This study aimed to test the impact of digital supply chains on lean manufacturing, the digital supply chain was a multidimensional measurement composed of seven dimensions: Digital performance management, digital information technology and digital manufacturing, digital human resources, digital suppliers, digital logistics and inventory and digital clients. The electronic industries companies were targeted to represent the research population and collect the primary necessary data. According to the research budget and time constraints, a convenience sampling method was implemented in the data collection process. Structural equation modeling (SEM) was applied to test the research hypotheses through AMOS software. The results indicated that most of the digital supply chain dimensions had a positive impact on lean manufacturing, except digital suppliers and digital clients, which had no effect on lean manufacturing. Findings from this research help organizational managers make multiple decisions related to investing and allocating resources to increase profit and reduce expenses along digital supply chains.

This study aims to cast the light on the impact of lean manufacturing on performing Jordanian public shareholding industrial companies listed in ASE. Data were collected and developed through a questionnaire built on the basis of previous studies. The number of companies that answered the questionnaire questions was 38 companies out of 45 companies, which means that the percentage of the study sample reached 84.44% of the study community. The results showed that lean manufacturing has an impact on the performance in its three dimensions; namely operational, financial, and the environmental. The improvement of operational, financial and environmental performance, as a result of applying lean manufacturing method was optimized to 9.2%-11.8%. In fact, the pharmaceutical industries were the most sectors that apply the lean manufacturing method, followed by food industry companies and then chemicals companies, which were the lowest sector that applies lean manufacturing method.

Six Sigma is recognized as an essential tool for continuous improvement of quality. A large num-ber of publications by various authors reflect the interest in this technique. Reviews of literature on Six Sigma have been done in the past by a few authors. However, considering the contributions in the recent times, a more comprehensive review is attempted here. The authors have examined vari-ous papers and have proposed a different scheme of classification. In addition, certain gaps that would provide hints for further research in Six Sigma have been identified. As a results the rela-tionship between Six Sigma, Design for Six Sigma (DFSS), and how these two concepts support the quality system for organizational learning and innovation performance have been discussed that would help researchers, academicians and practitioners to take a closer look at the growth, devel-opment and applicability of Six Sigma in Design.

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 paper is to explore and integrate the role of human resources with the internal practices of the Indian manufacturing industries towards successful implementation of lean manu-facturing (LM). An extensive literature survey is carried out. An attempt is made to build an ex-haustive list of all the input manifests related to human resources and internal practices necessary for LM implementation, coupled with a similar exhaustive list of the benefits accrued from its suc-cessful implementation. A structural model is thus conceptualized, which is empirically validated based on the data from the Indian manufacturing sector. Hardly any survey based empirical study in India has been found to integrate human resources with the internal processes towards success-ful LM implementation. This empirical research is thus carried out in the Indian manufacturing in-dustries. The analysis reveals six key input constructs and three output constructs, indicating that these constructs should act in unison to maximize the benefits of implementing lean. The structural model presented in this paper may be treated as a guide to integrate human resources with internal practices to successfully implement lean, leading to an optimum utilization of resources. This work is one of the very first researches to have a survey-based empirical analysis of the role of human resources and internal practices of the Indian manufacturing sector towards an effective lean im-plementation.

This paper is an attempt to examine the implementation of Lean Manufacturing system in the Indian industries. Predominant elements of Lean Manufacturing, benefits gained after its implementation and obstacles observed by Indian Industry have been recognized. The results of this survey support the opinion that Lean Manufacturing had potential to improve the organizational performance of Indian industries. Nevertheless, Indian industries are required to be passionate to transform their manufacturing by adopting Lean manufacturing to gain the full benefits. A large numbers of literature papers are available on the better side of Lean manufacturing approach and its benefits gained by manufacturing organizations after implementation. But the adverse impacts of Lean manufacturing are not discussed to a great extent. Some drawbacks of Lean manufacturing are also highlighted in this paper.

Lean Manufacturing is being adopted by many Indian industries based on its capability of improving manufacturing performance. Lean Manufacturing supports the concept of delivering the low cost and good quality product to customer by focusing on elimination of waste. Lean Manufacturing employs various elements which aspire to involve the employees to create a customer centric organization. This paper is an attempt to examine the significance of various lean manufacturing elements in Indian industries. Interpretive Structural Modeling (ISM) approach is used to examine their inter-relationship and ranking based on their driving power and dependence powers through development of diagraph and structural model in the Indian industry context.