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Lean leadership might be among the most desirable goals for the development of successful managers. The most prominent organization exhibiting this style is Toyota. This article provides a comprehensive examination of leadership styles and their relation to the two lean principles, respect for people, and continuous improvement. The results shed light on critical leadership development for lean initiatives. Implications for theory and practice are discussed, and suggestions for future research are proposed. Managerial Relevance Statement-Lean management creates organizations which are financially sound and ethical. Major obstacles to create such lean management driven organizations seem to be soft factors of human behavior driven by leadership. This paper undertakes an effort to analyze the desirable leadership style(s) to enable managers and leaders to sustain or introduce lean management in their organization effectively.

Purpose This study aims to examine the effect of human resource management (HRM) in mitigating negative effects of Lean management and Six Sigma (LM&SS) on employee well-being in health care. The authors subdivide well-being into three components: happiness, trust and health. Design/methodology/approach This is a cross-sectional, multisite survey study in internal service units of hospitals. Data analyzed using multivariate regression come from a sample of 1,886 survey respondents (42 units, N = 218 supervisors, N = 1,668 employees) in eight Dutch academic hospitals that have implemented LM&SS. Findings The present study findings show no or weak effects of LM&SS on the happiness and health component of employee well-being. In addition, the authors found a significant but weak direct positive effect (ß = 0.07) of the LM&SS bundle on the trusting relationships component of well-being. Therefore, moderating effects of HRM practices on the relationship between LM&SS and employee well-being seem less relevant because an existing relationship between LM&SS and employee well-being is a prerequisite for moderation (Hayes, 2009). There were unexpected side effects. Inspired by research that discusses direct effects of HRM on employee well-being, the authors tested this relationship and found that HRM has a direct positive effect on trust and happiness of employees in health care. For the health component of well-being, the present results show a weak negative effect of HRM. Practical implications This study results in a cautiously optimistic view about LM&SS in health care, provided that it is applied in a targeted manner (to improve the performance of their processes) and that HRM is strategically aligned with the goals of LM&SS to improve employees’ happiness and trusting relationships. Originality/value Unique features of the study are the focus on the consequences for employees’ well-being related to LM&SS in health care, the role of HRM in regard to this relationship and the participation of all eight Dutch academic hospitals in this research.

Value stream mapping (VSM) is a vital lean manufacturing tool accustomed to identify and reduce the process lead time and the work in process inventory for improvement of the overall efficiency of an organization. This paper aims to investigate and implement value stream mapping in water distillation plant. The data is collected from the various production processes carried out in plant after analyzing the all collected data. We had prepared the current state map and value-added activities and non-value-added activities had found. After conducting an impressive investigation on non-value-added activities, suggestions are made to minimize the process lead time and work in process inventory. The lean techniques like Kaizen, 5S are used to make necessary changes to improve the overall efficiency and after considering the proposed changes future state value stream map was drawn. After successful implementation of VSM Technique in water distillation plant the improvements are, the processing time is reduced from 171 s to 143 s and lead time is decreased from 8057 s to 6344 s.

In the increasingly complex health care system, physicians require skills and knowledge to participate with multidisciplinary team members in quality improvement (QI) that adds value to health care organizations. The Educational and Clinical Leaders Improving Performance with Structured E3L training (ECLIPSE) program was developed to address this challenge. Clinically relevant components of lean management were leveraged to create an online, flipped-classroom curriculum, and this was paired with Kaizen adapted specifically for physicians and multidisciplinary clinicians to promote experiential skills utilization. The focus of each adapted Kaizen was a topic of institutional QI priority, such as improving patient throughput or reducing readmission rates. Participants were awarded certification in the E3 Leadership management system-a patient-centered, equity-focused system based on lean principles. After 4 years, 50 E3 Leadership certificates were awarded to multidisciplinary clinicians, including 30 to physicians; participants scored an average 85% on module quizzes. The ECLIPSE program has improved physician participation in multidisciplinary QI projects with institutional alignment.

Manufacturing industries strive hard to improve their productivity to meet the highly demanding business market. Productivity can be improved by effective use of resources, elimination of wastes, process flow enhancement, and continuous improvement. There are strategies and tools to improve productivity but industries face the problem of selecting appropriate strategies. Lean manufacturing philosophy helps the manufacturing industries to enhance their productivity aspects by identifying and eliminating the wastes using specific tools/techniques. This article presents an integrated framework for the lean implementation process in the steel processing industry. The value stream mapping (VSM) tool is used to identify the wastes at each stage of the production process. Lean tools are identified from literature based on the wastes identified from the current state. For prioritizing the lean tools based on the positive correlation on one another, fuzzy integrated analytic hierarchy process and complex proportional assessment of alternatives are used. A future state value stream map is developed to illustrate the improvements achieved due to the implementation of selected lean tools. Comparison of present and future state VSM shows a great reduction of wastes, such as scale waste (50%), miss roll defects (72.7%), size variation defect (62%), corrosion defect, and improvements in talk time and cleanliness.

Nowadays, every organization must be required to determine its strength and weaknesses to enlarge productivity and output of their operations. The concept of lean production system has been acknowledged as a means to increase competitiveness for manufacturing concerns all over the world. The present paper has been planned to analyze the concept of Lean Production and its benefits for manufacturing industries. On the basis of the content analysis, the study found that lean manufacturing is gaining popularity day by day among manufacturing industries due to its potential of increasing operational performance. This is done with the help of its set of tools and principles which are used in the systematic elimination of seven wastes, namely, overproduction; waiting; scrap; conveyance; processing; inventory; and motion. Elimination of wastes enable manufacturer to produce the product with superior quality, lower cost and on time with lesser efforts. Keywords: Lean Production, Benefits, Tools and Techniques, Principles

Lean is a term that was first used in 1988 with reference to a production system. It is a highly acknowledged production method that focuses on cutting out waste, at the same time ensuring the same quality. An emerging field known as industry 4.0 has recently evolved, with the goal of incorporating current smart technologies into the industrial process. Due to the novel nature of the subject, very little evidence is there to suggest that there is a link between industry 4.0 and Lean production. The study aims to find empirical evidence to show the direct relationship between the introduction of industry 4.0 and Lean process and to find the impact it has on organizational performance. The research is based on data gathered in the form of a survey questionnaire. The measurement scale used for the questionnaire was a five-point Likert scale, the primary respondents of the questionnaires were production engineers, service engineers and sales representatives. The data was analyzed using IBM SPSS software and a correlation between industry 4.0 technologies and Lean manufacturing was obtained.

