The influence of performance objectives on the implementation of lean manufacturing practices: An analysis based on strategic groups

Pozo, Hamilton; Silva, Orlando Roque da; Tachizawa, Takeshy

doi:10.1080/23311975.2017.1405718

Cited by 9 publications

(9 citation statements)

References 19 publications

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“…Among these, customer satisfaction appeared to be influenced most strongly, followed by profitability. This is consistent with the finding of Keitany and Riwo-Abudho (2014) that the use of LM practices can help in developing customer satisfaction, which leads to better performance, while Pozo and Da Silva (2013) contend that an LM system can improve the ability of the organization to meet its customers’ requirements, thus improving satisfaction, hence customer loyalty and performance in turn. On the other hand, Olhager and Prajogo (2012) assert that LM systems and practices have their strongest influence on market share, which can lead to better performance by influencing all aspects of the internal and external environment.…”

Section: Discussionsupporting

confidence: 90%

Structural equation modeling of lean manufacturing practices in a developing country context

Shrafat

Ismail

2019

JMTM

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Purpose The purpose of this paper is to empirically examine lean manufacturing (LM) practices and to quantify their impact on business performance (BP), with particular emphasis on the mediating role of operational performance (OP) in deriving the BP benefits commonly linked with LM. It also seeks to identify those lean practices most appropriate for application. Design/methodology/approach Empirical data on LM practices were collected using a structured survey questionnaire. The sampling frame was Jordanian companies registered and listed by the Amman Chamber of Commerce. In total, 500 questionnaires were distributed among 300 companies and a total of 249 completed questionnaires were eligible for statistical processing, a response rate of 49.8 percent. Invalid questionnaires were eliminated, leaving 228 usable. The theoretical relations were tested by structural equation modeling. Findings Although the results of the statistical analysis indicate a positive and significant impact of implementing LM practices on both OP and BP, they also show that the various LM practices did not receive equal recognition among the organizations surveyed. The most commonly adopted lean principles were found to be total preventive maintenance, statistical process control and housekeeping 5S. Research limitations/implications Other lean practices have not been considered as a dimension in this study. However, it opens new avenues of investigation relevant to lean practices. Practical implications The most significant implication of the study is that managers in manufacturing firms should place more emphasis on LM practices when developing strategies for leveraging performance. The study shows that the LM approach contributes to BP when LM practices are simultaneously implemented. Originality/value The originality of this study lies in the new context in which it was conducted. The study adds value by investigating the implementation of LM practices which have been transferred from developed to developing countries and by empirically examining their impact on key performance indicators within the Jordanian manufacturing sector.

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Section: Discussionsupporting

confidence: 90%

Structural equation modeling of lean manufacturing practices in a developing country context

Shrafat

Ismail

2019

JMTM

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“…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.…”

Section: Discussionsupporting

confidence: 63%

“…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).…”

Section: Literature Reviewmentioning

confidence: 99%

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

Maware

Adetunji

2019

TQM

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Purpose The purpose of this paper is to analyze the moderating impact of industry clockspeed (IC) on the relationship between Lean Manufacturing (LM) practices and operational performance. A model for evaluating the impact of LM is developed and the moderating effect of IC is taken into consideration as a fundamental variable that affects the causal relationship between LM practices and operational performance. Design/methodology/approach A structural equation model was proposed and investigated across two groups based on IC level (Group 1: low IC and Group 2: high IC). A structured survey questionnaire was used to collect empirical data from 600 companies listed by the Confederation of Zimbabwean Industries. A total of 214 usable questionnaires were obtained giving a response rate of 35.6 percent. The data were analyzed using Smart PLS 3 and SPSS version 25. Findings The results revealed that LM practices directly and positively affected operational performance and IC had a positive moderation effect on the relationship between LM practices and operational performance. The results indicated that the structural equation model remained invariant across the groups. This showed that IC had a moderating effect on the relationship between LM practices and operational performance for both low IC and high IC industries. Originality/value The study analyzed the moderating effect of IC in Zimbabwean industries. The study will provide further evidence to managers on the impact of LM practices on operational performance in developing countries.

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“…Researchers advocate for the use of questionnaires because they are easy to administer and can assess the whole organization's leanness. Questionnaires were used by (Nawanir et al, 2016;Adetunji, 2019a, 2019b;Marodin et al, 2017;Pozo et al, 2018;Prasad et al, 2016;Godinho Filho et al, 2016;Marodin et al, 2016). Leanness measurement methods involved structural equation modelling (Maware and Adetunji, 2019a;Nawanir et al, 2016;Pozo et al, 2018;Godinho Filho et al, 2016), regression models (Marodin et al, 2018;El-Khalil, 2020), correlation analysis (Prasad et al, 2016), propensity score matching (Shi et al, 2019) and multivariate analysis of variance (Marodin et al, 2016)…”

Section: Leanness Measurementmentioning

confidence: 99%

A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries

Maware

Okwu

Adetunji

2021

IJLSS

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Purpose This study aims to comparatively discuss the effect of lean manufacturing (LM) implementation in the manufacturing sectors of developing and developed countries. Design/methodology/approach An in-depth literature review focused on previous research published between 2015 and March 2020. The papers published by the databases such as Google Scholar, Scopus, ProQuest and Web of Science were used in the study. A total of 63 studies that focused on LM application in manufacturing industries in developing and developed countries were used in the research. Findings It was observed that LM improves operational performance for manufacturing organizations in developing and developed countries. Small and medium-sized enterprises in both developed and developing countries have difficulties transforming their organizations into lean organizations compared to large enterprises. Furthermore, the review also found that there seems to have been no paper had reported the negative impact of implementing LM in manufacturing industries in developing and developed countries from 2015 to March 2020. Research limitations/implications The study used research papers written between January 2015 and March 2020 and only considered manufacturing organizations from developed and developing nations. Practical implications The study provides more insight into LM implementation in developing and developed countries. It gives the LM practices and the implications of applying these practices in manufacturing organizations for developing and developed countries. Originality/value A preliminary review of papers indicated that this seems to be the first paper that comparatively studies how LM implementation has affected manufacturing organizations in developed and developing countries. The study also assessed the LM practices commonly used by the manufacturing industries in developing and developed countries.

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The influence of performance objectives on the implementation of lean manufacturing practices: An analysis based on strategic groups

Cited by 9 publications

References 19 publications

Structural equation modeling of lean manufacturing practices in a developing country context

Structural equation modeling of lean manufacturing practices in a developing country context

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

A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries

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