Key Words: Lean manufacturing, systematic literature review, conceptual framework, performance 1. INTRODUCTION
Shrikant Panigrahi1 , Khaloud Khalfan Al Ghafri2 , Ilya Bystrov3, Alaeldeen Al Adresi4, Maryam Juma Al Farsi5 1Assistant Professor, College of Business, University of Buraimi, Oman
4Assistant Professor, College of Business, University of Buraimi, Oman
International Research Journal of Engineering and Technology (IRJET) e ISSN: 2395 0056 Volume: 08 Issue: 12 | Dec 2021 www.irjet.net p ISSN: 2395 0072 © 2021, IRJET | Impact Factor value: 7.529 | ISO 9001:2008 Certified Journal | Page652 Lean Manufacturing Practices, Operational and Business Performance: A Conceptual Framework Development through Systematic Literature Review
The work of management scholars has identified three ways in which performance can be managed,focusing on the implementationofleanmanufacturinginitiatives:(1)outputcontrol,whichisrelatedtotheuseoffinancialandnon financial
2Research Scholar, College of Business, University of Buraimi, Oman
Leanmanufacturingcameintoexistenceinthe1950sontheshopfloorofaJapanesemanufacturer,intendingtoidentify andeliminatewastes(increasedproduction,waiting,unnecessarytransportation,improperprocessing,extraneousinventory, unnecessary motions, and flaws) to improve operations (Bouranta, Psomas, & Antony, 2021); for business performance (Negrãoetal.,2020);sustainability(Swarnakar,Singh,&Tiwari,2020) andoperationalperformance(Hernandez Matias, Ocampo,Hidalgo,&Vizan,2019).Inrecentdecades,leanmanufacturingandperformancemeasurementhasgrowntokey themeswithoperationsmanagement(OM).Intoday'scorporateenvironment,theimportanceofthemanufacturingsectorin contributingtotheeconomyandsocialdevelopmentisbecomingincreasinglyapparent.Companieshaveusedseverallarge scale business acting techniques, like as lean and supply practices, to focus on sustainable production. In the changing environment,manufacturingfirmsarechangingtheiroperationsrapidlyforcontinuousimprovementtogetherwithimproved quality,flexibility,andtimelycustomerresponses(Fullerton,Kennedy,&Widener,2014).Nodoubt,leanmanufacturinghas beenwidelyusedinthemanufacturingsystemforincreasedoperationalandperformanceexcellence.Despitethat,stillpossess severallimitations,suchasthelackofalignmentbetweenleanandorganizationalobjectives,lackofjustifiedleanpracticesfor performancemeasurement,andrelevantindicatorstoevaluatesuchpractices(Cortes,Daaboul,LeDuigou,&Eynard,2016) Variousstudieshavebeenpublishedaboutleanmanufacturingpracticesandtheirimpactonbusinessperformancein general.Although manycompaniesintheeconomicsectorshaveimplementedleanmanufacturingpracticessuccessfully, othersfailedtodoso.Onethingthatwasincommonofsuchcompanieswastheinabilitytomeasureperformanceoverthe mediumandlongterm(Martínez Jurado&Moyano Fuentes,2014).Thisresultedinanimmenseinterestamongresearchersto investigatewhytheyareunabletomeasureperformancederivedfromleanmanufacturingpractices.Inaddition,itisnot enoughforthecompaniestojustimplementleanpracticestoimproveperformance,buttheyneedtobeawareofmanagement responsibilityonusingsuchstrategiestoo.Consequently,morestudiesneedtobeaddedtotheexistingliteraturetofindthe consensusontheleanmanufacturing performancerelationships.
3Assistant Professor, College of Business, University of Buraimi, Oman
Abstract The main purpose of this paper is to evaluate the researches that link lean manufacturing, operational, and business performance with a view of identifying studies that contribute criteria for literature classification, discussing the empirical studies and orientation of future research. An in depth systematic review of literature extends the sustainable manufacturing focus and considers major components of lean manufacturing at the same time. Finally, this paper identifies inconsistencies and contradictions in prior research findings and suggests new opportunities and challenges for future research. The examined articles' practical implications have been organized into eleven themes, demonstrating multiple elements of lean manufacturing that affect operational and business performance. A conceptual framework is built based on the analysis of the articles, which aids in comprehending the notion of lean manufacturing and its importance. A systematic model representing the relationship between lean manufacturing practices, operational and business performance is presented and discussed. The findings indicate that the most challenging issue for the lean manufacturing practice implementation is the lack of knowledge and management support. The main contribution of this study is to provide a thorough assessment of the current state of knowledge on the Lean initiative in manufacturing businesses, as well as a systematic classification of the relevant literature. The findings can be used by academics and management to take performance strategies.
