The impact of lean practices on the operational performance of SMEs in India

Yadav, Vinod; Jain, Rakesh; Mittal, Murari Lal; Panwar, Avinash; Lyons, Andrew C.

doi:10.1108/imds-02-2018-0088

Cited by 68 publications

(71 citation statements)

References 42 publications

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“…Vanichchinchai (2014) reported that the level of lean system and partnership management in large companies in the Thai automotive supply chain was higher than those in small and medium companies. More recently, Yadav et al (2019) explored the effect of LM on operational performance of small and medium sized enterprises in India. They found that small and medium sized enterprises adopt a limited number of LM practices.…”

Section: Reliability and Validitymentioning

confidence: 99%

Exploring organizational contexts on lean manufacturing and supply chain relationship

Vanichchinchai

2019

JMTM

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Purpose The purpose of this paper is to explore the levels of lean manufacturing (LM) and supply chain relationships (SCR) in the manufacturing sector in Thailand, and analyze the differences across organizational characteristics (i.e. firm size, nationality of firms, manufacturing system, product brand, export level, nationality of customers, nationality of suppliers and existence of supply chain management (SCM) departments) on LM and SCR. Design/methodology/approach The measurement instruments of LM and SCR were developed and validated by experts, pilot test and various statistical techniques. Descriptive statistics were applied to investigate the levels of LM and SCR in the sample firms. Independent samples t-test and ANOVA were employed to examine the differences across organizational characteristics on overall LM and SCR, and their individual sub-construct. Findings It was found that the measurement instruments of LM and SCR were reliable and valid. Manufacturers in Thailand emphasized internal LM at the operational level much more extensively than external SCR. Overall, for LM, this study revealed significant differences across firm size, nationality of firms, manufacturing systems, export levels, nationality of customers and existence of SCM departments. For SCR, there were significant differences across export level, nationality of suppliers and existence of SCM departments. Differences across contexts of individual sub-construct of LM and SCR were analyzed and discussed. Originality/value This study is one of the first to present insights into the existence of LM and SCR and into the differences across organizational contexts on LM, SCR and their sub-constructs in the manufacturing sector in Thailand. The methodologies and findings are applicable to other developing countries.

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Section: Reliability and Validitymentioning

confidence: 99%

Exploring organizational contexts on lean manufacturing and supply chain relationship

Vanichchinchai

2019

JMTM

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“…We compared these findings with empirical studies that reported statistically significant relationships between EME and lean practices, and we observed differences in the sample context. For example, studies that investigated SME process industries (Marin-Garcia and Bonavia, 2015), SME manufacturing firms (Godinho Filho et al , 2016), SME manufacturing firms (Knol et al , 2018) and SMEs (Yadav et al , 2019a) reported statistically significant results for the employee-related social practices. The differences in the sample context as an explanation of the apparent inconsistencies on the relationship between EME and lean practices indicate boundary conditions for lean relationships.…”

Section: Discussionmentioning

confidence: 99%

“…The literature review conducted in Section 2 identified ORA, ITP, EME, SUP and CUS as the five theoretical constructs representing the social and technical aspects of lean implementations. The existing survey instruments on lean implementations such as Shah and Ward (2007) and Yadav et al (2019a) have mainly focussed on the technical practices, supplier- and customer-related lean practices. Malmbrandt and Åhlström (2013) included the social practices in their proposed instrument, but no scale for measuring the ORA for lean implementation exists.…”

Section: Methodsmentioning

confidence: 99%

“…Malmbrandt and Åhlström (2013) emphasized the importance of employee empowerment (EME) as an internal social practice that affects the ITP such as identification of customer value, standardization, visualization, pull, multi-functional workforce and continuous improvement. More recently, Panwar et al (2018) and Yadav et al (2019a) conceptualized “5S” (sort, set in order, shine, standardize and sustain) and visual management as the two additional ITP comprising a lean implementation.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

