The Effect of Internal and External Lean Practices on Performance: A Firm-Centered Approach

Chanegrih, Tarek; Creusier, Jordane

doi:10.7202/1052501ar

Cited by 13 publications

(14 citation statements)

References 83 publications

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“…In addition, it requires advanced technological, forefront innovation, quick adaptation as well as employee and all supply chain members engagement (Achanga et al, 2006;Found and Harvey, 2007). These characteristics are necessary factors to enhance the lean manufacturing, resulting in sustainability performance (Chanegrih and Creusier, 2016).…”

Section: Thai Smes Manufacturing Industrymentioning

confidence: 99%

“…The first thing to do before launching lean program to all process is that the company should buy-in the understanding of managers about lean concept and implementation. Willingness with well understanding and realizing importance of lean program will lead to superior results, especially operational (Marynell, 2013;Chanegrih and Creusier, 2016), economic (Hong et al, 2014) and environmental and social performance (Curkovic et al, 2000).…”

Section: Ijqrm 366mentioning

confidence: 99%

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The relationships among transformational leadership, sustainable leadership, lean manufacturing and sustainability performance in Thai SMEs manufacturing industry

Burawat

2019

IJQRM

164

130

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Purpose The purpose of this paper is to examine the structural relationship model among transformational leadership, sustainable leadership (SL), lean manufacturing practices and sustainability performance. Design/methodology/approach The data were collected from the middle and senior managers working in small and medium enterprises of Thai manufacturing industry. Regarding the quantitative approach, the data were collected by means of survey from 598 respondents from 374 companies. Qualitative data were collected from 40 participants by participant observation, non-participant observation and in-depth interview. Findings The model reported that lean manufacturing has a partial mediate effect on the relationship between transformational leadership and sustainability performance, and between SL and sustainability performance. The structural model is different in automotive and nonautomotive companies, and the structural model is different among the companies which implemented lean program for less than five years and above five years. The data from in-depth interview informed that lean practices are appropriate for automotive industry though with less implementation in other industries. Firms pay most attention on customer involvement with some attention on employee and supplier involvement. Managers give advices and exchange ideas with their followers rather than inspiring and giving opportunities to make decision. Research limitations/implications The findings may also enable Thai managers to realize that lean practices are appropriate for any industry. The first thing to do before launching lean program to all process is that the company should buy-in the understanding of managers about lean concept and implementation. Willingness with well understanding and realizing importance of lean program will lead to superior results, especially operational, economic and sustainable performance. Originality/value The reliability and validity measurements confirmed that both SL and environmental and social performance are appropriate for manufacturing industries. This study provides evidence of the positive relationship between SL and lean manufacturing, lean manufacturing and sustainability performance, as well as the partial mediate effect of lean manufacturing on the relationship between SL and sustainability performance, which are the additional contributions to research in academic field. The results confirmed the positive relationship between transformational leadership and lean manufacturing. The results reported that there is difference of lean practices between automotive and nonautomotive companies, and between companies which implemented lean program less than five years and above five years. The structural relationship result reported that transformational leadership has effects on lean manufacturing whereas SL has no effect on lean manufacturing, which asserted the previous study in which one leadership model is more appropriate for success within lean implementations.

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Section: Thai Smes Manufacturing Industrymentioning

confidence: 99%

Section: Ijqrm 366mentioning

confidence: 99%

The relationships among transformational leadership, sustainable leadership, lean manufacturing and sustainability performance in Thai SMEs manufacturing industry

Burawat

2019

IJQRM

164

130

View full text Add to dashboard Cite

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“…Lean has also been called "lean management" which entails the removal of every known waste, inefficiencies, improves the system and simultaneously improve the organization output without necessarily increasing the input (human and physical capital) (Chanegrih and Creusier;. Thus, Lean can be viewed as a theory, a methodology, a solution to better processes, a procedure, as well as a corporate strategy.…”

