The lean manufacturing approach is employed across several sectors to minimise waste and extend its ideas to institutional settings. The objective of this work is to provide instruction to aspiring engineers regarding the implementation and utilisation of lean tools. The machine shop of an engineering college utilised several tools, including 5S, standard work, and machine maintenance. The students were educated on the difficulties and achievements associated with the implementation of lean ideas across several tiers within the machine shop. The findings indicate that it is imperative to remove non-value-added operations, commonly referred to as Muda, in any manifestation inside the shop. A sequence of 5S audits was carried out to facilitate the enhancement of KAIZEN initiatives and uphold the shop's commitment to lean principles. The determination and assessment of the influence of lean tools on the Machine Shop were conducted through the utilisation of a questionnaire employing a five-point Likert scale. Following the implementation of lean principles, there has been a notable enhancement in several aspects. Specifically, there has been a 6.6% improvement in space utilisation, a substantial 95.12% increase in safety measures, a significant reduction of 83.3% in machine failure occurrences, and a noteworthy decrease of 80.2% in the time required for tool search.

Total quality management (TQM) is a method of managing a bank. TQM, which is considered as a critical instrument, directs the strategy of developing work and increasing performance in order to generate profits through quality services and products. Therefore, this study aimed to examine the function of TQM in improving customer relations in Jordanian Islamic banks. Primary data was gathered by surveying 163 workers of Jordanian Islamic banks. A questionnaire was employed as the data-gathering technique. To do the descriptive statistical analysis, SPSS version 25 was employed. The findings show that there is a statistical association between Jordanian Islamic banks' TQM, which includes customer satisfaction, strategic planning, continuous improvement, and relationships with customers.

The research investigated the relationship among Key Performance Indicators (KPIs), risk assessment capabilities and value creation in service sector firms. The study also sought to examine the effect of KPI`s components on risk assessment & value capitalisation, and how they either facilitate or hinder implementation, monitoring and continuous improvement processes. In this context, a quantitative cross-sectional research design was applied using an online survey of shared middle and senior managers in service organizations. After filtering, the final version of segmented sample included a total of 215 respondents engaged in different service businesses. The analysis was determined using Partial Least Squares Structural Equation Modeling. The results showed that all components of KPIs have significant positive relationships with risk assessment and value improvement outcomes First, performance drivers were found to be the most significant predictor of both constructs. As such, the results show that both risk assessment and value improvement had a positive effect on implementation/monitoring processes which in turn enabled continuous improvements. Performance measurement, risk management and value creation in service organizations: A performance at-risk-based conceptual model. The results have numerous managerial, practical and policy implications for the service sector. This drives home the necessity of creating integrated KPI systems that include risk assessment and value improvement factors. In building on existing theory, the study is of substantial interest in that it provides empirical evidence for these organizational mechanisms related to service organizations. Resilient Organizations in the Service Sector picture of Resilience across Performance Management with KPIs, Risk Assessment and Value Creation strategies offering a comprehensive foundation for sustainable organizational success.

To get ready for the hard international competition, firms have to convince themselves of the pressing necessity of optimizing its competitiveness factors. In this perspective, this article proposes a general model of management system of firms through the implementation of tools of Lean Manu-facturing. This method establishes an approach to introduce an action plan to improve the perfor-mance of a firm. Knowing that the Algerian firms do not escape the constraints of competitiveness, the adopted model is applied to two strategic firms of the Algerian industry and the final result gives a series of measures to improve their competitiveness and their performances, simultaneously.

The purpose of this research is to develop an integrated literature based TPM, TPS and TQM mod-el through PDCA cycle, and implementation guideline for the implementation of the model. At this time very few studies are available on this research area, even this research on integrated model of TPM, TPS and TQM practices, and implementation guideline are not corresponding. The method-ology to develop the model and the implementation guideline is based on identifying the uniqueness and common practices of TPM, TPS and TQM systems, existing practice of the integration and implementation guideline, identifying the existing gaps on the model and implementation guideline, developing new integrated TPM, TPS and TQM practice model, and implementation guideline. Previous very few studies of uniqueness, common practices and implementation guideline of the three systems are preserved. The findings of this research, an integrated cutting-edge model of TPM, TPS and TQM practices and implementation guidelines are developed. The originality / value of the developed model and implementation guideline enable manufacturing industries continuously to be competitive and profitable.

Supply chain management (SCM) is becoming critical as firms recognize that competition is
shifting from company versus company to supply chain versus supply chain. In the present
competitive scenario, the fierce competition has driven most companies to seek for means of
enhancing performance beyond their four wall boundaries. The firm’s ability in collaborating
with its upstream and downstream partners determines its success in attaining better
performance with supply chain collaboration; a firm is able to serve fragmented markets in
which end customers require more product varieties and availability with shorter product life
cycle and, at the same time, lower supply chain costs. This paper introduces the framework of
continuous supply chain collaboration (CSCC), which extends the traditional frame of reference
in strategic sourcing from a supplier centric to a supply-chain-scope as continuous
improvement efforts to enhance the customer satisfaction. CSCC practices are rather
exceptional, yet CSCC is believed to be the single most comprehensive framework for attaining
operational excellence.