Lean Production Practices to Enhance Organisational Performance

Abstract

Abstract. Service sector organisations are constantly overcoming the challenges facing the overproduction and waste reduction within their environments. Industries are also becoming very competitive thus forcing them to seek suitable production organisation strategies with the aim towards enhancing their competitiveness and efficiency. The aim of this research study is to investigate the impact of lean production practices on the performance of service based businesses through the case study of a local baked goods supplier. The research framework adopted consists of questionnaire survey method implemented with different end users, thus covering the overall production -retailcustomer cycle. The research results and analysis justify the objective of the research that lean production practices enhance the performance of the supplier company and the common tool identified were JIT (Just in Time), Value Steam Mapping (VSP) and the 5S methods. The results also suggest that JIT method has a higher impact towards improvement on performance relating to quality, speed, dependability, flexibility and cost of the supplier. However, the research study also identifies that one of the major challenges faced by the organisation while adopting lean practices was the lack of commitment from top management, continuous training and employee engagement measures.

The moderating effect of industry clockspeed on Lean Manufacturing implementation in Zimbabwe

“…Specifically, the results showed that LM practices are effective for operational performance improvement in both low IC and high IC industries. The study is also supported by Knudtzon (2018), Pozo et al (2018), Khanchanapong et al (2014), Belekoukias et al (2014), Birkie and Trucco (2016), Dal Pont et al (2008), Furlan et al (2011), Taj and Morosan (2011), Hallgren and Olhager (2009), Shah et al (2017) and Chavez et al (2013) that show that the implementation of LM practices improves operational performance.…”

“…There seems to be an impression that variables such as quality, cost, speed, flexibility and dependability are popular measures of operational performance (Knudtzon, 2018; Pozo et al , 2018; Khanchanapong et al , 2014; Belekoukias et al , 2014; Birkie and Trucco, 2016; Dal Pont et al , 2008; Furlan et al , 2011; Taj and Morosan, 2011; Hallgren and Olhager, 2009; Shah et al , 2017; Chavez et al , 2013).…”

Lean production and supply chain innovation in baked foods supplier to improve performance

“…(Shah et al, 2017) As shown from Table XIII, it is clear that the mean average of 3.61 (max 5.0) and that of 72.2% was high. Many of the respondents highlighted that the implementation of lean production practices impact has been the highest on the profitability performance of the organisation at 4.13.…”

“…(Shah et al, 2017) The key question analysed within this research focused towards 'what waste do lean production practices eradicates within your organisation'. The results from this analysis provided a mean of 86.6% from the respondents that indicated the contribution of this criterion relatively high, and 40% of were 'strongly agree', 53.32% were 'agree' and 33.3% were 'undecided'.…”

“…This was because organisation's experienced the lack of commitment from the top management, continuous development including training and education was not sufficient, clarity of data and information accuracy, and employee's resistance to change and governmental regulation and policies. (Shah et al, 2017) The outcomes from the financial constraints, inexperienced technical staff and lack of interface with existing system infrastructure were solely dependent upon the traditional work practices (between 2.5 to 3.49).…”