5Lecturer, College of Business, University of Buraimi, Oman ***
2.1METHODOLOGYSelectionofLiterature
Typeofanalysis
Quantitativeandsecondarydata
2.
Tomeettheobjectivesmentionedintheprevioussection,anin depthanalysisoftheliteraturelinkagesbetweenLean manufacturing,operational,andbusinessperformancewasdone.Aliteratureevaluationhasproventobeanimportantstagein establishingastudyfield'sstructure(Martínez Jurado&Moyano Fuentes,2014).AccordingtoEasterby SmithandThorpe (2002),areviewofliteratureisacriticalstepinstructuringafieldofresearch,allowingforthecreationofasolidfoundation formakingadvancesinknowledge,facilitatingthedevelopmentoftheory,fullyresolvingareasofresearch,andidentifying areasthatrequiremoredetailedresearch(Snyder,2019).
International Research Journal of Engineering and Technology (IRJET) e ISSN: 2395 0056 Volume: 08 Issue: 12 | Dec 2021 www.irjet.net p ISSN: 2395 0072 © 2021, IRJET | Impact Factor value: 7.529 | ISO 9001:2008 Certified Journal | Page653 performancemeasures;(2)behavioralcontrol,whichisenforcedthroughoperatingprocedures;and(2)socialcontrol,whichis relatedtotraining,visualization,peerpressure,andemployeeempowerment(Bellisario&Pavlov,2018).Despiteallthese contributionsbyOMscholars,neitheroftheliteraturedomainshaveprovidedacomprehensivereviewofleanmanufacturing in the performance measurement system. As a result, our understanding of the way performance is maintained in manufacturingcompaniesisstillunclear.Thisledustoperformdocumentedevidenceofleanmanufacturingpracticestowards performance.WebuiltacomprehensivepictureofcurrentunderstandingandcomparedittoaholisticOMframeworkfor criticalevaluation.More,specifically,thekeystudyobjectiveswere: ToextractthekeyleanmanufacturingpracticesusedbytheOMresearcherstomeasureperformance.
Periodofanalysis 2000 2021 Searchengines BusinessSourcePremier(EbscoHost);Scopus;ABIInform Database;Elsevier(ScienceDirect);SpringerLink;EmeraldInsight andISIWebofKnowledge
Suchkindofmethodologyoffollowingliteraturereviewprocesshasbeencarriedoutbypreviousstudiesintheareaof operationsmanagementorcloselyrelatedtothetopic,includingleanoperations(Jasti&Kodali,2015);leanmanufacturing (Gupta&Jain,2013);leanmanagement(Parkhi,2019);leanpracticesandperformance(Negrão,GodinhoFilho,&Marodin, 2017). The process of the literature review was performed based on the following steps: select, recognize, know, apply, examine,synthesizeandevaluatetheliteratureassuggestedby(Levy&Ellis,2006).
Keywordsusedinsearchengines Lean;Leanmanagement;Leanmanufacturing;Leanpractices; Leanproduction Keyjournalsscreened Internationaljournalofproductivity&performancemanagement; Journalofcleanerproduction;Internationaljournalofproduction research;Productionplanning&control;Journalofconstruction engineering&management;TQMjournal;Benchmarking:an internationaljournal
Therestofthepaperisorganizedinthefollowingwaytoreflectthesegoals.Thenextsectionexplainshowweconducted ourliteraturereviewandshowstheholisticLM performanceframeworkweusedtoextractandanalyzethedata.Thefindings areorganizedbytheelementsoftheleanmanufacturingpracticesinthenextsection.Theconclusionassessesthefindingsand highlightskeypatterns,aswellasseveralspecifictrendsseenintheliterature.Italsosuggestsseveralrelevantareasforfuture research. We conclude with a brief conclusion that restates the research objectivesand explains the significance of the publicationinthestudyofleanmanufacturing performancerelationships.