Purpose The application of lean thinking in the transportation industry provides opportunities to streamline operations with a value-added orientation. Prior literature shows evidence of limited application of lean thinking in the transportation operations of the pharmaceutical industry. This study aims to close this research gap by investigating the application of lean thinking for improving pharmaceutical transportation performance. Design/methodology/approach This study conducted an action research approach at an Indonesian pharmaceutical distribution company. One cycle in one year was analyzed; empirical data were collected and analyzed through direct observations, interviews and the study of company data and documentation. Findings The application of lean thinking in waste elimination allowed the delivered project to achieve a remarkable 40% reduction in overall transportation costs, 75% reduction in total lead time, 200% improvement in truck productivity and 100% improvement in truckload capacity utilization. Practical implications This study can guide the pharmaceutical industry toward achieving excellence in transportation operations through lean thinking implementation. Originality/value There has been limited research on this topic, and this study is the first attempt to generate new and significant evidence of a real-life application of lean thinking within the field of pharmaceutical transportation.

Lean manufacturing (LM) is established as a best practice to improve the performance of manufacturing industries. Not all the manufacturing industries realize the benefits of LM practices specifically continuous process industries. The present research work is intended to study the advantages of implementing LM practices in an ethical paper industry which is a continuous production industry. Presently, the industry suffers with the problems such as lack of productivity, raw material wastes, underutilized resources, and lack of standard practices in the production. Gemba technique is adapted to record the information related to the present manufacturing environment. Based on the current state analysis, the feasible lean tools are selected and implemented such as 5S, Kaizen, and Total Productive Maintenance (TPM). The improvements have been noted as reduced tool change over time, reduced material wastes, effective utilization of resources and provide safety guidelines to workers and operations. The implications of these improvements increased the productivity also.

Subject. This article deals with the tools of lean manufacturing concept that seek to eliminate losses or minimize them as much as possible while improving the quality of products provided. Objectives. The article aims to examine the theoretical and methodological aspects of the lean concept, and describe the foreign experience of using lean technologies. Methods. For the study, I used the methods of analysis, retrospection, comparison, and generalization. To present the study results, I used the tabular method. Results. The article defines the notion of Loss (Muda) and types of losses specified in dedicated sources. It describes the techniques that help companies eliminate losses and maximize market orientation through their staff members’ participation. The article defines the content and discusses the implications of implementing various key tools of the lean concept. Conclusions. Lean technologies can be implemented both individually and in combination with one another. When combined, the technologies can help both optimize labor and tangible costs, and meet the needs of customers. The use of a wide range of lean concepts can contribute to solving socioeconomic challenges faced by an individual economic entity and the entire country.

There are significant opportunities for services to improve their sustainability and carbon footprint.1 We hereby report a sustainability review of our dermatology department with a focus on human behaviours. The review was initiated by younger persons in the department and staff family members. This review is based on the four principles set out by the Centre for Sustainable Healthcare: prevention, patient empowerment and self-care, lean systems, and low carbon alternatives.1.

PurposeMultiple organisations which have attempted to implement lean production/manufacturing/thinking have failed to achieve significant benefits. Practitioners and researchers have identified the barriers that hinder successful implementation. This study first consolidates such lean implementation barriers that are common across all industry sectors. Further, a systemic understanding of lean barriers is attempted by determining causal relationships between barriers and their relative causal strength.Design/methodology/approachBarriers to lean implementation were first identified from extant literature and categorised into broad barrier groups. These barrier groups were classified into four categories as specified by Liker's 4P model of lean–philosophy, people and partnership, processes and problem-solving. Additionally, interrelations between barriers, both within and among these four categories were determined.FindingsThe barriers classified under philosophy were the most critical as it affects the barriers in other groups. Similarly, barriers such as lack of leadership and top management commitment, lack of resources, shortage of lean consultants and trainers, lack of systemic understanding of lean and the need for its implementation, lack of lean expertise and training were found to be the most critical causal barriers.Research limitations/implicationsHighly critical barriers in terms of causality should be addressed with high priority, as effective measures against them may eliminate or reduce the impact of other barriers.Originality/valueThis study addresses the confusion regarding the high number of lean barriers in extant literature by providing a systemic understanding of the same. By exploring the interrelations among barriers, the most important causal barriers and barrier types (4Ps) are identified, the knowledge of which could improve lean implementation success. This is a novel attempt in the domain of lean.

The study's goal was to give stakeholders information drawn from employees' lean thinking on organizational culture during a hostile moment, as well as to produce a strategic planning idea for the distribution and retail chain of outlets. To discover significant facts about the topic, a descriptive survey with a mixed qualitative and quantitative research approach was used. Employees of ten (10) corporations involved in distribution and retail chain stores in Metro Manila were polled for information, to learn about substantial and minor variances in employees' attitudes toward lean thinking in terms of organizational waste, as defined by the organizational culture in the workplace. Findings between lean thinking and business culture revealed significant disparities in employee status. It refers to personnel who, regardless of their job title, may contribute to the organization's waste. This research will be used as a foundation for strategic planning for supply networks in distribution and retail chains in any company industry during and after an adversarial phase.

Purpose The benefits of adopting lean manufacturing for leveraging corporate sustainability have been highlighted in the literature. However, these studies have neglected the social side of sustainability compared with the attention given to the environmental aspects. Addressing this gap, this paper aims to investigate the influence of lean practices on the dimensions of employee social sustainability (ESS), which enabled the identification of the most critical practices. Design/methodology/approach This paper conducted an exploratory study in two phases: first, seeking evidence in the literature, and second, applying the analytic hierarchy process (AHP) to connect ESS to lean practices based on expert opinion. Findings From the literature review, this paper found linkages between eight lean manufacturing practices and four dimensions of ESS. Based on evidence from the literature, the authors designed and applied an AHP model to set priorities among lean practices and social dimensions. Therefore, “health and safety” was evaluated as the most critical social dimension, and 5S was considered the most influential lean practice on ESS. Originality/value This study contributed to introducing the perspective of lean manufacturing practices as enablers of ESS. Notably, it pointed out which specific practices should be prioritized in the lean implementation process with social sustainability purposes. In addition, it identified relationships not reported in the literature, raising questions for further investigation.

