Lean manufacturing implementation in Zimbabwean industries: Impact on operational performance

Abstract

The impact of Lean Manufacturing (LM) implementation on organizational performance is an ongoing discussion. The effect of implementing LM tools on operational performance across various industries in Zimbabwe, a country with an unstable real gross domestic product is evaluated. A structural model of LM that is aligned with the Toyota Production System (TPS) house was proposed. A structured survey questionnaire was used for the collection of data in identified companies. Of the 600 companies contacted, 214 useful responses were obtained implying a response rate of 35.6%. The structural and operational models were tested using the Statistical Package for Social Sciences and SmartPLS 3. The result indicated that operational performance was improved by implementing the selected LM tools.