Thecurrentstudyperformedthereviewofliteraturebasedonthemethodologysuggestedby(Tranfield,Denyer,&Smart, 2003)thatconsistsofplanning,conducting,andreporting.Thefirststageofplanningthereviewofarticlesismotivatedbythe rationaleofthereviewandtakingintoconsiderationtheresearchscopeandfindings.Asystematicliteraturereview(SLR)was conducted on lean manufacturing practices and business performance through a structured process involving different databasesandsources(Chugani,Kumar,Garza Reyes,Rocha Lona,&Upadhyay,2017).Previousstudies(Garza Reyes,2015; Okoli&Schabram,2010;Siegel,Antony,Garza Reyes,Cherrafi,&Lameijer,2019)confirmedSLRasamosttransparentand explicitapproachforidentifying,evaluating,andsynthesizingtheexistingliteratureandrecordingtheworkperformedby previousresearchersandpractitionersatoneplace.
Thebibliographyrevisedwereacademicpeer reviewedjournalsfortheperiodanalyzed2000to2021(see Table.1). However,dissertationsandthesis,textbooks,magazines,newsarticles,andunpublishedworkingpaperswereexcluded.
Table -1: SummaryofMethodology Research method techniques Descriptions
Analyzetheextractedleanmanufacturingpracticestoidentifytheperformancecriterion. Toproposeaconceptualframeworkthathelpsinunderstandingtheleanmanufacturingconceptstoassessperformance.
We reviewed the abstract of the articles that we identified through the search strings and were reviewed to ensure coherenceandcohesiveness.Afterthescreeningprocesswasdone,weidentifiedafinalsampleof37articlesinthefieldoflean manufacturing.Weleftouttheleanmanufacturingarticlesthatwerenotrelevantorwerewithunclearabstractsorkeywords.
1. Research purpose and objective Identifyingthemaingoalandpurposeofthereview Total search results:180 analyzed:publicationTotalselected:publicationTotal8437 Develop research protocol Suggestionforthepreliminaryresearchquestion,scope,criteria,quality, anddatamining. Definerelevancecriteria Establishresearchcriteriatoincludethemostrelevantarticles. Search and collect literature Searchforrelevantarticlesfromtopjournals Selectionofstudies Reason for the exclusion of studies based on the previously discussed criteria. Quality evaluation for relevantstudies Assessingthearticlesforqualitybasedonthemethodology. Dataextraction Systematicallyextractingthedatafromeachselectedarticlebylookingat thetitle,abstract,anddeepercontentanalysisofthearticle. Analysisofthedata Using research techniques and obtaining the facts to illustrate the main conclusionoftheanalysis. Writingthereview Systematicliteraturereviewreportwritingwithsufficientresultsindetail. Contributetotheknowledgeinthefieldofasystematicreview.
4.
Source:MoriokaanddeCarvalho(2016).
5.
Definition Number of articles
9.
Process
2.
8.
Table -2: SystematicLiteratureReviewProcess
10. Dissemination
Database BusinessSourceultimate;Academicsearchultimate;eBook Collection(EBSCOHost) SearchengineslikeEmerald(www.emeraldinsight.com);ScienceDirectorElsevier(www.sciencedirect.com);Springer (www.springer.com)andgooglescholardatabase(www.googlescholar.com);otherlibraryservices;Ebsco(www.ebsco.com); andTaylor&Francis(www.taylorandfrancis.com);wereusedtoidentifyandlocaterelevantarticles.Weusedsearchstrings like (Lean manufacturing), lean manufacturing and performance, lean manufacturing practices, lean manufacturing, and operational performance. While searching the articles, sometimes to some extent same article used to appear and thus thoroughscreeningorsystematicapproachwasnecessaryforexploringtheliterature.
6.
3.
Table2representstheselectionandscreeningprocessofarticlesassuggestedby(Morioka&deCarvalho,2016) Theadopted researchapproachincludesthreephasesandtenprocesses,asshowninFigure.1.
7.
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Theconceptofleanmanufacturinghasbeenverypopularinrecentyearsduetoitscompatiblestrategiesanditsfocuson theefficientuseofresources(Durakovic,Demir,Abat,&Emek,2018).
Basedontheanalysisoftheresearchstreamsandpreviousstudiesinvestigatedandreviewedonleanmanufacturing, providestheconceptualframeworkforthestudyasillustratedinFigure.2.
