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Cited by 29Quality and Supply ManagementManagement and Optimization TechniquesDigital Transformation in Industry

Lean manufacturing alignment with respect to performance metrics multinational corporations case study

El-Khalil, Raed·2022·International Journal of Lean Six Sigma
DOI 10.1108/ijlss-10-2017-0118
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Abstract

Purpose: The purpose of this paper is to investigate lean tools correlation, interactions and implementation in manufacturing industry at multinational corporation and its impact on operational performance. Design/methodology/approach: This paper used a survey questionnaire based on previous work done in the US industry. The questionnaire was distributed to 340 firms in 11 countries in the MENA region. These firms are multinational companies operating in this region post-2001, i.e. Greenfield manufacturing facilities. Total usable responses were 139 from 340 contacted by emails and phone, whereas 15 were face-to-face. The survey included 139 companies of which 66 companies were from North America, 40 from Europe and the rest were from South-East Asia (mainly Japan and South Korea). Findings: Multinational manufacturing companies in MENA region are at an advanced level of lean implementation. Results present a detailed analysis of the top 16 lean practices and their impact on 15 operational performance metrics. In addition, the results also reveal a correlation and grouping/bundling of the 16 lean tools and their direct influence on the top 8 operational metrics. Research limitations/implications: Because the sample size only includes multinational companies operating in MENA region, the countries’ social, economic and political issues will directly influence them. For example, some of the countries have no or very weak unions, whereas other countries give the power to the organizations to force restrictions and guidelines that cannot be followed by other organizations. Therefore, the results need to be considered with caution. Originality/value: Research about lean implementation in MENA region is rare, although few companies implemented lean since day one of their establishment. This research paper provides operations managers and practitioners with a guide that links lean tools implementation to operational performance metrics objectives with more depth and breadth in comparison with previous empirical studies on the topic.

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Authors
El-Khalil, R.
Affiliations
Lebanese American University (LB)
Corresponding author
El-Khalil, Raed
ORCID
El-Khalil, Raed
Venue
International Journal of Lean Six Sigma
Publisher
Emerald
Published
2020-04-09
Volume
13
Issue
4
Pages
778-802
ISSN
2040-4166 (ISSN-L)
DOI
10.1108/ijlss-10-2017-0118
OpenAlex
W3015687439
Cited by
29
References
61
Citations by year
2026: 2 · 2025: 5 · 2024: 5 · 2023: 1 · 2022: 5 · 2021: 9 · 2020: 2
FWCI
4.83
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
International Journal of Lean Six Sigma (publishedVersion)
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
  • Physical Sciences › Engineering › Industrial and Manufacturing Engineering › Digital Transformation in Industry
Keywords
lean manufacturing, lean tools, multinational corporations, Middle East and North Africa, lean implementation, lean practices, manufacturing operations

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