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PurposeThe purpose of this study is to explore the mediation effect of volatile economic conditions on performance benefits of successful kean manufacturing implementation (LMI). The mediating factor of economic volatility (EV) is constructed based on four macroeconomic dimensions – supplier uncertainty, market demand fluctuations, governmental policy changes and peer competition.Design/methodology/approachAn attempt is made to build an exhaustive list of the internal operational manifests grouped into one human and three technical input factors. Similarly the benefits accrued are collated under two performance measures – customer satisfaction (CS) and organizational goal satisfaction (OGS). Based on data from the Indian manufacturing sector, structural equation modelling (SEM) and ordinary least square (OLS) analyses are carried out to validate the proposed model.FindingsResults of the structural model validate the first six hypotheses posited in the model. Results of OLS further reveal the mediation effect of EV having negative impact on LMI–CS and LMI–OGS nexus.Practical implicationsThis research offers a fair understanding of the internal operational lean factors and the effect of volatile macroeconomic conditions on lean benefits. The structural model will aid the academicians and lean implementers comprehend the dimensional structure underlying the lean practices and beliefs. This work further helps to understand the moderation effect of environmental complexity on the output measures of LMI in the Indian manufacturing sector.Originality/valueThis work is one of the very first empirical analyses of lean performance under contingent economic conditions. The paper presents a valuable recommendation to practitioners for considering the dynamism of external economic environment instead of simply adopting standalone internal lean parameters, if satisfactory levels of performance in terms of CS and OGS are to be achieved.

Purpose – The purpose of this study is to enhance the output of a manufacturing set-up in phases, by identifying the wastages in the existing line and, thereby, reducing them. Design/methodology/approach – Feasibility checking and optimization of capacity enhancement of a processing line have been discussed. Value stream mapping (VSM) methodology has been used as a data-driven decision-making tool to identify the constraints in the current state and subsequent states. The future state has been achieved in stages using VSM tool of lean manufacturing, coupled with the management philosophy of Theory of Constraints. An example of an Indian company has been added to demonstrate the suitability of the approach. Findings – The proposed approach addresses an important issue of phased increase in customer demand and the process of accommodating it through multi-phased maneuvering of productive capacity at constraint points instead of enhancing the capacity at one go. The underlying problem of capacity enhancement has been addressed using lean principles and the optimum feasible option has been designed so that the increase in cost is minimized along with satisfying the stepwise increase in demand. Research limitations/implications – This research work is applicable to the manufacturing sector. Originality/value – This paper proposes a methodology for phased upgrading of a production flow-line in keeping with a steady increase in customer demand. Here, VSM has been applied in a phased manner, and the constraint in the current state as well as in each subsequent phase has been identified and removed.

This research article attempts to determine brand loyalty by classifying current and potential customers in the commercial paints industry based on eight promotional parameters. It is a prerogative to understand customer response towards brand promotions, which necessitates exploring the concept of brand loyalty determinants. Primary data of these eight parameters are collected (paints industry contractors) as factors contributing to brand loyalty. Parameters are ranked according to their order of importance using analytic hierarchy process (AHP). Factors having their priority vectors greater than 10 per cent are selected for further analysis. This study further uses discriminant analysis to examine if the parameters are capable of classifying the respondents into two distinct groups based on brand loyalty. Five-point Likert scale was used for each variable to collect the response on the perception of its importance in deciding whether to remain loyal to the brand or not. Five out of eight parameters are finally selected for discriminant analysis to determine if it is possible to distinguish the two groups significantly. The five parameters are preview, free sampling, perceived brand value, training and word-of-mouth communication. Analysis of the responses collected reveal that there exists a significant difference between the two groups based on the parameters. The results of this study are expected to help practitioners expand and execute customer-centric promotion strategies to prevent customers from switching to other brands.

Purpose The purpose of this study is to review and conceptualize a holistic framework for lean manufacturing (LM) implementation, enabling the manufacturing industries to administer the implementation process successfully toward organizational development and customer satisfaction. Design/methodology/approach An extensive literature survey on the input and output manifests of lean production is carried out. An attempt is made to build an exhaustive list of all the technical and human inputs necessary for LM implementation, coupled with a similar exhaustive list of the benefits accrued from its successful implementation. The determinants and outcomes of successful LM implementation are further mapped onto 11 distinct input latent constructs and 3 distinct output latent constructs, respectively. Findings A conceptual structural model for administering LM implementation is framed based on the manifests considered in the literature. Research limitations/implications The model conceptualized in this study may be treated as a guide for successful LM implementation in a manufacturing enterprise. Practical implications This research is expected to provide further insights for lean implementation and will be very helpful to integrate the lean principles, tools and benefits into a unified coherent complete manufacturing system. Originality/value To the best of the authors’ knowledge, this work is one of the very first research studies to have a comprehensive all-inclusive study of the input and output variables for LM implementation. It intends to bridge the gap between theory and practice and has come up with a comprehensive framework which will aid the lean practitioners toward successful LM implementation, as well as, assist them in assessing the effect of implementation.