Report
Severalcriteriawereincludedforgettingareasonablereasontoexcludearticlesfromtheliterature.Thesecriteriainclude thecontentofthepaper,theirpublicationjournal,language,sourcetypes,authors,andincludeastudythatonlyfocusesonthe businessperformanceofmanufacturingcompanies.Forthecurrentstudy,thepublicationselectionwasbasedwithinacertain period and in that sense, only articles published between 2000 and 2021 were included. Articles that focus on lean manufacturing and have a key contribution to business and operational performance in manufacturing companies were included.Finally,articlesthatarepublishedinhigh qualityjournalsareonlytakenintoconsideration,whereas;articlesfrom books,conferencepapers,websites,workingpapers,oranyreportswereexcluded.
3. CONCEPTUAL FRAMEWORK FOR LEAN MANUFACTURING AND PERFORMANCE
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Source:Siegeletal.(2019) Literature Selection Criteria
2.2
Planningreviewthe Conducting the review Documenting the review ResearchPurpose Researchprotocol Definerelevantcriteria Searchtheliterature Selectionofstudies evaluation Dataextraction the
Quality
Disseminationreview
Systematicproduction Qualityatsource Total SupplierMaintenanceProductiverelationship
Fig 2:FrameworkforLeanmanufacturingandperformance
Thesuccessfactorshighlightnumerousareasthatrequirefurtherattentioninorderforfirmstoeffectivelyimplementand sustainLeanefforts(seeTable4).Employeeinvolvementwasmentionedineveryreportasacriticalaspectinsuccess.The commitmentandsupportof(top)managementisalsocritical(DuarteandCruz Machado,2013;Cherrafietal.,2016;Wongand Wong,2014),andseveralpapersagreethatmeasurementsandmetricsarerequiredtoachievecontinuousimprovementgoals.
CostProductivityDeliveryReduction
Flexibleresources,cellularlayouts,pullsystems,smalllotsproduction,quicksetups,uniformproductionlevel,qualityatthe source,totalproductivemaintenance(TPM),andsuppliernetworkswererecognizedascommonLMtechniquesemployedin priorresearch,asshowninFigure2.DespitethefactthatsomeoftheLMfeaturesdiscussedintheliteraturewerenotincluded inthisstudyasindependentcomponents,manywereintegratedintorelatedbehaviors.
3.1 Critical Lean Manufacturing Factors
challenges Whenlookingatthenumerousobstaclesacrossdifferentcontinents(see Table 3),itisclearthatmostorganizationsare stillhavingdifficultyimplementingleanmanufacturingprinciples.Thelackofuniformmeasurementandmeasurementsacross mostconsideredcountriesandauthorsisaprevalentdifficulty(Duarte&Cruz‐Machado,2013). Table 3: Leanmanufacturingchallenges Author Year Country Challenges (Rymaszewska,2014) Finland Insufficientknowledgeofproductionmethodslacksleanbenefits. (Abu,Gholami,Saman,Zakuan, &Streimikiene,2019) Malaysia Issues related to knowledge are the key reason for not undertaking lean practices (Melton,2005) UK Themajorityofthecompaniesrejectedleanduetolackofperception,lackof tangiblebenefits,andissueswithshopflooremployees. (Losonci, Demeter, & Jenei, 2011) Hungary Lack of technical knowledge and skills causes the misapplication to lean manufacturingpractices. Lean ManufacturingPractices
CustomerSalesProfitabilitySatisfaction
Business Performance
InventoryQualitymanagement
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4. 4.1RESULTSLeanmanufacturing
FlexibleResources PullSystem lot
Small
Quickproductionsetups
PerformanceOperationalmeasurementPerformance
(Caldera, Desha, & Dawes, 2019) Australia Companies are struggling with time, financial, and labor resources that restrictthemfromconductingtrainingonleanmanagementpractices. (Erdil,Aktas,&Arani,2018) UK Therearecultural,knowledge,andresourceissuesthatarechallengingfor thecompaniestogetleanpracticebenefits.
Managers rely on accounting metrics heavily to determine efficiency; however, such metricsarenotenoughforleanoperations. (Yang,Hong,&Modi,2011) With increased environmental sustainability, the organization needs to strategize efficientlyandgainacompetitiveadvantage. (Sajan,Shalij,&Ramesh,2017) Conflictofinterestarisesintheorganizationduetothefocusonprofitsascomparedto the employees and environment. Such a situation imbalances the operational and businessdecisionstoocomplicated. (Bellisario&Pavlov,2018) Lean management as a niche concept has been ignored for evaluating organizational performancethroughperformancemanagementasaholisticapproach.
