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Lean manufacturing has the potential for simultaneously improving the competitiveness and the social sustainability of the apparel industry in developing countries. However, there is limited research on the ways to a successful lean implementation in developing countries and with an emphasis on occupational health and safety (OHS) improvement.

The paper investigates four cases of lean implementation in garment factories and uses the design science research strategy, building on the context-intervention-mechanism-outcome (CIMO) framework to identify explanatory mechanisms that can be used for designing future action.

The study identifies tangible mechanisms that can lead to successful lean implementation. The most important mechanisms relate to practical top management support, worker involvement, application of lean tools and training.

The findings of this study can guide better lean implementation for the many garment factories in developing countries.

While the lean literature provides general recommendations for lean implementation, knowledge about the transfer mechanisms in developing countries as well as the connections between lean and OHS is limited. This paper contributes to lean implementation theory and to the discourse of positive lean by integrating efficiency and working conditions. In addition, the paper identifies transfer mechanisms for lean implementation in the garment industry in a developing country.

Shorter lead time with low price and quality product demand is pivotal in the garment industry. Pressure on production lead time stresses the importance of reducing style changeover time in manufacturing factories, and this paper aims to contribute to solving the challenge by showing how the single minute exchange of die (SMED) methodology in practice can be adapted to garment factories in developing countries.

The paper investigates three cases of SMED implementation integrated with responsible, accountable, consulted, informed (RACI) matrices in garment factories in an action research approach. Both quantitative and qualitative methods are applied.

The study shows a reduction of 50% to 64% of changeover time with SMED implementation measured with two key indicators – throughout time and time to reach peak production. Moreover, the implementation depends on the application of the RACI matrix for the distribution of responsibility as well as integration with the basic production flow before and after the application of SMED.

The study can guide better SMED implementation in garment factories with limited investment by stressing the need to adapt to the specifics of the garment industry, secure the division of responsibility and integrate SMED in the production flow before and after the changeover.

Limited research on the application of SMED in the garment industry. This paper contributes to understanding the specific conditions for successful implementation in the garment industry in developing countries and addresses additional activities that help secure a sustainable implementation process.

This study draws on the systems perspective to study the individual and combined interaction effect of lean management (LM) and sustainability management (SM) on the organization's triple bottom line (TBL) performance.

The study employs structural equation modeling to test the proposed hypotheses using data from the sixth version of the International Manufacturing Strategy Survey (IMSS VI).

The study finds that LM is positively related to all dimensions of the TBL performance. In contrast, SM is positively related to social and environmental performance and negatively related to economic performance. Finally, by finding that the interaction between LM and (SM) is positive for social and environmental performance, this study not only confirms that LM is an enabler for sustainability, but it also supports that the two paradigms are mutually compatible and reinforcing.

The findings imply that practitioners pursuing both LM and SM should leverage their mutual positive effects and balance the unintended effects of implementing isolated bundles by implementing them together as a complete socio-technical system. Their combined impact on the TBL performance will outweigh the sum of their individual effects in the case of isolated implementations.

In contrast with the extant literature, this study proposes that LM and SM make parts of one system as opposed to one correlated with the other or having a positive causal effect on the other. Taking an integrated systems approach, the study empirically verifies the “mutual compatibility” of the lean and sustainability paradigms argument, with regard to their effect on the TBL performance.

This study aims to address the critical challenge of implementing lean manufacturing (LM) in emerging economies, where sustainability complexities on the production floor hinder production efficiency and the transition towards a circular economy (CE). Addressing a gap in existing research, the paper introduces a path analysis model to systematically identify, prioritize and overcome LM implementation barriers, aiming to enhance performance through strategic removal.

The authors used a mixed-method approach, combining empirical survey data with literature reviews to pinpoint key LM barriers. Using the grey-based Decision-Making Trial and Evaluation Laboratory (DEMATEL) along with the Network Knowledge (NK) method, they mapped causal relationships and barrier intensities. This formed the basis for developing a path simulation algorithm, integrating heuristic considerations for practical decision-making.

This analysis reveals that the primary barriers to LM adoption is the negative perception and inadequate understanding of lean tools and CE principles. The study provides a strategic framework for managers, offering new insights into barrier prioritization and overcoming strategies to facilitate successful LM adoption.