Higher education essentially needs to pay attention to the quality of its graduates, whether it is by the current market demand for the world of work. To provide a quality education service, it is not enough to make improvements within the tertiary institution. In general, Lean management in tertiary institutions has 3 fields, namely the field of education, the field of research, and the field of service. The principles and practices of Lean management applied in universities are the same as those applied to the service, manufacturing, or government sectors. To eliminate wasted time, it is necessary to eliminate complexity, cost, or activities that do not add value. Lean principles such as just-in-time can be applied to a better quality of learning and research. This paper examines how Lean principles can be applied to education and research in universities - Lean Higher Learning and Lean Research with a focus on value flow analysis for better quality improvement of learning and research.

PurposeThe purpose of this paper is (1) to review, analyze and assess the existing literature on lean tools selection studies published from 2005 to 2021; (2) to identify the limitations faced by previous studies; and (3) to suggest future works that are necessary to facilitate the selection of lean tools.Design/methodology/approachA systematic approach was used in order to identify, collect and select the articles. Several keywords related to the selection of lean tools were used to collect articles from different Scopus indexed journals. Next, the study systematically reviewed and analyzed the selected papers to identify the lean tools' selection method and discussed its features and limitations.FindingsAn analysis of the results showed that previous studies have adopted two types of methods for selecting lean tools. First, there are various traditional methods being used. Second, multi-criteria decision-making (MCDM) methods were commonly used in previous studies, such as the multi-objective decision-making method (MODM), single multi-attribute decision-making (MADM) methods and hybrid (MCDM). Moreover, the study revealed that the lean tools' selection methods in previous studies were based on evaluating the relationship between either lean tools and performance metrics or lean tools and waste, or both.Research limitations/implicationsIn terms of its theoretical value, the study is considered as an extension of the previous researches performed on this topic by determining and analyzing the features of the most selection methods of lean tools. Unlike previous review papers, this review had considered discussing and analyzing the characteristics and limitations of these methods. Section 2.2 of this paper reviewed some of the categories of MCDM methods as well as some of the traditional methods used in the selected previous studies. Section 2.1 of this paper explained the concept of lean management and its application benefits. Further, only three sectors were covered by the previous studies in this review paper. This study also provided recommendations for future research. Therefore, it provided researchers with a good conception of how to conduct the studies on lean tools selection. Besides, knowing the methods used in previous studies can help researchers develop new methods to select the best set of lean tools. That is, this study provided and advanced the existing knowledge base for researchers concerning lean tools selection, especially there is limited availability of review papers on this topic. Moreover, the study showed researchers the importance of the relationship between lean tools and indicators or/and performance indicators to determine the appropriate set of lean tools so that the results of future studies will be more realistic and acceptable.Practical implicationsPractically, manufacturers face a significant challenge when selecting proper lean tools. This study may enhance managers, manufacturers and company's knowledge to identify most of the methods used to choose the best set of lean tools and what are the advantages, disadvantages and limitations of these methods as well as the latest studies that have been adopted in this topic. That means this study can direct companies to prioritize the application of lean tools depending on either the manufacturing performance metrics or/and manufacturing wastes so that they avoid incorrect application of lean tools, which will add more non-value added activities to operations. Therefore companies can decrease the time and cost losses and enhancing the quality and efficiency of the performance. Correctly implementing the best set of lean tools in companies will lead in general to correctly applying lean management in corporations. Therefore, these lean tools can boost the economic aspect of companies and society through reducing waste, improving performance indicators, preserving time and cost, achieving quality, efficiency, competitiveness, boosting employee income and improving the gross domestic product. The correct lean tool selection reduces customer complaints and employee stress and improves work conditions, health, safety and labor wellbeing. Besides, the correct lean tools selection improves materials usage, energy usage, water usage and decreases liquid wastes, solid wastes and air emissions. As a result, the right selection of lean tools will have positive effects on both the environment and society. The study may also encourage manufacturers and researchers to adopt studies on lean tools selection in small- and medium-sized companies because the study referred to the importance and participation of these kinds of companies in a large proportion of the economy of developing countries. Further, the study may encourage some countries that have not previously adopted this type of study, academically and industrially to conduct lean tools selection studies.Social implicationsAs mentioned previously, the correct lean tool selection reduces customer complaints and employee stress and improves work conditions, health, safety and labor wellbeing. The proper lean tools selection improves materials usage, energy usage, water usage and decreases liquid wastes, solid wastes and air emissions. As a result, the right choice of lean tools will positively affect both the environment and society.Originality/valueThe study expanded the efforts of previous studies concerning lean management features. It provided an accurate review of most lean tools selection studies published from 2005 to 2021 and was not limited to the manufacturing sector. It further identified and briefly described the selection methods concerning lean tools adopted in each paper.

The auto industry is critically dependent on lean and flexible manufacturing systems to sustain in today’s dynamic and price sensitive markets. In the current work, a machine learning-based predictive modeling and control strategy is proposed for the attainment of lean manufacturing (LM) through effective management of manufacturing flexibility. Firstly, lean manufacturing models were identified based on machine, labour, volume, routing, product flexibilities and material handling for forty six auto parts manufacturing companies in Pune region (India). As many as twenty three lean manufacturing models were derived based on system identification (control theory) structures: auto regressive with exogenous variables (ARX), auto regressive moving average with exogenous variables (ARMAX), output error (OE) and Box Jenkins (BJ) methods. All predictive models were compared for their relative performances based on validation indices such as the FIT%, mean squared error (MSE), final prediction error (FPE) and the number of model parameters. The ARX 750 structure attained the best predictive characteristics for LM (FIT 91.86%). This model was controlled for a set point of 0.8 LM level and corresponding levels of flexibilities were determined. The machine flexibility (MF) was identified to be the most significant contributor to lean manufacturing at a level of 0.7596. Consequently, MF was also modeled based on its seven sub parameters. The ARMAX 2120 structure obtained the best performance characteristics (FIT 99.94%) for MF modeling. Furthermore, this MF model was controlled at a level of 0.7596 (corresponding to 0.8 LM) and the required levels of MF sub parameters were determined. Thus, the current work provides definite guidelines for company managers to target quantitative attainment of specific machine flexibility parameters to ultimately attain an improved lean manufacturing level in the automotive industry.