Section: 1: Lean Conceptmentioning

confidence: 99%

“…Therefore, Lean understanding as a toolbox for eliminating redundancy and improve the quality of manufacturing and operations is constrained in that it does not follow a program strategy or tackle management as a means that ensure sustainability (Chanegrih and Creusier;. It can be seen as important to change management in a Lean framework to support the development of individuals, processes and attitudes required for organizational learning.…”

Section: Lean Implementation Barriersmentioning

confidence: 99%

“…Successful implementation of lean demands significant changes at all levels as well as departments, including administrative and even cultural work issues. Chanegrih and Creusier (2016) identified five phases of lean implementation which includes stabilization, continuous flow, coordinated output, pull method, and levelled production. Management needs to understand that for effective implementation of the Toyota way, the Toyota product design framework needs to be redesigned to fit each organization's individuality and incorporated into the entire system, recognizing the value of better-employed methods and techniques (Chanegrih and Creusier;.…”

Section: Lean Implementation Success Factorsmentioning

confidence: 99%

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Lean Implementation Barriers and the duality of lean in an Organisations

Austin¹,

Adebayo

2021

AJMSS

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Lean strategy is all about elimination of waste and redundant process; competitive benchmarking, introducing continuous improvement programs, preventive maintenance optimization, cycle time reduction, just-in-time (JIT), new process improvement, quality management programs, value engineering, self-directed work team, total quality management. The study investigates how people and duality of lean impacts lean implementation in organizations, looking at the case of the food processing manufacturing firms in Nigeria. To achieve the objective, the study employed Structural Equation Modelling (PLS-SEM) using data collected from 340 questionnaire collected from food processing firms in Nigeria. It was discovered from the study that factors hindering implementation of lean could be in the form of poor communication strategy within organisation, organizational culture, organisational knowledge, management support, policies on human development. The paper concludes that lean implementation does not have a stand-alone methodology, but the existence or lack of the identified factors may make or hinder successful implementation of lean especially in the food processing manufacturing companies in Nigeria.

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Lean Six Sigma financial performance in China and the United States: an international comparative empirical study

2024

BPMJ

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PurposeDespite the global success of Lean Six Sigma (LSS) operations, they are frequently criticised for failing to improve a company’s financial performance. This study investigated and contrasted the financial advantages of LSS, Industry 4.0 (I4.0) and Lean Six Sigma 4.0 (LSS4.0) practices in China and the United States.Design/methodology/approachWe conducted statistical analyses using online databases. We applied regression analysis to quantitatively analyse 32,813 responding organisation data from 3,691 A-share manufacturing companies in China and 5,931 responding organisation data from 570 publicly traded manufacturing firms in the United States.FindingsThis study discovered the following findings: (1) American companies are paying less attention to LSS, which is gradually becoming more important in Chinese business strategy. (2) There is a strong positive relationship between LSS implementation and financial performance in China. Nonetheless, the financial impact of LSS is less significant in post-industrial countries such as the United States. (3) There is compelling evidence in the Chinese context for the significant impact of higher LSS maturity levels on the financial performance of publicly traded manufacturing firms. However, the financial benefits of higher LSS maturity levels in the United States are less pronounced. (4) Despite frequent discussions in China and the United States, implementing I4.0 and related technologies has yet to yield the desired results, particularly in the United States. (5) LSS4.0 significantly improves organisational financial performance.Originality/valueThis study explored the impact of LSS, I4.0 and LSS4.0 on financial performance and conducted an international comparative study from a big data perspective.

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The Effect of Internal and External Lean Practices on Performance: A Firm-Centered Approach

Cited by 13 publications

References 83 publications

The relationships among transformational leadership, sustainable leadership, lean manufacturing and sustainability performance in Thai SMEs manufacturing industry

The relationships among transformational leadership, sustainable leadership, lean manufacturing and sustainability performance in Thai SMEs manufacturing industry

Lean Implementation Barriers and the duality of lean in an Organisations

Lean Six Sigma financial performance in China and the United States: an international comparative empirical study

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