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The relationship between organizational attitude and lean practices: an organizational sense-making perspective

Malik

Abdallah

2020

IMDS

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PurposePast studies of lean have failed to sufficiently address the importance of social factors for successful lean implementations. This paper aims to broaden and deepen the understanding of lean as a socio-technical paradigm by conceptualizing lean implementation as an organizational change process.Design/methodology/approachThis study draws on the organizational sense-making literature to conceptualize and validate lean implementation as an organizational change process that necessitates a focus on the ability of organizational actors to construct a shared meaning of lean. This study posit that this shared understanding shapes the collective behaviour and attitudes of people towards a future desired organizational state such as a successful implementation of lean. Survey data were collected from various manufacturing and services firms to test the hypothesis derived from literature using a structural equation modelling approach.FindingsThe mutual social interactions of organizational actors contribute to an enabling lean organizational attitude that has a dominant effect on the lean practices of employee involvement, internal technical practices, supplier and customer management. This study also established boundary conditions for these relationships by identifying firm size as a moderating variable.Research limitations/implicationsThe findings establish a supportive organizational attitude as an antecedent for lean implementation, which goes beyond the current socio-technical characterization of lean management. This conceptualization draws the attention of researchers and practitioners towards the critical role of the cooperative behaviours of organizational actors in lean implementations.Originality/valueThe statistical results add a novel perspective to the discourse on the social dimension of lean implementation by conceptualizing and validating lean management as a combination of organizational attitude and the process facilitators comprising of employee empowerment, internal technical practices, supplier and customer management.

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“…It has largely been found to improve operational performance in areas of operational flexibility, dependability, speed while minimising inventoryrelated costs [65,67,68,69]. Other studies similarly found JIT to positively influence operational performance in terms of timely deliveries, waste elimination, increased productivity while improving demand management [70,71,72]. The study hypothesised that; H5: Just In Time significantly improves operational performance of manufacturing firms.…”

Section: Just In Time and Operational Performancementioning

confidence: 91%

Inventory Management Practices and Operational Performance of Manufacturing Firms in Ghana

Opoku

Fiati

Kaku

et al. 2020

AIR

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Aims: The study examined the effect of different inventory management practices on the operational performance of manufacturing firms in Ghana. Study Design: The study adopted the descriptive survey design. Place and Duration of Study: The study was conducted among manufacturing firms within the Accra, Tema and Kumasi metropolises in Ghana between November 2019 and February 2020. Methodology: The study randomly sampled 152 Procurement and Operations managers and officers from 246 registered manufacturing firms with the Association of Ghana Industries. The manufacturing firms are specifically located within the Accra, Tema and Kumasi metropolises. The study gathered primary data using structured questionnaires of which analysis was done using both descriptive and inferential statistical tools including mean, standard deviation and ordinary least square regression. Results: Using 114 valid responses, the study found manufacturing firms in Ghana to have high preference for Strategic Supplier Partnership (M=3.63) and Activity Based Costing (M=3.56, whereas they had least preference for Just In Time (M=3.06). The ordinary least square regression analysis showed that all the different inventory management practices: strategic supplier partnership (P=.000), activity based costing (P=.025), vendor managed inventory (P=.008), economic order quantity (P=.19), material resource planning (P=.000) and just in time (P=.009) are significantly and positively associated with operational performance. Conclusion: The study concluded that inventory management practices especially strategic supplier partnership plays tremendous roles in improving the operational performance levels of manufacturing firms in a developing economy notably Ghana.

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The impact of lean practices on the operational performance of SMEs in India

Cited by 68 publications

References 42 publications

Exploring organizational contexts on lean manufacturing and supply chain relationship

Exploring organizational contexts on lean manufacturing and supply chain relationship

The relationship between organizational attitude and lean practices: an organizational sense-making perspective

Inventory Management Practices and Operational Performance of Manufacturing Firms in Ghana

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