation rates in these areas are modest.

The purpose of this investigation is to evaluate the penetration of lean manufacturing practices and their effect on firm performance on the SMEs located in Northern India. Evaluation of the status of LMPs on the performance of SMEs has been done by the percent point score method which is a quantitative approach. Eight lean practices have been selected after an extensive literature review and validated through experts from the field. This study depicts the actual status of the implementation of lean practices in the 183 SMEs of Northern India related to manufacturing sector. Out of the selected, implementation of 5s, PM, supplier management has been discovered to have found favour with the manufacturers to a high extent. But other operational practices like JIT, kanban, SPC have are less in favour. The analysis reveals that some attempts have been made to enhance firm performance through the application of lean practices. And, this study has been successful in presenting the initiatives of the SMEs regarding lean manufacturing practices for enhancement purposes. It will help the stakeholders in enhancing their firm performance, reaping higher profits and contributing to the growth of the national economy.

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.

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.

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.

Since the Japanese development of lean manufacturing practices after World War II, American companies have slowly begun to embrace the concepts and results offered by the lean manufacturing concept. Companies in America did not fully embrace the value of the processes until the mid to late 1990s and some firms are finding that financial results that should have been positively impacted immediately are not showing the results promised by Japanese practitioners. Two companies, Delphi and Johnson Controls, were selected for comparative analysis because of the numerous facilities that each have had selected for the Shingo Prize for Excellence in Manufacturing. Both companies have been engrained in the traditional mass-producing methods of American production from mother companies, customers, and suppliers. Both companies have adopted and implemented lean manufacturing into their organizations in the late 1990s. Using targets set forth by the lean manufacturing leaders of Japan, a comparison will be made of both of these companies as well as comparisons of these two companies to other firms in their industry. The S&P 500 financial ratios will also be used along with those of two of the most recognized leaders in lean manufacturing, Wal-Mart and Toyota, in order to determine the effectiveness of implementation of lean practices by two of the newest leaders in manufacturing excellence. The financial ratios will be evaluated and compared along with reasons for variances that are found in the comparisons.

This paper introduces a literature review of 83 studies dealing with the degree of adoption of lean manufacturing practices around the world, and the links between those practices and organisation performance. The results of this study revealed that lean practices application still occurs in a fragmented way, disregarding the systemic linkage that is essential to lean manufacturing. Forty-one articles have suggested a positive effect of lean practices in at least one operational, financial and/or environmental performance metric. Nevertheless, five studies indicated that some lean practices had a negative effect on operational or financial performance. High demand variability, a perceived result of long-term lean manufacturing implementation, a country/company’s organisational culture and the difficulty of traditional costing production systems to measure and compare investments and economic gains from adopting lean manufacturing over time are some of the reasons to explain that negative effect of lean practice on performance.

Purpose – This study aims to investigate the relationship between lean practices, operations performance (OP), and business performance (BP). Design/methodology/approach – This survey-based study was a cross-sectional study. The samples were drawn by using stratified random sampling procedure from large Indonesian manufacturing companies based on the directory provided by the Data and Information Center of Indonesian Ministry of Industry with the final number of respondents of 139. Four main hypotheses were developed and tested statistically by applying multivariate data analyses. Findings – The results provided evidence that lean practices should be implemented holistically. Lean practices have a positive and significant impact on both OP and BP. Moreover, OP partially mediates the relationship between lean practices and BP. Research limitations/implications – The data used in this survey represent self-reporting by mainly the middle or top management in production. Practical implications – This study contributes to the lean manufacturing (LM) body of knowledge by identifying the relationships between the LM practices, OP, and BP. Understanding these relationships will help practitioners in making better decisions in manufacturing organizations as well as enable application of the concepts in this study to other contexts such as service organizations. Originality/value – Although there are a growing number of anecdotal and empirical evidences in favor of LM in manufacturing environment, there has been almost no theory-building and methodologically rigorous research examining the link between LM, OP, and BP. This study is addressed to fill this gap.

This paper aims at identifying the combination of organisational culture profiles and leadership styles that best support companies implementing lean manufacturing practices. For that, 225 leaders from manufacturing companies at various stages of lean implementation were surveyed. The analytical approach clustered respondents and their respective firms according to prevailing organisational culture, leadership style and level of implementation of lean practices, testing for frequency differences among clusters. This study states that organisational culture profiles are related to leadership styles and lean manufacturing implementation level, suggesting different-from-expected effects of this relationship on lean manufacturing implementation. The study bridges a gap in the literature by exploring how the association between organisational culture and leadership styles occurs in companies that are adopting lean practices.