This research provides a strategic pathway for overcoming LM implementation barriers, empowering managers in emerging economies to enhance sustainability and competitive advantage through LM and CE integration. It emphasizes the significance of structured barrier management in the manufacturing sector.

This research pioneers a systematic exploration of LM implementation barriers in the CE context, making a significant contribution to the literature. It identifies, evaluates barriers and proposes a practical model for overcoming them, enriching sustainable manufacturing practices in emerging markets.

This study aims to investigate the implementation of lean human resource management (HRM) practices in manufacturing small- and medium-sized enterprises (SMEs) and explore how various factors interact to influence their successful adoption. By exploring the interplay among these factors, the research seeks to identify key drivers affecting the adoption of lean HRM in manufacturing SMEs. Ultimately, the research intends to provide insights that can guide organisations, practitioners and policymakers in effectively implementing lean HRM practices to enhance operational efficiency, workforce engagement and competitiveness within the manufacturing SME sector.

The study combined total interpretive structural modelling (TISM) and Matrice d'Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) analysis. TISM helped in understanding the hierarchical relationship among different factors influencing lean HRM implementation, whereas MICMAC analysis provided insights into the level of influence and dependence of each factor on others.

The research revealed that “top management support” emerged as the most independent factor, indicating that strong support from top management is crucial for initiating and sustaining lean HRM practices in manufacturing SMEs. On the other hand, “employee involvement and empowerment” was identified as the most dependent factor, suggesting that fostering a culture of employee engagement and empowerment greatly relies on the successful implementation of lean HRM practices.

While the study provided valuable insights, it has certain limitations. The research was conducted within the specific context of manufacturing SMEs, which might limit the generalizability of the findings to other industries. Expert opinions introduce subjectivity in data collection. Additionally, the study may not cover all critical factors, allowing room for further exploration in future research.

The findings have practical implications for manufacturing SMEs aiming to implement lean HRM practices. Recognising the pivotal role of top management support, organisations should invest in cultivating a strong leadership commitment to lean HRM initiatives. Furthermore, enhancing employee involvement and empowerment can lead to better adoption of lean HRM practices, resulting in improved operational efficiency and overall competitiveness.

This research contributes to the field by offering a comprehensive exploration of the interplay among factors influencing lean HRM implementation. The use of TISM and MICMAC analysis provides a unique perspective on the relationship dynamics between these factors, allowing for a nuanced understanding of their roles in the adoption of lean HRM practices in manufacturing SMEs. The identification of “top management support” as the most independent and “employee involvement and empowerment” as the most dependent factors adds original insights to the existing literature.

Demanding and highly competitive business environment has stimulated small and medium enterprises (SMEs) to restructure their manufacturing practices. Lean manufacturing (LM), a comprehensive alternative, is now being adopted, notably by manufacturing organizations, to increase business effectiveness and performance through a variety of lean approaches. Lean implementation, however, ran into a number of difficulties, which showed that non-technical factors such as human-related practices must also be integrated if lean is to be successful. This study aims to examine a thorough overview of the various human-related lean practices (HRLP) mentioned in recent literature and to determine which of them is more pertinent to a successful LM implementation in SMEs.

A total of 193 publications published in 45 journals between 2013 and 2023 and based on the 4 reputable publishers, namely, Science Direct, Emerald Online, Taylor and Francis and Springer Link, were gathered based on a systematic literature review of peer-reviewed journal articles in LM.

The amount of research on human resource management and lean management that has been conducted has increased dramatically during the past few years. The outcome of this study will offer a thorough analysis of soft lean practices found in the LM literature that manufacturing SMEs should take into account while implementing lean.

The scope of this research is restricted to a survey of scholarly works using the terms “Lean manufacturing” or “Lean production” as well as “human” or “people” or “soft-lean practices” in the title. Furthermore, only works published in scholarly publications that have undergone peer review were included. Also, due to the authors’ linguistic restrictions, only English articles were used. The HRLP linked to a smooth lean transition are described in this research. Thus, it can be used to assist the production and human resource departments in raising an organization’s long-term performance.

The study gives researchers a better grasp of the direction the subject is taking and what gaps still exist, which aids them in focusing their research on HRLP in small- and medium-sized businesses.