Table 4 showsanexampleofcriticalfactorsorframeworksdevelopedbyscholarsandpractitionersfortheintegrationof lean and performance.As it has been discussed earlier that the manufacturing sector can play an important role as an alternativetooilcompanies’dependenceforeconomicgrowth,itisobvioustoinvestigatestrategiestoimprovemanufacturing companies’performance.Theidentificationofthefactorsthatexplaintheoperationalandbusinessresultswhichresultfrom leanmanufacturinginthemediumandlongtermhassparkedtheinterestofscholars (Moyano Fuentes,Maqueira Marín, Martínez Jurado, & Sacristán Díaz, 2020). This section examines the research that focuses on this phenomenon, which is organizedinthetablebelowbythefactorsthatareimportantforproducinglong termresults (Table 4).
4.2 Lean manufacturing critical factors
Table 4: Criticalfactorsonleanmanufacturingpracticestowardsperformance
Author Year CriticalFactors (Cortesetal.,2016) Thereisalackofalignmentbetweenleanobjectiveandmanagementstrategy;thelackof relevant indicators makes it difficult to measure and evaluate the leanness of a manufacturingprocess. (Fullertonetal.,2014) Leanmustbeadoptedasapartofbusinessstrategyinsteadofonlyholisticoperations; (Ghosh,2013) Leanisabouteradicating‘wastes’fromthemanufacturingsystem,butyetproducinghigh qualityproductsthatsatisfycustomers. (Taj,2008) Themanufacturingsystemneedstobemoreefficient andlean toremaincompetitive.
(Lameijer, Veen, Does, & De Mast,2016) Amsterdam Lack of expertise and know how on lean implementation had prevented companiestoapplythelean approach. (Abolhassani, Layfield, & Gopalakrishnan,2016) USA Theconcernofinsufficientknowledgeandlackofcapitalfundstohirelean expertsincreasestheawarenessofleanbenefitsamongstcompanies. (Nunes, da Silva, da Silva Moris,&Giannetti,2019) Brazil There are internal barriers like lack of employee commitment and lack of managementsupportandinterestthatenablethecompaniestoimplement lean.
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Most of the authors from developed and developing nations provided a common challenge of lack of expertise and knowledgeforrestrictingthemselvesfromleanbenefits.Additionallyotherauthors(Cherrafi,Elfezazi,Chiarini,Mokhlis,& Benhida,2016)likeseemedthatlackofawareness,avoidresponsibilityandownership,(Kurdve,Zackrisson,Wiktorsson,& Harlin,2014)apprehensiveinvolvementfoundbusinesseschallengingfortheleanintegrationandimplementation.
Thissectionpresentsgeneralcharacteristicsofthepreviousstudiesincluded.Firstly,itwasdeterminedhowmanyarticles werepublishedbyeachpublisher.Approximately,180peer reviewedarticleswerepublishedin48journalsanddistributedby thefourpublishersthatwerechosen. Table 5 categorizesresearchpapersonleanmanufacturingandbusinessperformance intodistinctsectorsbasedonwheretheywerepublished.Theinvestigationscoveredinthesamplepaperstookplaceinmore than40countriesacrossfivecontinents,demonstratingawidegeographicspread.Inparticular,108studiesontheautomobile industrywereconductedinJapan,theUnitedStates,India,Mexico,Brazil,andChina;18studiesonthepharmaceuticalindustry were conducted in India, Lebanon, the United States, Indonesia, Thailand, China, and Malaysia; 15 studies on the textile
Accordingtothefindings,theprimaryproblemspreventingorganizationsfromimplementingleanmanufacturing processesarealackofmanagementsupportandalackofmetrics.