PurposeTop-level operations leaders can drive organizational performance across a broad range of pro-environmental objectives. The authors’ focus is on understanding which specific leadership competencies are most conducive to green performance outcomes. The authors further consider the influence of Lean thinking on the importance of these competencies.Design/methodology/approachIn study 1, of a multi-method investigation, the authors interview executive search professionals, on how green objectives impact top-level operations leadership searches. In study 2, the authors adopt a multi-attribute choice task to examine how Lean thinking impacts competency preferences. Finally, in study 3, the authors merge secondary data on corporate environmental performance with a survey of top-level operations managers’ assessments. This triangulating multi-method approach provides an integrated and holistic view into these dynamics.FindingsResults show particularly strong associations between resource and energy management outcomes and the specific leadership competencies of stewardship. This set of leadership competencies play the greatest role when Lean thinking is deficient.Research limitations/implicationsWhile the authors’ focus is on top-level operations managers, and their under-explored impact on environmental performance, such an impact represents only one dimension of corporate social responsibility (CSR) that these managers may be critically influencing.Practical implicationsThe associations uncovered in this research suggest critical leadership characteristics to consider in developing and recruiting top-level operations managers, when specific environmental objectives exist.Social implicationsThe study’s findings draw attention to the importance of leadership characteristics among influential corporate decision-makers, instrumental in the environmental progress of firms.Originality/valueThis work fills a critical gap in the authors’ understanding of how top-level operations managers influence green corporate objective, and how their contributions are valued across settings.

The paper covers an analysis of the track record of a research project on studying the development strategy for civilian production at the Russian defence enterprises. A distinguishing feature of the research is use of the flexible project approach and lean manufacturing concepts in terms of the interdisciplinary research by a geographically distributed think tank.

Purpose Over the past few decades, lean manufacturing has focussed on being customer-centred and now Lean 4.0 technologies have made it possible for manufacturers to have a deeper view of waste reduction. Technologies such as the internet of things, artificial intelligence, three-dimensional printing, robotics, real-time data, cloud computing, predictive analytics and augmented reality, are helpful to achieve Lean 4.0. This study aims to develop the conceptual understanding of Lean 4.0, related tools and linkage with Industry 4.0. Further, it provides the strategies for implementing Lean 4.0, developing lean culture and highlights the Lean 4.0 application in the manufacturing context. Design/methodology/approach This study relates to Lean 4.0 and its technologies. Prominent research is identified through Scopus, Web of Science, ScienceDirect and Google Scholar and studied as per the objective of this study. This lean revolution provides customers desire for personalisation, connectedness, high-quality and valuable products. Lean 4.0 provides valuable information on the value chain and production process. This revolution has significantly impacted refining production processes for a greater level of adaptability and cost reduction. Findings This paper is brief about Lean 4.0 and its capabilities for the reduction of waste. The authors discussed different tools used in Lean 4.0 and its relationship with Industry 4.0. The classical strategies and progressive features of Lean 4.0 for overall enhancing the manufacturing sphere are discussed diagrammatically. Finally, it identified and discussed 14 significant applications of Lean 4.0 for manufacturing industries. Originality/value This study provides a comprehensive understanding of Lean 4.0 and related tools and strategies that help the upcoming manufacturing industries.

Problemas acontecem diariamente dentro de organizações e no dia-a-dia de gestores de projetos, e as formas de tratar esses problemas nem sempre são feitas considerando metodologias sistemáticas, bem estruturadas e de gerenciamento de projetos. O objetivo deste trabalho foi identificar na literatura as principais metodologias de resolução de problemas, coletar informações no setor industrial metalmecânico paulista sobre como são administrados e propor uma abordagem sob à ótica de gestão de projetos. O método de estudo possui abordagem quantitativa, e o procedimento técnico para o levantamento de dados foi realizado por meio de um questionário utilizando escala Likert. Os dados coletados permitiram uma análise de como os problemas são tratados no universo de estudo e demonstraram uma necessidade de melhores ferramentas para planejar como executar as atividades. Não obstante, a real e principal contribuição desta pesquisa é a proposição de implementação de uma abordagem baseada na filosofia “Lean Manufacturing” com utilização de “canvas”, como formas de otimização do processo produtivo industrial para a resolução de problemas de modo estruturado.

Purpose As few studies have explored the causal relationship between both the triple bottom line (TBL) of sustainability and the lean practices in higher education institutions (HEIs), the purpose of this paper is to analyze the relationships between lean practices and sustainable practices in Brazilian HEIs. Design/methodology/approach A survey was conducted with 454 public and private HEIs workers in Brazil. Confirmatory factor analysis and structural equations modeling were used for data analysis. Findings The results support the hypotheses of the study that HEI lean practices are positively related to environmental, economic and social practices in HEIs. Practical implications HEI managers must evaluate the use of lean practices in the organizational processes, to identify their weaknesses and to improve the aspects that influence a balanced TBL of sustainability practices. Social implications The findings highlight the importance of leadership as a support for the workers, as a continuous improvement practice on a daily basis and a focus on the student as a basic principle of HEI success. Originality/value This article provides new measurement and structural models to analyze Lean thinking practices as the predictors of sustainability practices. The work could assist any HEI in prioritizing its strategies and actions and to contribute to excellence in decision-making. This study could contribute as a source of empirical data for transferability in other contexts for HEIs.

The call for organisational sustainability has stimulated the adoption of circular economy practices among firms as a solution to the increasing negative societal and environmental impact of their operations. Firms may rely on organisational learning to acquire knowledge to drive the implementation of circular economy practices to achieve organisational sustainability and improve performance. Drawing on the resource orchestration, knowledge based view and the natural resource based view theories, we develop and propose a model that explores the role of intra and inter-organisational learning, lean product development, lean manufacturing practices and zero waste practices in advancing circular economy target performance and organisational identity among small and medium enterprises in an emerging economy. The study employs a quantitative research approach where the survey data is gathered from managers of manufacturing small and medium enterprises in Ghana to test the validity of the hypotheses using partial least square structural equation modelling. The results suggest that intra organisational learning require effective implementation of inter-organisational learning, whiles both intra and inter organisational learning positively impact lean product development, zero waste practices and lean manufacturing practices and zero waste practices. The results also indicate that circular economy target performance and organisational identity can be driven through the adoption of intra organisational learning, lean product development, lean manufacturing practices and zero waste practices. Thus, there is the need to promote inter and intra organisational learning processes to acquire knowledge from diverse sources to support the implementation of circular economy practices such as zero waste practices, lean product development and lean manufacturing practices to advance circular economy target performance and organisational identity.

