Lean Transformation Sustainability Models

Osman, Azim Azuan; Mamat, Rusalbiah Che; Ali, Mazita Mat

doi:10.24191/abrij.v6i2.10581

Cited by 3 publications

(6 citation statements)

References 18 publications

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“…Literature Management Commitment (Al-Dhaafri & Alosani, 2020;Bortolotti et al, 2015;Cheng, 1989;Comm & Mathaisel, 2005;Cudney et al, 2020;Fernández-Mesa & Alegre, 2015;Foo et al, 2015;Gaspar & Leal, 2020;Goodyer & Grigg, 2011;Henrique et al, 2021;Loh & Lau, 2018;Oly Ndubisi et al, 2005;Sahoo, 2020;Siagian et al, 2021;Udod et al, 2020) Management Vision & Mission (Alhuraish et al, 2017;Cheng, 1989;Cudney et al, 2020;Goodyer & Grigg, 2011;Henrique et al, 2021;Oly Ndubisi et al, 2005;Osman et al, 2020;Sahoo, 2020;Siagian et al, 2021;Tezel et al, 2017;Udod et al, 2020) Management Coaching (Alhuraish et al, 2017;Cheng, 1989;Cudney et al, 2020;Goodyer & Grigg, 2011;Henrique et al, 2021;Oly Ndubisi et al, 2005;Osman et al, 2020;Sahoo, 2020;Tezel et al, 2017;Udod et al, 2020) Communication (Cheng, 1989;Oly Ndubisi et al, 2005;Osman et al, 2020;Osman et al, 2021;Udod et al, 2020)…”

Section: Lead Leadership (Ll)unclassified

“…Considering this, this study combined LRM measurements from previous studies into a collection of common variables listed in Table 5. Dedicated Organization (Bortolotti et al, 2015;Goodyer & Grigg, 2011;Henrique et al, 2021;Oly Ndubisi et al, 2005;Osman et al, 2020;Siagian et al, 2021) Flexible Resources (Hines et al, 2020;Ruben et al, 2019) Financial Resources (Loh & Lau, 2018;Oly Ndubisi et al, 2005)…”

Section: Lean Resource Managementmentioning

confidence: 99%

“…Mabunda, 2019;Oly Ndubisi et al, 2005;Osman et al, 2020;Osman et al, 2021;Sahoo, 2020;Siagian et al, 2021;Udod et al, 2020) …”

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Developing and Validating Measurement for Lean Manufacturing Sustenance Strategies: The PLS-Sem Approach

Aripin

Nawanir²,

Hussain³

2023

IJIM

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Manufacturing worldwide acknowledges lean manufacturing (LM) as a tool to enhance performance. However, sustaining the implementation has been an issue for them to reap the full benefit of LM. With this issue, this study is aimed to investigate the sustaining factors for LM, develop measurement items, provide valid and reliable constructs for LM sustaining factors, and empirically validate the measuring instrument using the SEM approach. Five sustaining factors and 30 assessment items were constructed by adopting, adapting, or self-developing based on the extensive literature review. In total, 151 discrete medium and large manufacturing companies in Malaysia responded to the survey questions. Following that, the constructs were empirically assessed using the SEM model. The findings show that all of the measuring items represent their underlying constructs and contribute significantly to their respective constructs. Some limitations were identified, including the fact that this study was collected from medium and large discrete manufacturing companies in Malaysia, hence resulting in restrictions on generalizability. This research provided valuable information for practitioners to gain more understanding and develop a plan for sustaining LM implementation.

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Section: Lead Leadership (Ll)unclassified

Section: Lean Resource Managementmentioning

confidence: 99%

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Developing and Validating Measurement for Lean Manufacturing Sustenance Strategies: The PLS-Sem Approach

Aripin

Nawanir²,

Hussain³

2023

IJIM

View full text Add to dashboard Cite

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“…On that account, quantitative data generates objective measures, while qualitative data contributes subjective measures. Since most previous studies that examined the effect of Lean Culture on Lean Transformation used qualitative data (Osman, Che Mamat, & Mat Ali, 2020), there is a need to assess the same effect using quantitative data to generalize the findings on a bigger scale.…”

Section: Applications Of Self-administered Questionnaire As a Researc...mentioning

confidence: 99%

“…In some other context it is also known as latent variables (Hair, Hult, Ringle, & Sarstedt, 2017) or a domain (Churchill, 1979;DeVellis, 2016). journal.ump.edu.my/jmmst ◄ As most previous studies that investigate the influence of Lean Culture on sustainability of Lean Transformation were qualitative in nature (Osman, Che Mamat, et al, 2020), Lean Manufacturing body of knowledge is short of quantitative evidence regarding this topic. The absence of an appropriate research instrument for measuring Lean Culture makes researcher's effort to fill this gap more complicated and ardeous.…”

Section: Saq Development Proceduresmentioning

confidence: 99%

Measuring Lean Culture: Designing a Research Instrument

Osman

Nordin

Rahman³

2021

JMMST

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Transformation from conventional manufacturing system to lean manufacturing system has enabled many manufacturing companies to reduce waste and ultimately achieve operational excellence. Unfortunately, there were also many reported cases where manufacturers failed to sustain the transformation until they achieve the ultimate result. Converting organization’s culture into the lean culture is often claimed as one of the mechanisms to sustain lean transformation in manufacturing organizations. Thus, measuring to what level lean manufacturers have converted their organization’s culture relative to lean culture characteristics is critical. Selfadministered questionnaire is a practical research instrument to measure the level of lean culture in multiple manufacturing organizations that are located in far-reaching geographical as it saves time, money and effort. In this paper, 36 questionnaire items for measuring lean culture has been designed. These items can be used as parameters for predicting sustainability of lean transformation using statistical analysis such as linear regression or structural equation modelling.

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Lean Accounting and Lean Entrepreneurship

Ovharhe,

Chibuike,

Abada

2023

Am. J. Soc. Dev. Entrep.

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This study examined the relationship between lean accounting and lean entrepreneurship in Nigeria. The study adopted a quasi-experimental design and cross-sectional design. Data were generated by quantitative and qualitative method. The employed used purposive sampling techniques and non-proportionate stratified random sampling techniques. A total population of 400, a sample size estimate of 200 was determined using Krejcie and Morgan Table. Also, 200 copies of the questionnaire were distributed to the accessible entrepreneurs’, while 189 copies were completed and retrieved. The instruments were validated with a reliability above 0.7 Co-efficient, using Parallel Method to determine the reliability. Two research questions and two hypotheses were raised which were tested with regression analysis and KMO/Barllet’s test for the sampling adequacy for data appropriateness and sphericity respectively via SPSS 25 version. From the findings, the concept of lean accounting positively impacts business creation. In conclusion, lean improvement and lean thinking have a significant influence on the business creation of firms. Based on the findings and conclusion, this study contributes to the knowledge that business creation could be achieved by practicing lean entrepreneurship on value creation, value capture and wealth creation. It could be recommended that lean improvement and lean thinking should be practiced without compromise and bias. The top management of enterprise should engage services of professionals in lean entrepreneurship to train staff and intrapreneurs on business creation. Business creation should be paramount mindset of the stakeholders of organizations.

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Lean Transformation Sustainability Models

Cited by 3 publications

References 18 publications

Developing and Validating Measurement for Lean Manufacturing Sustenance Strategies: The PLS-Sem Approach

Developing and Validating Measurement for Lean Manufacturing Sustenance Strategies: The PLS-Sem Approach

Measuring Lean Culture: Designing a Research Instrument

Lean Accounting and Lean Entrepreneurship

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