CHAPTER-4

DATA ANALYSIS AND INTERPRETATION

LEAN MANAGEMENT SYSTEM AND THEIR IMPACT ON CORPORATE
PERFORMANCE WITH REFERENCE TO AUTOMOBILE MNCS –
ANALYSIS AND INTERPRETATION OF DATA

In this part, the data have been tabulated, analyzed, and interpreted appropriately in respect of lean
management practices and their impact in the sample automobile companies. This chapter includes
the analysis of the respondents selected for the research:
1. Management representatives
2. Suppliers
3. Employees
The profile of respondents is presented as the first part of the study. In this research on lean
management, personal characteristics of respondents have a significant role to play in expressing
and giving the responses about the process of lean management. In this study, a set of personal
characteristics, namely, age, gender, education, work experience of the respondents have been
examined and presented.
In the analysis of management, the data are in respect of views on lean management, inventory
management, lean accounting, employee involvement, supplier integration, employee resistance,
and outcomes of lean management, company’s competitive edge, lean accounting and its
relationship with lean production, changes in budgeting of inventory and labor, bottlenecks in
implementation of lean, firm performance are analyzed and interpreted.
In the analysis of employees, the data are in respect of perspectives of lean management, lean
accounting, benefits of lean management, stress level, education and training, the difference
between lean manufacturing and traditional manufacturing process are analyzed and interpreted.
In the analysis of suppliers, the data are in respect of perspectives of goals of lean management, the
relationship between lean manufacturing and accounting, the relationship between suppliers, are
analyzed and interpreted.

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 4.1. ANALYSIS FOR MANAGEMENT

Gender of the respondents

The details about the gender of the respondents have been tested, and the result is tabulated in
table 4.1.1.

Table 4.1.1GENDER OF THE RESPONDENTS

Gender Frequency Percent Cumulative Percent

Male 106 70.7 70.7

Female 44 29.3 100.0
Total 150 100.0
(Source: Primary data)

Chart 4.1.1 Gender of the

respondents
Female
29%

Male
71%

The above table indicates that detail about the gender of the respondents. Among 150 respondents,
106 (70.7) respondents are male, and 44 (29.3) respondents are female. It is found that the majority
of respondents are male.

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Age of the respondents:

The details about the age of the respondents have been tested, and the result has been presented in
table 4.1.2.

Table 4.1.2AGE OF THE RESPONDENTS

Year Frequency Percent Cumulative Percent
upto 25 years 18 12.0 12.0
26 to 35 years 62 41.3 53.3
36 to 45 years 44 29.3 82.7
46 to 55 years 15 10.0 92.7

above 55 years 11 7.3 100.0

Total 150 100.0

(Source: Primary data)

Chart 4.1.2 Age of the respondents

70

60

50

40

30

20

10

0
upto 25 years 26 to 35 years 36 to 45 years 46 to 55 years above 55 years

The above table demonstrates that detail about the age of the respondents. 18 (12.0)
respondents are from the age group of up to 25 years, 62 (41.3) respondents are from the age group
of 26 to 35 years, 44 (29.3) respondents are from the age group of 36 to 45 years, 15 (10.0)
respondents are from the age group of 46 to 55 years and 11 (7.3) respondents are from the age
group of above 55 years respectively.

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Educational qualification of the respondents:
The details about the educational qualification of the respondents have been tested, and the result is
shown in table 4.13.

Table 4.1.3EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Education Frequency Percent Cumulative Percent

under graduate 88 58.7 58.7

post graduate 23 15.3 74.0
professional 39 26.0 100.0
Total 150 100.0
(Source: Primary data)

Chart 4.1.3 Educational qualification of the

respondents
100
90
80
70
60
50
40
30
20
10
0
under graduate post graduate professional

It was revealed from the above table that 88 (58.7) respondents have completed under
graduation, 23 (15.3) respondents have completed post-graduation, and 39 (26.0) respondents have
completed professional degrees. Hence the majority of respondents have an educational
qualification at under graduation level, respectively.

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Details about the experience of the respondents:

The details about the experience of the respondents have been tested, and the result is presented in
the below table 4.1.4.

TABLE 4.1.4 SHOWING DETAILS ABOUT EXPERIENCE OF THE RESPONDENTS

Years of Experience Frequency Percent Cumulative Percent

0-5 years 21 14.0 14.0
6 to 10 years 34 22.7 36.7
10 to 15 years 43 28.7 65.3
above 15 years 52 34.7 100.0
Total 150 100.0
(Source: Primary data)

Chart 4.1.4 Experience of the respondents

above 15 years

10 to 15 years

6 to 10 years

0-5 years

0 10 20 30 40 50 60

It is shown that 21 (14.0) respondents have 0-5 years' experience, 34 (22.7) respondents have to 10
years' experience, 43 (28.7) respondents have 10 to 15 years' experience, and 52 (34.7) respondents
have above 15 years' experience in an organization. Hence the majority of respondents have above
15 years’ experience.

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Details about years of lean activities followed by the organization:
The details about years of lean activities followed by the organization have been analyzed, and the
result is tabulated in table 4.1.5.