Purpose The purpose of this study is to analyze the relationship between lean manufacturing and corporate environmental performance. Scholarly literature has extensively addressed the relationship between those two areas but empirical papers present mixed and inconsistent results, calling for further analysis to establish a clearer understanding of the actual relationship and to identify the causes of conflicting findings across studies. Given the importance of sustainable practices in the current business landscape, this paper aims to provide a comprehensive overview of this relationship through a meta-analysis of previous research, with a focus on integrating quantitative findings to shed light on the potential impact of lean manufacturing on environmental performance and report its intensity with Pearson’s correlation coefficient. Design/methodology/approach This paper analyzes the data from 29 primary studies published between 2001 and 2022 that have empirically measured the relationship between lean manufacturing and corporate environmental performance and that have been identified in the Web of Science and SCOPUS databases through an exhaustive review of the literature. To integrate previous empirical results and evaluate the evidence for the lean manufacturing’s influence on environmental performance, a meta-analytic methodology was adopted through the Hedges–Olkin random effect approach, based on correlations. Findings Main findings support the notion that a significant, positive, rather moderated, relationship exists between lean manufacturing and environmental performance, with an overall correlation coefficient r¯ = 0.25. The result seems robust, as several tests confirm that publication bias is unlikely. Overall, various lean practices are correlated to varying degrees with different measures of environmental performance. The environmental efficiency of external lean practices is higher than that observed for internal practices and quality management has a more pronounced effect than other internal lean practices. The 2008 global crisis did not change these relationships and the impact of lean manufacturing on environmental performance does not seem to be moderated by the degree of environmental awareness of the country where applied. Research limitations/implications The results conclude that a significant, positive relationship exists between lean manufacturing and environmental performance (r¯ = 0.25). This study tests certain factors that exhibit varying effect sizes and moderate the overall outcome, highlighting that the environmental efficiency of external lean practices is higher than that observed for internal practices. In addition, it suggests a more pronounced effect of quality management among other internal lean practices. Practical implications This study provides companies with an opportunity to align their operational strategies with environmental sustainability goals. Understanding that various lean practices exhibit diverse levels of correlation with multiple measures of environmental performance, decision-makers can prioritize their efforts and apply the lean practices that have a stronger effect on the desired environmental outcomes to improve their environmental impact. Conversely, managers are aware that certain lean practices have a week relationship with some environmental performance so they can avoid overestimating environmental benefits of lean manufacturing. Finally, results underscore the importance of organizational commitment to environmental sustainability. Originality/value It is, to the best of the authors’ knowledge, the first meta-analytic study to investigate the strength of the association between lean manufacturing and environmental performance and to test whether various lean practices are correlated to different measures of environmental performance. It fills this gap in the literature and therefore it represents a valuable contribution to the field. In addition, this paper explores certain factors that moderate the overall outcome.

Manufacturing industries had embraced the trend of conceiving a robust manufacturing system and enhancing business performance with the implementation of Industry 4.0 digital technologies and lean manufacturing practices. Despite multiple studies being conducted to identify the correlation between Industry 4.0 digital technologies, lean manufacturing practices, and business performance, ambiguous and conflicting statements are often being debated among researchers. Hence, this study aims to provide empirical evidence gathered from Malaysian manufacturing industries using questionnaires to investigate and model their correlation and explore the mediating influence of Industry 4.0 digital technologies on lean manufacturing practices and business performance using PLS-SEM. Consequently, the findings from 124 respondents were compared with prior studies and revealed that both Lean Manufacturing Practices and Industry 4.0 Digital Technologies are positively correlated with one another, and they positively influence business performance, which findings are coherent with prior studies and fortifying the urgency of implementing both concepts for business performance enhancement. Moreover, this study successfully revealed that Industry 4.0 digital technologies mediate lean manufacturing practices and business performance proving the importance of Industry 4.0 to solving Lean’s limitation, which is not studied in prior studies. In addition, the framework in this study is more practical in providing appropriate theoretical and managerial insights for future action and works due to its medium predictive power associated. In a nutshell, this study effectively implies the substantial roles and reinforced the pragmatisms of implementing both lean manufacturing practices and Industry 4.0 digital technologies concurrently for business excellence.

The objective of this research is to explore the challenges in sustaining lean manufacturing practices with in the automotive sector. Lean Manufacturing is widely adopted to improve quality, reduce costs and enhance operational efficiency. However, sustaining these dynamic practices remains a significant challenge. Factors such as management related barriers, workforce resistance, process related and resources related barriers has considerable impact on sustenance of Lean Manufacturing practices. The research explored the sustainability of LM practices by gathering expert insights on 24 influencing factors. A survey was conducted among over 50 automotive industries in Karachi, to examine the challenges associated with management, workforce, process and resource related issues. The collected data was analyzed on SPSS to identify the key obstacle hindering the sustainability of Lean Manufacturing Practices. Findings indicate that while Lean Manufacturing practices are implemented across organizations, sustaining these practices is difficult. The impact of Workforce related, Resource related & Process related barriers was evident but Management related barriers, including lack of leadership support were found to be most influential factor. Employee resistance often stems from inadequate managerial involvement in Lean initiatives. To enhance Lean Manufacturing Practices sustainability, organizations needs to strengthen leadership commitment, provide continuous employee trainings and integrating a mechanism of follow ups and performance tracking. Future research expands the sample size and include multiple industries to gain broader insights into sustainability challenges across various sectors.