The impact of lean manufacturing practices on firms' sustainable performance of the manufacturing industry sector

Droup, Ismail; Jusoh, Ahmad; Mardani, Abbas; Nor, Khalil Md; Dafa', Adil; Alla, N.A.

doi:10.1504/ijpspm.2022.126234

Cited by 2 publications

(1 citation statement)

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“…Most negative SOC effects of LM are related to increased stress on workers derived from the implementation of multiple practices, the reluctancy to cross training, the difficulty of understanding lean goals and practices and the fear of not meeting management expectations (Ben Ruben et al ., 2019; Bergenwall et al ., 2012; Castillo, 2022; Henao et al ., 2019; Longoni et al ., 2013). Regarding ENV, most negative outcomes evidenced tend to be explained by pollution derived from JIT transportation (as well as more traffic), shorter product lifecycle times that can increase waste generation and increased energy use due to frequent format changes (Bergenwall et al ., 2012; Droup et al ., 2022; Negrão et al ., 2017; Resta et al ., 2017).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Effects of lean manufacturing on sustainable performance: results from two conceptual approaches

Henao,

Sarache

2023

JMTM

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PurposeSustainability has become a priority for companies due to pressure from multiple stakeholders. In an overly competitive market, shareholders push for economic results, allowing lean manufacturing to establish itself as dominant paradigm in manufacturing. However, concerns grow regarding how lean implementation can allow companies to achieve sustainable development goals, or, if the resources required for a successful lean implementation can result in a detriment of environmental and social performance. This paper intends to help close the knowledge gap regarding the effects of lean manufacturing on sustainable performance from a triple bottom line perspective, and how operational, environmental and social outcomes interact between themselves.Design/methodology/approachTwo models for the interaction between lean and sustainability were proposed. The first is called the “sand-cone” model, which poses that performance improvements derived from lean are cumulative on each one of the sustainability dimensions. The second is called the “trade-offs” approach. In this case, the resources required to improve one dimension of sustainability clash with those required by the others. Data were gathered from a sample of 133 Colombian metalworking companies and processed using structural equations models.FindingsThe results support the cumulative “sand-cone”, which follows a sequence of operational-environmental-social improvement in the presence of lean. For the “trade-offs” model, partial evidence suggests that they can occur in detriment of social performance.Originality/valueThe “sand-cone” and “trade-offs” are empirically tested for the first time in the context of sustainability, providing further knowledge into its interaction with lean manufacturing. The models’ results contribute to practitioners by providing a tested path for companies to improve their performance in a cumulative sequence that will provide better long-term results.

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Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

Effects of lean manufacturing on sustainable performance: results from two conceptual approaches

Henao,

Sarache

2023

JMTM

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Lean sustainability and triple bottom line performance of manufacturing industries in a developing economy: does top management commitment matter?

Opoku,

Issifu,

Ofori

et al. 2024

IJQRM

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PurposeAlthough literature abounds on lean sustainability (LS), its contributions to manufacturing industries’ triple bottom line performance (TBLP) through top management commitment (TMC) remain scanty. This research explores the mediating role of TMC in the nexus between LS and TBLP.Design/methodology/approachGiven the study’s quantitative focus, the causal design was utilised. The structured questionnaire, a survey instrument, was used to gather primary data from 285 manufacturing organisations in Ghana, a developing country. Data analysis was done with structural equation modelling.FindingsIt was found that LS and TMC positively influence TBLP, whereas TMC partially mediates the connection between LS and TBLP of Ghanaian manufacturing organisations.Research limitations/implicationsThe study concentrates on Ghana’s manufacturing industry and embraces the stakeholder theory and quantitative methods.Practical implicationsThis research underlines why top managers must prioritise investment in LS to promote sustainable development and attain their organisations’ TBLP targets. The study also provides key insights for top managers to consistently commit enormous resources towards developing lean practices, contributing favourably to TBLP. By establishing the interplay among LS, TMC and TBLP, manufacturing practitioners and researchers can further advance new strategies to address the growing sustainability concerns and achieve higher economic, social and environmental performance.Originality/valueThe study’s originality lies in analysing the mediation effect of TMC on the linkage between LS and TBLP in a developing economy where manufacturing organisations are continuously exposed to resource and waste management problems and lack adequate commitments from top managers towards sustainability initiatives. It is also the first to establish relationships between top management commitment and TBLP in the manufacturing industries of developing economies, concentrating on Ghana.

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The impact of lean manufacturing practices on firms' sustainable performance of the manufacturing industry sector

Cited by 2 publications

References 0 publications

Effects of lean manufacturing on sustainable performance: results from two conceptual approaches

Effects of lean manufacturing on sustainable performance: results from two conceptual approaches

Lean sustainability and triple bottom line performance of manufacturing industries in a developing economy: does top management commitment matter?

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