Agility and digital trends go hand in hand, but the advantages of digitalization perform a high pressure on the established automotive companies. For years now, automotive groups have no longer been innovation drivers in the industry. This status is reserved for radical companies like Tesla. But is there any chance that conservative companies will reinvent themselves, establish leaner structures and thus regain market dominance and innovation?

In order to improve the effect of intensive care, this paper proposes a lean nursing intervention method and evaluates the lean nursing intervention through a controlled experiment. According to the actual situation of intensive care, this paper starts with the research from several aspects of patients’ ICU nursing time, patients’ satisfaction, patients’ pathological knowledge familiarity, patients’ autonomous nursing, and enthusiasm of patients and their families. Moreover, this paper collects and displays experimental results through mathematical statistics, gives patients lean management concepts and methods based on routine care, and finds that it has good management effects. Thus, lean management concepts and methods can effectively improve the anxiety state of critically ill patients, improve the patient’s knowledge of disease, and reduce adverse nursing events to improve patient nursing satisfaction, which is worthy of further promotion in the clinic.

Purpose The fundamentals of Lean are applicable and can be used in any industry, even non-profit and government organizations, however, there might be certain limitations due to the nature and the specifics of the industry. This study aims to explore what barriers of Lean implementation textile manufacturers might encounter. The authors consider the problem is worth to be explored for the potential to improve the effectiveness of Lean implementation in textile sector companies. Design/methodology/approach This research was conducted by using qualitative content analysis with open coding of the selected literature followed by empirical research in a Latvian textile manufacturing company. Findings The presented literature review shows Lean implementation barriers and critical success factors in various industries. The findings from the case study can be divided into two groups. The first confirmed the barriers already identified in the previous research. The second identified industry specific implementation barriers that were not recognized in the related literature. Research limitations/implications The original research was limited in scope to one Latvian textile manufacturer, therefore future studies on the subject to confirm the outcome of the research are required. Originality/value There is a limited number of studies on the application of Lean in the textile and apparel industry. The literature on Lean implementation in the Latvian manufacturing sector is also limited. The results of this research may have a practical application for textile manufactures considering implementing Lean in their processes.

Lean production has been successfully implemented in different organizations including medium and small manufacturing enterprises (MSMEs) on using lean tools/techniques which lead to elimination of wastages and non-value added activities. The paper has identified 18 critical lean indicators in the Indian MSMEs through extensive literature review and discussions held with experts/practitioners to measure the results of lean implementation for the proper decision making. These indicators are categorized into three organizational aspects (Financial, Operational and Human Resources) and prioritized with the help of a reliable and valid analytical hierarchy process model. The weightage calculated for each aspect may be used to describe the critical leanness factors/indicators lean implementation and prioritizing the better one during decision making. The analysis identifies that Operational aspects are at top priority with “Overall Equipment Efficiency” as main indicator, followed by Financial aspects with “Expenditure on Employees” as major criteria and Human Resources focusing on “Management Commitment”. It is observed that in MSMEs, management commitment develops a vision enabling the successful and continuous implementation. It significantly affects the financial and operational aspects by providing training to employees to grow a lean culture and best performing equipments.

The highway construction industry constantly looks to increase productivity while public transportation agencies face challenges of shrinking budgets and staff numbers, even as the work continues to increase in size and demand. As a paradigm to maximize value and minimize waste with the resources available, Lean offers promise to enhance productivity, quality, and service. This study investigates the implementation of Lean by evaluating Lean conditions, practices, benefits, and challenges as expressed by U.S. and UK public transportation highway agencies as well as comparing the implementation of Lean between these agencies. Using a comprehensive literature review and formal interviews with six state departments of transportation along with Highways England from the UK, the findings show that Lean is intended to make process improvements to boost products and services to consumers. By creating a culture of continuous improvement, transportation agencies can improve their processes and increase their efficiencies and performance. Conversely, transportation agencies struggle to educate their employees and stakeholders in their understanding and practices of Lean, which causes confusion and ineffectiveness. Comparing the U.S. and UK transportation agencies, the approach to Lean implementation differs from a top-down approach for U.S. agencies to a bottom-up approach for Highways England. Furthermore, Highways England has an established tool for measuring Lean while development of quantifiable Lean measures is in its infancy in U.S. agencies. Overall, while the sample is limited, this exploratory study provides information for transportation agencies to use in consideration of implementing Lean.

Subject. The article discusses the use of the lean production concept at the production enterprise. Objectives. We evaluate the existing lean production toolkit, determine opportunities for their implementation and possible difficulties. Methods. Methodologically, the study is based on the comparative analysis of methods that constitute the lean production system. Results. We review one of the economic security aspects for Russia, such as an increased production competitiveness due to the ubiquitous implementation and use of lean production instruments. We conducted an historical analysis of the origination and development of the production process approach. Some lean production tools and aspects were proved to have been designed and actively used in the USSR manufacturing sector since the 1960s. The lean production concept was found to become very appropriate for enterprises. We analyzed the continuing production planning system by A.S. Rodov, which were in use ans proved its high cost efficiency at the USSR industrial enterprises. We also delved into the profit generating production process that was put in place in Toyota. The article provides the comparative description of modern lean production methods and concludes on their future use. Conclusions. Having compared the Soviet lean production model and the classical Japanese one, we concluded on the use of such production process methods that really went beyond their time. In the mean time, the Soviet model was simpler to use and implement. Based on the overview of modern lean production tools that evolved from the Soviet and Japanese lean production theories, we believe that the lean production principles and methods will have a positive impact on the efficiency and competitiveness of the national manufacturing sector.

Health crisis caused by COVID-19 had a significant impact on the activities and performance of companies worldwide, namely in industries. In this context, the adaptation of companies to the markets and to the new demands of consumers, readapt to strategies, processes, products, and approaches to the market, become paramount. In the case of companies, some changes in the shop floor work systems become essential, to provide competitive advantages in post-pandemic business scenarios, developing new approaches to increase the efficiency, agility and resilience of operations, always tends to account the Lean Thinking approach and its principles. Thus, the purpose of this article is to show that through Lean philosophy, Lean Logistics and ergonomic tools, one can change the manufacturing space and reduce human interaction in a post-pandemic scenario. In addition, through these three approaches associated with Industry 4.0, this article shows a project in a real case study in an automotive company, to integrate Automated Guided Vehicles (AGV) among other technologies. The study of AGV integration used a simulation model designed in Simio. This project could allow to significantly reduce the ergonomic risks, energy consumption and associated CO2 emissions, and the flow of materials within the organization. The costs could be reduced by 14% in the first year of implementing AGVs and 40% in the second year after implementation. Introducing autonomous AGV will reduce the need of interaction among employees which is fundamental for healthy environments in pandemic context.

