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Purpose The purpose of this paper is to examine the mediating effect of learning organization dimensions on the relationship between the implementation of total quality management practices and companies’ operational performance improvement. Design/methodology/approach The authors carried out a cross-sector survey with 135 Brazilian manufacturing companies that have been implementing total quality management as an organizational strategy for at least five years. Collected data were analyzed using multivariate data analysis techniques. Findings The findings provide guidelines for manufacturers to increase their learning capability by reinforcing the implementation of total quality management practices, whose synergistic effects may be currently neglected. Results show that an enhanced organizational learning capability can significantly impact the improvement level of operational performance through the application of total quality management practices. Originality/value Several authors have investigated the relationship between total quality management implementation and learning organization aspects. However, most studies examined their relationship from a narrow perspective or under specific contexts, lacking empirical validation of their concurrent effect on operational performance improvement. The study aims at bridging this gap.

PurposeThe purpose of this paper is to encourage the integration of Lean principles with reliability models to sustain Lean efforts on a long‐term basis. It seeks to present a modified FMEA that will allow Lean practitioners to understand and improve the reliability of Lean systems. The modified FMEA approach is developed based on the four critical resources required to sustain Lean systems: personnel, equipment, materials, and schedules.Design/methodology/approachA three‐phased methodology approach is presented to enhance the reliability of Lean systems. The first phase compares actual business and operational conditions with conditions assumed in Lean implementation. The second phase maps potential deviations of business and operational conditions to their root cause. The third phase utilizes a modified Failure Mode and Effects Analysis (FMEA) to prioritize issues that the organization must address.FindingsA literature search shows that practical methodologies to improve the reliability of Lean systems are non‐existent.Research limitations/implicationsThe knowledge database involves many tedious calculations and hence needs to be automated.Originality/valueThe paper has defined Lean system reliability, developed a conceptual model to enhance the Lean system reliability, developed a knowledge base in the form of detailed hierarchical root trees for the four critical resources that support our Lean system reliability, developed a Risk Assessment Value (RAV) based on the concept of effectiveness of detection using Lean controls when Lean designer implements Lean change, developed modified FMEA for the four critical resources.