According to a recent study, Lean Manufacturing (LM) adoption in the Malaysian Industrialized Building System (IBS) industry is still low due to a variety of barriers, including misconceptions, the use of modular coordination, a lack of detailed guidelines and the Lean culture is still in its infancy in the field of IBS. This paper examines the impact of Lean Manufacturing approaches towards the manufacturing productivity in Malaysian IBS Manufacturing factory. An integration method of Value Stream Mapping (VSM) and benchmarking for measuring manufacturing plant performance and total productivity is offered. The company was able to improve its performance in each manufacturing department by implementing a lean approach. After improvement, the overall manufacturing plant performance index increased from 0.75 to 0.78, resulting in a 4.00 percent increase in total factor productivity. The proposed improvement features extracted from essential lean methods such as JIT, TPM and CI can be used by practitioners to increase the level of Lean Manufacturing implementation in Malaysian manufacturing firms.
Despite the fact that Malaysian manufacturing firms have implemented lean manufacturing principles to reduce resource waste and focus on customer demand, they still lack statistically validated lean manufacturing models to guide them in enhancing the sustainability of their businesses. This paper conducts empirical research of the multi-dimensionality of essential Lean Manufacturing (LM) methods (i.e., Total Productive Maintenance (TPM), Continuous Improvement (CI), and Just-In-Time (JIT)) and their association with sustainable performance (SP). 69 of 121 respondents’ usable surveys were collected from manufacturing sectors that are recognised by the Negeri Sembilan Investment Centre (NSIC). They are made up of small, medium, and large businesses. The structural relationship of constructs was validated using the Structural Equation Modelling (SEM). For direct linkages between LM Methods with Sustainable Performance, the JIT is the most significant determinant, and for the inter-relationship between LM Methods, the Continuous Improvement and TPM, both were significantly inter-connected, depend on one another. In terms of LM implementation, the developed model contributes to the well-being and comprehension of practitioners engaged in top management. Sustainable indicators for manufacturing organization decision makers to ensure that the LM implementation is compatible with the sustainability impact.
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