Lean Manufacturing (LM) is about cultural change at all levels of an organization, which can be seen as the essence of leadership. This study aims to present a list of the main Lean leadership competencies with validated definitions and propose a practical roadmap to Lean leadership development and training. A Systematic Literature Review (SLR) was conducted to achieve this goal in which the Lean leadership competencies were identified. The Interpretive Structural Modelling (ISM) approach established the relations among the leadership competencies and result in a structural model that could be used for Lean leadership development. The analysis of leadership competencies' driving power and dependence power was done using the fuzzy Matriced’ Impacts Croises Multiplication Appliquee a un Classement (MICMAC), which improved the reliability of research. This study contributes to Lean leadership literature by proposing a validated roadmap to Lean leader development and training. A structural model was developed that shows the hierarchy among the competencies and indicates the ones that should be prioritized. Besides, the result shows that the main ways to improve a Lean leader are attending to the shop floor and developing self-awareness. Furthermore, a strong synergy among all competencies was observed, reinforcing the fact that Lean must be an endless journey of improvement. To the best of our knowledge, our study is the first to present the relationship between Lean leadership competencies. In addition, the results may guide the development of new leaders who work in Lean environments.

PurposeIn response to increasing demand for a fully customized and individualized home environment, mass customization (MC) has been suggested as an effective strategy to fulfill the customer’s customization needs while keeping production cost-effectiveness. However, in current practice, the implementation of the MC in the industrialized housing industry has not achieved an ideal level. Little effort was devoted to customer value generation and achieving lean production in a multi-disciplinary MC environment. In this concern, a highly efficient and flexible production information system is expected to capture accurately the customer’s demand and efficiently perform work planning for encouraging customer involvement and mass efficiency production.Design/methodology/approachTo gain an insight into the development of the MC production information system for the housing industry and to depict the interaction among system modules, this study used a design science research methodology for a case study of customized cabinet production information system development.FindingsA prototype of the production information system was proposed in this paper, supported by three information technologies to facilitate the MC implementation in the millwork manufacturer. A focus group discussion method was carried out for evaluating the system feasibility and the subsequent survey analysis on the virtual reality (VR) interface experiment. The evaluation process results showed that the VR interface is an effective medium for design information communication and encourages customer involvement. Most participants believed that the proposed production information system could generally benefit the MC implementation and improve production efficiency.Originality/valueThis study integrated lean production principles along with building information modelling, VR and discrete-event simulation in the production information system to assist the manufacturer in effectively handling variant product information and enabling quicker reactions in response to diverse customer requirements in housing industries. The coordination among system modules and the managed information flow could be a valuable reference for future MC production system development in housing industries.

Introduction: Emergency departments (EDs) at public hospitals in Vietnam typically face problems with overcrowding, as well as being populated by a wide variety of illnesses, resulting in increasing dissatisfaction from patients. To alleviate these problems, we used the increasingly popular value-stream mapping (VSM) and lean strategy approaches to (1) evaluate the current patient flow in EDs; (2) identify and eliminate the non-valued-added components; and (3) modify the existing process in order to improve waiting times. Methods: Data from a total of 742 patients who presented at the ED of 108 Military Central Hospital in Hanoi, Vietnam, were collected. A VSM was developed where improvement possibilities were identified and attempts to eliminate non-value-added activities were made. A range of issues that were considered as a resource waste were highlighted, which led to a re-design process focusing on prioritizing blood tests and ultrasound procedures. On the administrative side, various measures were considered, including streamlining communication with medical departments, using QR codes for healthcare insurance payments, and efficient management of X-ray and CT scan online results. Results: By implementing a lean approach, the following reductions in delay and waiting time were incurred: (1) pre-operative test results (for patients requiring medical procedures/operations) by 33.3% (from 134.4 to 89.4 min); (2) vascular interventions by 10.4% (from 54.6 to 48.9 min); and (3) admission to other hospital departments by 49.5% (from 118.3 to 59.8 min). Additionally, prior to the implementation of the lean strategy approach, only 22.9% of patients or their proxies (family members or friends), who responded to the survey expressed satisfaction with the ED services. This percentage increased to 76.5% following the curtailment of non-value-added activities. Through statistical inferential test analyses, it can be confidently concluded that applying lean strategy and tools can improve patient flow in public/ general hospital EDs and achieve better staff coordination within the various clinical and administrative hospital departments. To the authors' knowledge, such analysis in a Vietnamese hospital's ED context has not been previously undertaken.

Volatile Umfeldbedingungen zwingen Unternehmen zu kontinuierlichen Produkt- und Prozessoptimierungen. Ziel der Veränderungen in der Produktion ist dabei für viele Unternehmen die Sicherstellung der Effizienz bei gleichzeitiger Erhöhung der Flexibilität und Termintreue von Prozessen, um Kundenanforderungen zielgerichtet erfüllen zu können. Hierbei geben die Prinzipien des Lean Managements Leitlinie vor. Im vorliegenden Beitrag wird die Bedeutung des Prinzips der „Stabilität“ für Produktionssysteme im Hinblick auf die Ziele Effizienz, Flexibilität und Termintreue veranschaulicht und eine methodenbasierte Vorgehensweise zur Analyse von Einflussfaktoren auf die Stabilität für produzierende Unternehmen vorgestellt.

