Lean manufacturing and production efficiency of the food and beverages sector in Nigeria

Amos, Nneoma Benita; Ariguzo, Vivian Adaobi; Egwakhe, A. J.; Abiodun, Abolaji Joachim

doi:10.1504/ijaom.2020.112726

Cited by 2 publications

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“…While the empirical evidence from the Sri Lankan food industry is limited, there found a few studies conducted in other countries on the extent of lean implementation in various industries, (e.g. Amos, Ariguzo, Egwakhe, & Abiodun, 2020;Bhutta, Egilmez, Chatha, & Huq, 2017;Nawanir, Lim, & Othman, 2016;Nordin et al, 2010;Perera & Kulasooriya, 2011;Wickramasinghe & Wickramasinghe, 2017). According to Nawanir, Kong Teong, and Norezam Othman (2013), lean manufacturing practices significantly improve business performance (BP), and operational performance (OP) partially This article is published under the Creative Commons CC-BY-ND License (http://creativecommons.org/licenses/by-nd/4.0/).…”

Section: Introductionmentioning

confidence: 99%

Impact of Lean Manufacturing Practices on Operational and Business Performance: Evidence from Sri Lankan Food Industry

Silva

Warnapura

2021

SL J. Soc. Sci. Hum.

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Lean is a strategy that aims to achieve smooth production flow by eliminating waste and hence helps manufacturing firms realize their time, cost, and quality goals. Food manufacturers not only have limited ability to offer uniform quality but also a greater chance of generating wastes due to the perishable nature of materials. This study investigates the degree to which the Sri Lankan food sector is practicing lean manufacturing and examines the direct and indirect relationships between lean manufacturing, business performance, and operational performance. Data were collected through a questionnaire distributed to managers who have lean experience in the food industry. Using a sample of 86, the hypotheses were tested applying Partial Least Square Structural Equation Modelling with SmartPLS software. Developing a new construct to represent four lean manufacturing practices, namely, Just-intime (JIT), Total Quality Management (TQM), Total Preventive Maintenance (TPM), and Human Resource Management (HRM), this study empirically confirms that lean manufacturing has a significant positive impact on both operational and business performance. Furthermore, operational performance partially mediates the relationship between lean manufacturing and business performance. The findings offer valuable implications for mangers, particularly in the food industry to achieve sustainability through practicing lean in their manufacturing and supply chain operations.

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Section: Introductionmentioning

confidence: 99%

Impact of Lean Manufacturing Practices on Operational and Business Performance: Evidence from Sri Lankan Food Industry

Silva

Warnapura

2021

SL J. Soc. Sci. Hum.

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Unpacking the Lean Manufacturing Implementation in Small and Medium Food and Beverage Industries in Tanzania: A Factor Analysis Approach

Shoshiwa,

Ilembo,

Sungau

2024

ASAREV

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This paper examined the status of lean manufacturing implementation in food and beverage SMEs in the selected two regions through lean tools integrated and lean outputs achieved. The study employed a mixed method approach. Qualitative and quantitative designs were used to inform the analysis. The study used cluster random sampling with a sample of 120 industries consisting of different small and medium food and beverage processing industries. We used descriptive statistics and Index of Relative Importance to rank indicators for both lean tools implementation and lean output. Factor analysis was also used to identify the underlying relationships of the variables for lean implementation. Results show that majority of the food and beverage SMEs have adopted and implemented work standardization through presences of operation procedures to avoid variations; followed by Statistical Process Control. Also, out of the seventeen lean tools indicators, five are highly implemented in most of the selected industries for increasing process utilization, efficiency and quality improvement with the remaining twelve not highly implemented. Further, results revealed that, defective products are highly reduced in the SMEs after the implementation of lean tools, followed by reduction of inappropriate processing of products. It is recommended that, in order to identify areas for improvement, necessary for industry sustainability, the industries must do lean assessments, monitoring and evaluation mechanisms to ensure the continuous improvement of lean practices. Also, tailoring lean strategies to specific sectors within SMEs is very important.

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Lean manufacturing and production efficiency of the food and beverages sector in Nigeria

Cited by 2 publications

References 0 publications

Impact of Lean Manufacturing Practices on Operational and Business Performance: Evidence from Sri Lankan Food Industry

Impact of Lean Manufacturing Practices on Operational and Business Performance: Evidence from Sri Lankan Food Industry

Unpacking the Lean Manufacturing Implementation in Small and Medium Food and Beverage Industries in Tanzania: A Factor Analysis Approach

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