Lean practices implementation and their relationships with operational responsiveness and company performance: an Italian study
Abstract
Although many firms report large benefits from lean implementation, a lot of scepticism still remains regarding attainable results and the possibility to apply Lean approach outside high-volume manufacturing and stable context. In this work, combining field interviews with literature review, theoretical connections have been developed among Lean manufacturing techniques, operational responsiveness and company growth performances. A conceptual model has been proposed for investigating the network of influences among lean practices (supplier management, human resource management, just-in-time and total quality management practices), operational responsiveness (Product mix variety, Product innovation and Time effectiveness) and company growth performances in Italian companies. Using structural equation modelling, a second-order confirmatory factor analysis has been used to test the hypothesised relationships in the structural models. This study highlights that the operational responsiveness is only partially connected to a Lean strategy of a company. Indeed, the lean practices implementations are negatively influenced by product mix variety and innovation, while positively influenced by time effectiveness variables. Moreover, product mix variety and time effectiveness are the main characteristics of the operational responsiveness that positively influences company growth performances. So time effectiveness could be considered as a mediator between Lean best practices and firm growth. Moreover, no direct relationship has been found between lean bundles and firm’s performances. Lack of resources and mainly poor communication and managers’ commitment and support seem to be the main obstacles of lean implementation and success.
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LM practices negatively influenced innovation.
“There was a positive association between LM practices and operational performance variables such as time effectiveness, while these practices negatively influenced innovation and product mix”
From A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries (2022) · cites this paper as Bevilacqua et al. (2016)
There was a positive association between LM practices and operational performance variables such as time effectiveness.
“There was a positive association between LM practices and operational performance variables such as time effectiveness, while these practices negatively influenced innovation and product mix”
From A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries (2022) · cites this paper as Bevilacqua et al. (2016)
LM practices negatively influenced product mix.
“There was a positive association between LM practices and operational performance variables such as time effectiveness, while these practices negatively influenced innovation and product mix”
From A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries (2022) · cites this paper as Bevilacqua et al. (2016)
In developed countries, LM implementation improved product mix.
“product mix improvement(Bevilacqua etal. , 2016)”
From A systematic literature review of lean manufacturing implementation in manufacturing-based sectors of the developing and developed countries (2022) · cites this paper as Bevilacqua et al., 2016
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Maldonado-Guzmán, G., Pinzón-Castro, S. Y., & del Toro, R. J. (2023) · Tec Empresarial · doi:10.18845/te.v17i3.6846 · Cited by 6 · see citing works
“…which confirm that the relationship of lean manufacturing with financial aspects does not always assume tangible results (Losonci & Demeter, 2013; Ghobakhloo & Azar, 2018), may even have negative results (Galeazzo & Furlan, 2018), especially in sustainable finance (Bevilacqua et al., 2017a).”
BackgroundAripin, N., Nawanir, G., & Hussain, S. (2023) · International Journal of Industrial Management · doi:10.15282/ijim.17.2.2023.9037 · Cited by 6 · see citing works
“According to Dieste et al. (2019), the purpose of JIT is to move from batch manufacturing to small lot production.”
MethodInfluentialIntroducing Lean practices through simulation: A case study in an Italian SME
Frecassetti, S., Kassem, B., Kundu, K., Ferrazzi, M., & Staudacher, A. P. (2023) · Quality Management Journal · doi:10.1080/10686967.2023.2171326 · Cited by 13 · see citing works
People Management Practices that Underpin Lean Management Outcomes
Agarwal, R., Bajada, C., Brown, P., & Green, R. (2021) · Global Journal of Flexible Systems Management · doi:10.1007/s40171-021-00260-2 · Cited by 6
Analysis of the Impact of Lean and Green Practices in Manufacturing Companies: An Exploratory Study
Ribeiro, T. B. A., Ferreira, L. M., Magalhães, V. S. M., & Azevedo, S. (2022) · IFAC-PapersOnLine · doi:10.1016/j.ifacol.2022.10.071 · Cited by 6 · see citing works
Green Supply Chain Management: Impacts, Challenges, Opportunities, and Future Perspectives
Noiki, A., Salawu, E., Afolalu, S., Kayode, J. F., & Lawal, S. L. (2023) · 2023 International Conference on Science, Engineering and Business for Sustainable Development Goals (SEB-SDG) · doi:10.1109/seb-sdg57117.2023.10124618 · Cited by 5 · see citing works
- Authors
- Bevilacqua, M., Ciarapica, F. E., & De Sanctis, I.
- Affiliations
- Marche Polytechnic University (IT)
- Corresponding author
- Ciarapica, Filippo Emanuele
- Venue
- International Journal of Production Research
- Publisher
- Informa UK Limited
- Published
- 2016-07-22
- Volume
- 55
- Issue
- 3
- Pages
- 769-794
- ISSN
- 0020-7543 (ISSN-L)
- 1366-588X
- OpenAlex
- W2487742414
- Cited by
- 164
- References
- 124
- Citations by year
- 2026: 9 · 2025: 16 · 2024: 16 · 2023: 22 · 2022: 16 · 2021: 22 · 2020: 19 · 2019: 16 · 2018: 21 · 2017: 7
- FWCI
- 26.32
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- International Journal of Production Research (publishedVersion)
- RePEc: Research Papers in Economics (submittedVersion)
- Università Politecnica delle Marche (Università Politecnica delle Marche) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
- Social Sciences › Business, Management and Accounting › Strategy and Management › Management and Optimization Techniques
- Social Sciences › Decision Sciences › Management Science and Operations Research › Operations Management Techniques
- Keywords
- lean manufacturing, operational responsiveness, firm performance, product innovation, time effectiveness, supplier management, human resource management, just-in-time, total quality management, lean implementation barriers, Italian firms
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