Purpose The COVID-19 pandemic situation has imposed changes in the way many services are being provided. The purpose of this paper is to explore the use of lean thinking and digital transformation on services redesign of a higher education institution. The aim is to improve efficiency and incorporate new health and safety recommendations because of the pandemic situation. Design/methodology/approach This paper follows a case study approach to explore how lean thinking contributes to the digital transformation of services. The data was collected through student surveys from a Portuguese University, where three different academic services were selected. Findings This paper identifies important requirements for new and improved online alternatives to face-to-face interactions of the students with the academic services. It also shows that lean thinking is a driver for digital transformation of services. Practical implications This paper presents a dedicated roadmap to aid the implementation of a digital transformation process within student academic services of higher education institutions. Originality/value This paper addresses the digital transformation of services through a lean thinking perspective and considering four dimensions: quality, efficiency, cost reduction and health and safety.

the last decade has witnessed the birth of technological advances such as the IoT, artificial intelligence, machine learning and augmented reality. These technologies have driven the transition to Industry 4.0 where they have enabled the digitization of manufacturing with potential gain. Also Industry 4.0 has given birth to several new hybrid concepts as well as several management operations to take advantage and become more efficient by using IoT and these new technologies. In our paper, we discuss the effect of Industry 4.0 on management and quality practices by answering the following questions based on the literature review: What is the positive effect of Industry 4.0 on quality improvement and operations management? How does Industry 4.0 integrate concepts (Lean, Six Sigma, Supply Chain ...) to create new paradigms?

The paradigm of "unlimited growth" capitalism leads to an aggravating the problem of a natural resource shortage, an increase in waste and general pollution of the Earth. The concept of a circular economy (CE) is an alternative to this; it implies a transition to closed production and consumption cycles. The purpose of the article is to supplement this concept with ideas of integrating several rationalizing production models of the CE building at the national production system level, taking into account the country's participation in international trade. These model production models are “flexible custom manufacturing”, “distributed manufacturing” and “lean manufacturing”, which also means the widespread involvement of small and medium-sized enterprises. The use of digital technologies for a new quality of communication, as well as the creation of sharing centers, in order to achieve greater organizational and technological complexity of the production system is required. The CE building must take into account the country's participation in international trade. Attention is focused on the fact that the CE will have a different effect on certain types of international trade, in particular, it will stimulate such trade as: materials for processing, secondary raw materials, technologies, projects of finished products, RD digital platforms for interaction between producers and consumers; industrial parks, clusters and incubators for new industries, as well as technological, digital and organizational innovation stimulation.

BACKGROUND AND OBJECTIVES: The United States has an under-performing healthcare system on both cost and quality criteria in comparison with other developed countries. One approach to improving system performance on both cost and quality is to use the Lean management system based on the Shingo principles originally developed by Toyota in Japan. Our objective is to examine the association between hospital use of the Lean management system and evidence-based or recommended quality improvement care management processes. METHODS: A cross sectional analysis of data from 223 hospitals that responded to both the 2017 National Survey of Healthcare Organizations and Systems (NSHOS) and the 2017 National Survey of Lean/Transformational Performance Improvement in Hospitals (NSL) was conducted. RESULTS: Controlling for hospital organizational and market characteristics, the number of years doing Lean was positively associated with use of electronic health record-based decision support, use of quality-focused information management, use of evidence-based guidelines, and support for care transitions at the p

Purpose Developing a lean supply chain is a continuous improvement effort, so it requires tracking the implementation progress by assessing the achieved level of leanness. However, lean supply chain practices depend on firm-to-firm relationships and an assessment method should consider these network interactions. Given the absence of such a method, this study aims to propose an alternative approach for assessing the leanness level of supply chains. Design/methodology/approach The authors extracted 18 typical lean supply chain practices from the literature, constituting the leanness assessment parameters. Then, the authors developed an assessment method based on the graph-theoretic approach due to its properties of capturing the interdependencies between elements of a system. The authors tested the proposed method in an automotive supply chain, selecting the focal firm and three of its first-tier suppliers. Findings The authors positioned partial and overall results in a visual classification scale and the supply chain presented a moderate leanness level. After empirical testing, the proposed method demonstrated its practical feasibility. Research limitations/implications This paper contributes to the literature with a novel approach for supply chain leanness assessment. However, to increase its generalizability, it would be beneficial to test the method in non-automotive supply chains, extending the assessment scope to downstream firms and second-tier customers and suppliers. Practical implications For practitioners, this paper provides a self-assessment tool to monitor the supply chain leanness and set priorities for improvement. Originality/value Besides tackling the interrelationships between firms, the proposed method considers the interdependencies between lean practices, providing partial and overall feedback to enable a systemic assessment.

PurposeThis paper proposes the adoption of Industry 4.0 (I4) technologies and lean techniques for improving operational performance in the healthcare sector.Design/methodology/approachThe research adopted a systematic literature review and feedback of healthcare professionals to identify the inefficiencies in the current healthcare system. A questionnaire was used to get feedback from the patients and the hospital staff about the current practices and issues, and the expected impact of technology on existing practices. Data were analysed using descriptive statistics, correlation analysis and multiple regression analysis.FindingsThe results indicate that I4 technologies lead to the improvement of the operational performance, and the perceptions about I4 technologies are made through the pre-medical diagnosis. However, a weak correlation between lean practices and healthcare operational performance compared to that of I4 technologies and operational performance indicate that lean practices are not fully implemented in the Sri Lankan healthcare sector to their full potential.Research limitations/implicationsThis study is limited to two government hospitals, with insights from only the doctors and nurses in Sri Lanka. Furthermore, the study is limited to only selected aspects of I4 technologies (big data, cloud computing and IoT) and lean concepts (value stream mapping and 5S). Therefore, recommendations on the adoption of I4 technologies in the healthcare sector need to be made within the scope of the study investigation.Practical implicationsThe implementation of I4 technologies needs careful consideration of process improvement as part of the overall plan for achieving the maximum benefits of technology adoption.Originality/valueThe findings of the research can be used as a benchmark/guide for other hospitals to explore the adoption of I4 technologies, and how process improvement from lean concepts could influence the overall operational performance.

While lean thinking may help tackle waste, rework remains an ongoing problem during the construction of infrastructure projects. Often too much emphasis is placed on applying lean tools rather than...

PurposeThe present paper aims to demonstrate the potential of integration between industrial robotics and Lean Manufacturing (LM) approach to increase the efficiency of an assembly line.Design/methodology/approachBased on a case study performed in an Italian company, this paper reports a comparative analysis of the results produced on a line balancing study involving a semi-automated production line, aided by an industrial robot.FindingsThe results suggest the possibility of implementing industrial robotics in line balancing studies highlighting efficiency gains and idle reduction. Further, it also addresses some concepts directly related to industry 4.0, such as collaborative robotics, artificial intelligence, and lean automation.Practical implicationsLine balancing studies may include advanced robotics in order to extend traditional lean practices toward Digital LM.Originality/valueThis study adds contributions to the operational excellence literature, demonstrating the symbiosis between industrial robotics and LM practices.