This study arose from a need to understand how Lean manufacturing manages performance and a lack of systematic understandingoftheresearchattheconfluenceofleanmanufacturingandperformance.Thestudyisoneofasmallnumber thathaslookedintothepresentshortfallsofleanmanufacturingimplementationintheindustryintermsofmotivations, hurdles,challenges,andapplications.Theconclusionsaresummarizedhere,andtheycanhelptosupportthelittlebodyof informationontheunder researchedtopic.Finally,ourresearchprovidedasystematizedlistofresearchedandrecorded performancemanagementstrategiesusedbyleanmanufacturingbusinesses.Althoughthislistislimitedtoleanmanufacturing practicesthathavebeenstudiedandreportedinresearch,andwhileaspecificorganizationmaynotrequireallofthem,lean practitionerswillfindthislisttobeausefulreferencepointforanorganizedsetofpracticesthatthefieldhasamassedandthat theycanusefortheiroperationalneeds.Thisresearchlooksintohowallaspectsofleanmaybemergedwiththecontinuous improvementprogramLeantoassistfirmstosustainandleveragethebenefitsofbothparadigms.Onlyafewstudieshave focused on the integration of Lean and performance as a joint approach and to take a comprehensive perspective of the connectedelements,toourknowledge.Asaresultofthesefactors,thisstudyfillsaresearchgapidentifiedinSection1and findsfromathoroughliteratureassessmentthat:
5. CONCLUSIONS
Businessesstruggletoproperlyintegrateleanmanagementwithperformanceduetotheirlimitedsizeandresources.
Sectors Country(Geography) TotalAcademicjournalsonlean manufacturing Automobile Japan,UnitedStates,India,Mexico,Brazil, China 108 Pharmaceutical India,Lebanon,UnitedStates,Indonesia, Thailand,China,Malaysia 18 Textile UnitedStates,India,Peru,Pakistan, Bangladesh,SriLanka, 15 Food Turkey,UnitedKingdom,Iran,SriLanka, Portugal,Indonesia,Medellin 14
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Itrevealsthatthetransportationsectorhasthehighestnumberofarticles(automotiveindustry).Fornearlyadecade,this industry has faced severe rivalry and nearly static demand in the United States and Europe. At the same time, growing economiessuchasChinaandIndiahaveincreasedtheirdemand.Asaresult,practicallyeverymajorautomakerhasbeen pushedtocourtthesenewmarkets.Customersinemergingmarkets,ontheotherhand,areextremelypriceandoperational cost sensitive,promptingtheautomobileindustrytolookforwardtoleaningimplementationtosavecosts.However,Lean Manufacturingwasfirstimplementedintheautomobileindustry,anditwasquicklyadoptedbyotherindustriesincluding textiles, construction, service, food, medical, electrical and electronics, ceramics, furniture, and services. All types of manufacturingsystemshaveincorporatedLeanManufacturing,includingspecificproduct,processlevel,andfixedfloorplan; batchandrapidmanufacturing;continuousanddiscreteproduction.Ithasbeenusedinseveralindustries,frommanufacturing to service; from mass manufacturing to high diversity and low production volume; from labor intensiveindustries to technology intensive industries; from construction to assembling; and from medical health care to telecommunication. AlthoughLeanManufacturingissimpletoimplement,asthereisnosingleacceptableoptionforimprovingperformance,and thecontextofoperationsiscritical.
Table 5: Leanmanufacturingindistinctsectors
TheidentificationofBusinesses'problems,aswellastheimplicationsforLeanandSustainability,demonstrateswhyso manybusinesseshaveyettoimplementLean,letalone LeanandSustainability,andwhya strongerfocus onthis typeof organizationisrequired.Manybusinessesareunabletoinvestigatethepossibilityofincorporatingacontinuousimprovement approach or a sustainable strategy due to a lack of resources. Top management plays a critical role in this since their unwillingness to engage in staff training or quality efforts prevents firms from moving forward withLean initiatives. Furthermore, without management's full support and dedication, the workforce will express opposition. Because many businessesarestrugglingtostayafloat,thenotionofLeanmanufacturingmustbemadeobvious,simple,andtailoredtothe needsandcharacteristicsofbusinessesforthemtoconsiderincorporatingtheseideasintotheiroperations.
[3] Bellisario,A.,&Pavlov,A.(2018).Performancemanagementpracticesinleanmanufacturingorganizations:asystematic reviewofresearchevidence.ProductionPlanning&Control,29(5),367 385.
[6] Cherrafi,A.,Elfezazi,S.,Chiarini,A.,Mokhlis,A.,&Benhida,K.(2016).Theintegrationofleanmanufacturing,SixSigmaand sustainability: A literature review and future research directions for developing a specific model. Journal of Cleaner Production,139,828 846.
[7] Chugani,N.,Kumar,V.,Garza Reyes,J.A.,Rocha Lona,L.,&Upadhyay,A.(2017).InvestigatingthegreenimpactofLean,Six SigmaandLeanSixSigma:Asystematicliteraturereview.InternationalJournalofLeanSixSigma
[10] Durakovic,B.,Demir,R.,Abat,K.,&Emek,C.(2018).Leanmanufacturing:Trendsandimplementationissues.Periodicalsof EngineeringandNaturalSciences(PEN),6(1),130 143.
