| Abstract: |
Manufacturing organizations across the globe face mounting pressure to reconcile operational efficiency with environmental responsibility, and lean manufacturing has emerged as a bridge between these two demands. This study examines how lean practices value stream mapping, Kaizen, 5S, Just-in-Time production, and Total Productive Maintenance influence sustainability outcomes and continuous improvement capability within manufacturing firms. Data were collected from 214 respondents across small, medium, and large manufacturing units through a structured questionnaire, supplemented by production records from twelve plants over an eighteen-month window. Descriptive statistics, correlation analysis, and multiple regression were applied to test the relationship between lean tool adoption and three outcome variables: waste reduction, energy efficiency, and process cycle time. Findings indicate a statistically significant positive relationship between the intensity of lean practice adoption and sustainability performance (r = 0.61, p < 0.01), with Kaizen and 5S showing the strongest individual contribution. Regression results explain 48 percent of the variance in continuous improvement outcomes, though the effect of Just-in-Time was weaker than expected, likely reflecting supply chain volatility experienced by several respondent firms during the study period. Sector-wise comparison reveals automotive component manufacturers achieved higher waste reduction than textile and food-processing units, suggesting that industry maturity and prior exposure to lean training moderate outcomes. |