PurposeHealthcare provision is costly, and patient expectations are increasing. Lean implemented within healthcare settings is one possible solution for dealing with this issue, with much of the current research in this respect mostly focused on developed countries. The research examines the applicability of lean in the healthcare sector of a developing country, specifically Oman.Design/methodology/approachInterviews were conducted with 32 individuals representing four public sector hospitals, along with two major hospital suppliers and the Ministry of Health. The readiness of lean thinking was assessed against seven criteria. Data were then analyzed thematically.FindingsThe authors found that Oman's healthcare sector is strong on leadership support, understanding value and customer groups, ability to undertake an end-to-end process view and engaging in the required training for lean. Interviewees showed awareness of the challenges, including aligning lean with the strategic agenda of healthcare settings, aligning measurement and reward systems to lean thinking and matching demand and capacity levels. The authors conclude that Oman's healthcare sector is ready for widespread application of lean, and if executed successfully, will generate strong strategic and operational outcomes.Originality/valueThis paper provides evidence of the applicability of lean in a very different context to the one that has been generally reported in the literature. The authors propose that lean thinking can be applied in countries and regions with similar cultural contexts such as the Middle East.

Purpose Studies addressing barriers to implement lean production (LP) from the perspective of risk management (RM) have not been so usual in the literature. Re-interpreting barriers to lean as potential risks that should be avoided or mitigated, this paper aims to identify and categorise risks in the implementation of LP to propose a framework, which provides an overview of risks that negatively influence this process. Design/methodology/approach Through a systematic literature review exploring papers in the Web of Knowledge database, 69 papers were selected. A descriptive analysis was first carried out to identify the evolution in the number of papers, usual terminologies, research methods, analytic tools and the RM phases approached by each paper. After that, an in-depth study of the paper sample was conducted to find risk factors and categories. Findings The authors found a list of 61 risk factors. Then, considering the sources of the identified risk factors, six broad categories of risks were defined, namely, top management risks, human resources risks, lean knowledge risks, technical risks, supply chain risks and cultural risks. The authors also defined 34 subcategories, resulting in a risk classification framework. Research limitations/implications Based on the review, the authors identified literature gaps and provided a research agenda. A noteworthy research limitation is that the authors only selected papers about LP, so the authors might have missed some potential risks in lean implementation that may arise from other-related areas. Thus, the exploration of lean risks adopting other perspectives may constitute a promising pathway for further research. Practical implications The classification framework may help practitioners and researchers in risk identification, evaluation and mitigation. It can also enable the creation of response plans to risks in lean production implementation, as it indicates the potential risks that may be faced along with this process. Originality/value This study contributed to add the perspective of RM to the literature on lean implementation. The introduction of RM concepts and tools may generate more robust models of lean implementation. Therefore, the classification framework may represent a starting point to produce new knowledge about this research topic.

PurposeThe purpose of the study is to develop knowledge on the implementation of Hoshin Kanri (HK) in small manufacturing companies. Two research questions are addressed: (1) what factors influence the implementation of HK in small manufacturing companies? (2) How do the factors influence the implementation of HK in small manufacturing companies?Design/methodology/approachThe research presented in this paper is based on an extensive literature review and data from the implementation process in five small manufacturing companies. In the literature review, factors influencing the implementation of HK, lean production and total quality management (TQM) in small manufacturing firms are identified. Thereafter, five implementation cases are analyzed. Findings from the cases are then contrasted with the factors identified in the literature and further theorized.FindingsSeven factors were found to either enable or hamper HK implementation in small manufacturing companies. Management involvement was identified as a critical factor. Management involvement can be typologized as collaborative or demanding, and the types of involvement is decisive in implementation processes within the small manufacturing company context.Originality/valueIn this paper, the authors focus on small manufacturing companies as the starting point and relate theoretical and practical results to the implementation processes in this defined target group. Conceptualizing implementation as a learning process, this research contributes to this emerging perspective on small firm development.

Introductions : Efficiency of health care services at a hospital became one of the solutions amid national health insurance era. Particular method offering the solution is lean management. Bethesda Hospital began implementing lean management in 2019. During the course of the program, readiness and acceptance evaluation at the level of employee never been accomplished. Organizations focused mainly on lean tools and lean techniques tend to allocate minimal measurement on readiness lead to reduced level of sustainability and last for short-term activities. Successful lean management require both preparation and implementation combining on lean readiness and lean acceptance data from the organization. Aim: This study aimed to measure employee readiness and acceptance toward implementation of lean management,and to describe the output of lean implementation Methods : An explanatory research took place in Bethesda Hospital, Yogyakarta. Survey were used to collect quantitative data while the qualitative approach performed through in-depth interviews. Results and Discussion : Lean readiness at Bethesda Hospital were analyzed using fuzzy and Euclidean. The analysis indicate value of 6.08 with HLR 4 distance 2.016 interpreted as "close to ready", therefore Bethesda Hospital is ready to start the lean journey, but is not yet fully ready , as well as continuous improvement.The aspects of readiness that still lack of improvement include supplier and customer involvement in lean, lean sensei in institutions, employee resistance, and reward systems.The highest indicator identified from element 6.4, patient and employee safety, while the lowest indicator originated from element 5.2, supplier involvement and conformity to the institution. Lean acceptance Bethesda Hospital measured through lean maturity present average score level 3, but in operational conditions at the hospital lean maturity is at level 2 where awareness of lean has occurred in general, but the lean approach only occurs in some areas with variability of effectiveness. The aspects of lean that still lack of improvement is the foundation of lean philosophy and a monitoring evaluation system that has not been standardized in all of sections. Conclusion : The lean implementation that has been carried out has provided good output in both financial and non-financial term. Bethesda hospital is considered to have the ability to start a lean journey, but the aspects of readiness that are lacking need to be improved. Bethesda hospital has sufficient level of acceptance to undertake further development of lean implementation.

The study deals with the topic of the implementation of modern production methods with emphasis on the solution of a new production with the utilization of lean principles and respecting the limiting conditions of the production company. In the summary, an economic assessment of the designed concept using the Lean Method is presented. The outcomes of the researched problem are a performed analysis, its acceptance of the user and the acceptance of the designed concept of the new production line.

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-in-time (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.