[12] Erdil, N. O., Aktas, C. B., & Arani, O. M. (2018). Embedding sustainability in lean six sigma efforts. Journal of Cleaner Production,198,520 529.
[13] Fullerton, R. R., Kennedy, F. A., & Widener, S. K. (2014). Lean manufacturing and firm performance: The incremental contributionofleanmanagementaccountingpractices.JournalofOperationsManagement,32(7 8),414 428.
[4] Bouranta,N.,Psomas,E.,&Antony,J.(2021).Humanfactorsinvolvedinleanmanagement:asystematicliteraturereview. TotalQualityManagement&BusinessExcellence,1 33.
[15] Ghosh,M.(2013).LeanmanufacturingperformanceinIndianmanufacturingplants.Journalofmanufacturingtechnology management
[5] Caldera, H., Desha, C., & Dawes, L. (2019). Evaluating the enablers and barriers for successful implementation of sustainablebusinesspracticein‘lean’SMEs.JournalofCleanerProduction,218,575 590.
Ithasbeendemonstratedthatemployeetrainingandexpertiseisacriticalconditionforintegrationtothrive.
ACKNOWLEDGEMENT
Iwouldliketoacknowledgeto“TheResearchCouncil”(TRC)OmanforthefundingsupportundertheURGResearchGrant (BFP/URG/EI/20/097)
[9] Duarte,S.,&Cruz‐Machado,V.(2013).Modellingleanandgreen:areviewfrombusinessmodels.InternationalJournalof LeanSixSigma.
[19] Kurdve,M.,Zackrisson,M.,Wiktorsson,M.,&Harlin,U.(2014).Leanandgreenintegrationintoproductionsystemmodels experiencesfromSwedishindustry.JournalofCleanerProduction,85,180 190.
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Anexaminationofexistingframeworksrevealsthatpresentmodelsaregeneralframeworksthatpredeterminetools thatarenotsuitableforeverybusiness,aswellasalackoflong termeffortstomaintainintegration.
The literature research also reveals that there are still major gaps in the understanding and application of lean and performance. These obstacles can be avoided by encouraging integration through a comprehensive, simple, and general implementationarchitecture.Manytoolshavenotbeenadopted,arenotmatureenough,orarefrequentlynotrecognizedby theindustry,thereforeatoolkitforLeanhasyettobebuilt.Theauthorsalsoemphasizetheneedforgreaterattentiontothe contextofmanufacturingorganizationstohelpthemintegratebothparadigmseffectively.Thedearthoftheoreticalinputin thissubjectcontributestotheresistancetoLeanintegration.TheintegrationofLeanwithbusinessperformancecanonlybe possibleiftheseresearchgapsareaddressed.
[8] Cortes, H., Daaboul, J., Le Duigou, J., & Eynard, B. (2016). Strategic lean management: integration of operational performanceindicatorsforstrategicleanmanagement.IFAC PapersOnLine,49(12),65 70.
[11] Easterby Smith,M.T.,&Thorpe,R.(2002).ManagementResearch:AnIntroduction:London:Sage.
[2] Abu,F.,Gholami,H.,Saman,M.Z.M.,Zakuan,N.,&Streimikiene,D.(2019).Theimplementationofleanmanufacturingin thefurnitureindustry:Areviewandanalysisonthemotives,barriers,challenges,andtheapplications.JournalofCleaner Production,234,660 680.
[16] Gupta,S.,&Jain,S.K.(2013).Aliteraturereviewofleanmanufacturing.InternationalJournalofManagementScienceand EngineeringManagement,8(4),241 249.
[17] Hernandez Matias,J.C.,Ocampo,J.R.,Hidalgo,A.,&Vizan,A.(2019).Leanmanufacturingandoperationalperformance: Interrelationshipsbetweenhuman relatedleanpractices.Journalofmanufacturingtechnologymanagement
Theenvironmental,social,andeconomicbenefitsofleanareundeniable.
[1] Abolhassani,A.,Layfield,K.,&Gopalakrishnan,B.(2016).LeanandUSmanufacturingindustry:popularityofpracticesand implementationbarriers.InternationalJournalofProductivityandPerformanceManagement.
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