Lean Management Practices and Process Integration in Improving Operational Performance through Continuous Improvement Capability in Manufacturing Industries
DOI:
https://doi.org/10.61132/jukerdi.v3i2.1628Keywords:
Bicontinuous Improvement Capability, Digital-Enabled Lean Management, Digital Transformation, Operational Performance, Process IntegrationAbstract
The increasing integration of digital technologies into manufacturing operations has created new opportunities to strengthen lean practices, process coordination, and operational performance. This study examines the effects of digital-enabled lean management and process integration on operational performance through the mediating role of continuous improvement capability in manufacturing firms. A quantitative explanatory approach was employed, with data collected from managers, supervisors, and operational employees who possess relevant knowledge of manufacturing processes. Respondents were selected using purposive sampling, and data were gathered through a structured five-point Likert-scale questionnaire. The proposed relationships were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings indicate that digital-enabled lean management and process integration positively influence continuous improvement capability and operational performance. Continuous improvement capability also demonstrates a significant positive effect on operational performance and partially mediates both relationships. Process integration shows a particularly strong contribution to strengthening continuous improvement capability. These findings emphasize that sustainable operational performance depends on aligning digital technologies, lean practices, integrated processes, and continuous improvement routines. The study provides managerial implications for developing data-supported, integrated, and improvement-oriented manufacturing operations.
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