PurposeThe purpose of this paper is to explore an empirical investigation of the linkage between total productive maintenance (TPM), people management (PEM) and organizational performance in the apparel industry of Bangladesh. This study also explores the direct and mediating effect of TPM on organizational performance.Design/methodology/approachEmpirical data were collected using a close-ended structured questionnaire from 227 small, medium and large-scale garment manufacturing industries. The causal relationships between PEM, TPM and organizational performance were examined using structural equation modeling.FindingsThe findings of this study have provided significant evidence that the PEM has both direct and indirect impact (through TPM) on organizational performance. The results of the analysis also indicated that TPM has direct and mediating effects on operational performance.Research limitations/implicationsData for measuring PEM practices and organizational performance were collected from the same source, assuming that PEM practices are uniform across the organization. Therefore, response bias is not unexpected.Originality/valueThis study explores the interdimensional linkage between PEM, TPM and organizational performance and argues based on the empirical data in the context of the apparel industry in Bangladesh. The apparel industry is a complex manufacturing system synchronizing man, machine and material. The findings provide empirical evidence that employee engagement and practice of TPM will enhance the operational performance of the apparel industries.
Purpose
Many research findings demonstrate the benefits of lean manufacturing implementation. However, the impact of lean manufacturing on organizational performance in developing countries like Bangladesh remains unexplored. The purpose of this paper is to investigate the impact of lean manufacturing system (LMS) on the organizational performance of the apparel industry in Bangladesh.
Design/methodology/approach
Empirical data were collected from 227 apparel manufacturing firms using a close-ended structured questionnaire. The causal relationships between the independent and dependent variables are examined by structural equation modeling using AMOS 20.0 software.
Findings
The results reveal significant evidence that the implementation of LMS has a direct impact on organizational performance in terms of operational and business performance.
Practical implications
The findings of this study will create a substantial interest among the practitioners of the apparel industry to implement LMS. This study will also explore the opportunities to develop lean implementation framework and identify the benefits that will enhance the competitive advantages.
Originality/value
This paper explores the causal relationships and argues based on the empirical data in the context of the apparel industry in Bangladesh.
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