Impact of lean and quality management practices on green supply chain performance: an empirical study on ceramic enterprises

Choudhary, Kailash; Sangwa, Narpat Ram; Sangwan, Kuldip Singh

doi:10.1080/10686967.2022.2083036

Cited by 8 publications

(3 citation statements)

References 57 publications

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“…Generally, a measurement model is first tested using an EFA, and then an investigation of the validity and reliability of the model constructs are carried out through a CFA, as well as related tests (Bubber et al, 2022;Kumar et al, 2023;Choudhary et al, 2022). In the literature, researchers have suggested the application of an EFA before a CFA even if the measurement items are adapted from established scales, as the prior expectations demonstrating initial theoretical constructs can be inaccurate (Jadhav et al, 2019).…”

Section: Data Analysis 41 Measurement Modelmentioning

confidence: 99%

“…The structural model assesses the relationship between constructs and the model's predictive capabilities (Kaushik et al, 2020). Accordingly, a structural equation modeling (SEM) approach with the Maximum Likelihood algorithm was used with the help of the AMOS Version 21 software in order to test the hypothesized model (Bubber et al, 2022;Kumar et al, 2023;Choudhary et al, 2022). Scholars recommended that there be at least 150 responses to consider the Maximum Likelihood method (Ding et al, 1995).…”

Section: Structural Model Testingmentioning

confidence: 99%

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Moving toward sustainability and circularity in hill road construction: a study of barriers, practices and performance

Khural

Shashi

Ertz

et al. 2022

ECAM

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PurposeThis study explores the relationships among sustainability implementation barriers (resource, managerial and regulatory barriers), sustainability practices (sustainable construction materials, sustainable construction design, modern construction methods and environmental provisions and reporting) and sustainability performance (environmental, economic and social) in hill road construction (HRC).Design/methodology/approachPrimary data were collected from the 313 HRC practitioners with the help of a questionnaire, and research hypotheses were tested employing structural equation modeling.FindingsThe findings reveal a mixed effect of sustainability implementation barriers. Resource (managerial) barriers are negatively related to all practices except environmental provisions and reporting (sustainable construction materials), while regulatory barriers only negatively impact modern construction methods. On the other hand, all sustainability practices positively impact environmental performance, whereas economic (social) performance is positively influenced by all practices, except environmental provisions and reporting (modern construction methods), and positively affects economic performance.Originality/valueIn order to transform HRC toward sustainability, the barriers to sustainability implementation, sustainability practices and performance need to be understood by practitioners; however, the relationships have not previously been empirically assessed in extant literature. Besides, past research appears to be predominantly focused on the environmental aspect, thereby neglecting economic and social aspects. This study is a modest attempt to bridge these research gaps.

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Section: Data Analysis 41 Measurement Modelmentioning

confidence: 99%

Section: Structural Model Testingmentioning

confidence: 99%

Moving toward sustainability and circularity in hill road construction: a study of barriers, practices and performance

Khural

Shashi

Ertz

et al. 2022

ECAM

View full text Add to dashboard Cite

show abstract

“…The United Nations SDG number 12 has also fostered responsible consumption and production. These days, the lean philosophy is widely considered for organizational effectiveness and efficiency (Nawanir et al, 2018;Sangwa and Sangwan, 2018a;Choudhary et al, 2022), and is extensively used as a business performance enhancement philosophy worldwide (Karim and Arif-Uz-Zaman, 2013;Sahoo and Yadav, 2018).…”

Section: Introductionmentioning

confidence: 99%

Lean performance measurement system for an Indian automotive supply chain

Sangwa

Sangwan

Paidipati³

et al. 2023

IJQRM

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PurposeThis paper aims to present a simple and innovative fuzzy methodology-based lean performance measurement system (L-PMS) for an Indian automotive supply chain. The paper also enlightens the influence of coronavirus disease 2019 (COVID-19) on supply chains and the practical implications of the unprecedented disruptions on the performance measurement systems.Design/methodology/approachThe L-PMS is divided into three phases. In the first phase, the key performance indicator (KPI) list, as deemed fit by the organization, is prepared using literature and suggestions from the case organization. The list contains 61 KPIs measuring 24 performance dimensions in seven functional areas of the supply chain. In the second phase, the KPI performance data (actual, best and worst) are collected using the enterprise resource planning (ERP) system. In the last phase, the leanness score of the case organization is calculated at four levels – KPI, dimension, functional area and overall organization.FindingsThe overall leanness score of the case organization is 60%. The case organization uses KPIs from all seven functional areas, but it needs to improve the number of KPIs in administration and supplier management functional areas. The case organization uses only quantitative KPIs. However, the performance dimensions at the middle level are adequate. The leanness level of the case organization in different areas is highly variable (ranges from 45% to 91%).Research limitations/implicationsThe major limitation of the study is that the case study is done at a single organization.Practical implicationsThe managers at the different levels of the hierarchy can use the lean performance measurement score to leverage the better performing areas/dimensions/KPIs and improve poor performing areas/dimensions/KPIs. The lean performance measurement at functional area level can help leadership to give responsibility to different people for the improvement of leanness with respect to different dimensions/functional areas. The disruptive impact of COVID-19 should clearly be understood by the managers to make appropriate decisions based on the severity as measured at different levels.Originality/valueAccording to the authors' best knowledge, this is the first lean performance measurement application at the four hierarchical levels (KPI, performance dimension, functional area and overall organization).

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Double-edged circularity: Comparative assessment of circular and non-circular consumers

Shashi¹,

Centobelli

Cerchione

et al. 2023

Ecological Economics

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Impact of lean and quality management practices on green supply chain performance: an empirical study on ceramic enterprises

Cited by 8 publications

References 57 publications

Moving toward sustainability and circularity in hill road construction: a study of barriers, practices and performance

Moving toward sustainability and circularity in hill road construction: a study of barriers, practices and performance

Lean performance measurement system for an Indian automotive supply chain

Double-edged circularity: Comparative assessment of circular and non-circular consumers

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