TABLE4.1.5DETAILS ABOUT YEARS OF LEAN ACTIVITIES FOLLOWED BY THE

ORGANIZATION
Years of lean Frequency Percent Cumulative Percent
implementation
less than 5 years 19 12.7 12.7
5 years 42 28.0 40.7
6 years 42 28.0 68.7

more than 6 years 47 31.3 100.0

Total 150 100.0

(Source: Primary data)

Chart 4.1.5 showing Details about production

management processes/systems have been adopted and
currently deployed by organization

Others Enterprise
13% source planning
14%
Strategic
enterprise
management
16%
Lean
management
57%

It is found that 19 (12.7) respondents perceived that their organization follows lean activities less
than 2 years, 42 (28.0) respondents perceived that their organization follows lean activities 2 years
and 3 years, 47 (31.3) respondents perceived that their organization follows lean activities more
than 3 years respectively.

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 4.1.6 TABLE
VIEWS ON THE CONCEPT OF LEAN MANAGEMENT
Scale Results
Sl. Total
Statement Mean
No SD D N A SA (N) SD
Score
A process that focuses on meeting customer
12 18 44 56 20 150
1 expectations by delivering quality products at the 3.36 0.56

least cost. 8.00% 12.00% 29.33% 37.33% 13.33% 100%

13 16 40 56 25 150
A continuous improvement process to detect and 3.43 0.56
2
eliminate waste 8.67% 10.67% 26.67% 37.33% 16.67% 100%

A multi-dimensional approach which includes 25 15 16 81 13 150

different types of management practices to focus 3.28 0.85

3 16.67
on supplier management, waste reduction, and 10.00% 10.67% 54.00% 8.67% 100%
%
quality.

A method that helps in continuous improvement 12 21 34 70 13 150 3.34 0.71

4
of the employees 8.00% 14.00% 22.67% 46.67% 8.67% 100%
17 23 26 67 17 150
A technique through which a company can reduce 3.29 0.66
5 11.33
costs 15.33% 17.33% 44.67% 11.33% 100%
%
(Source: Primary data)
1. The above table indicates that details about the process focus on meeting customer
expectations by delivering the quality at the least cost. Cost plays a vital role in any business
concern. Meeting customer expectations with the least cost as possible will be highly
advantageous to the company, where profit can be increased through an increase in sales, as
the cost reduces, which will have an impact on the ultimate selling price. Even the mean
score (3.36) supports the statement. Hence lean concentrates on meeting customer
expectations with the least cost.
2. Lean is not a one-time implementation nor a short term plan. It is a continuous process of
improvement by detecting and eliminating waste. There is no scope for stagnancy in the
case of lean management is concerned. The mean score 3.43 also signifies the majority of
respondents have accepted that lean is a continuous improvement process to detect and
eliminate waste

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3. Lean is not just concentrating on the company's development; it also takes into account
various factors like managing supplier, waste reduction, and quality improvement for
customers. In this regard, we can term lean as a multi-dimensional approach, with a mean
score of 3.28, which stands evident that many have not denied this fact.
4. Lean is not applied just for a single process; it is applied in almost all the processes,
including technical and non-technical. We can say that it is applicable for almost all the
processes in the company, but the primary factor that plays a vital role in the success of lean
management is workforce, i.e., Employees. Continuous improvement as a significant factor
in lean management, which insists everyone in the company must update with the latest
technology and techniques. That provides scope for their continuous improvement not only
in the process but also among employees, a mean score of 3.34 signifies that the majority of
respondents have accepted it.
5. Cost is the most critical factor in any company; the main aim of any commercial
establishment is to increase the profit and decrease the cost. Lean management strives hard
for decreasing the cost and increasing the profit; a mean score of 3.29 also supports the
statement that lean management reduces the costs.

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 TABLE: 4.1.7
LEAN MANAGEMENT PROVIDES NECESSARY INFORMATION WHILE MAKING
LEAN DECISIONS
Scale Results
Total
S.No Statement Mean
SD D N A SA (N) SD
Score
It provides necessary information 23 12 20 79 16 150 3.35 0.65
1
while making lean decisions. 15.33% 8.00% 13.33% 52.67% 10.67% 100%
17 13 25 74 21 150 3.46 0.76
2 It reduces time and cost.
11.33% 8.67% 16.67% 49.33% 14.00% 100%
It eliminates wasteful 8 18 38 48 38 150 3.60 0.57
3
transactions. 5.33% 12.00% 25.33% 32.00% 25.33% 100%
It motivates for a long term lean 16 21 24 72 17 150 3.35 0.72
4
improvement. 10.67% 14.00% 16.00% 48.00% 11.33% 100%
It supports better transformation 16 21 46 56 11 150 3.17 0.57
5
between suppliers and customers. 10.67% 14.00% 30.67% 37.33% 7.33% 100%
(Source: Primary data)
1. The above table indicates that, in Lean management, reports are generated daily as well
as on an hourly basis and weekly basis. Any critical decision about a minor or significant
aspect can be decided within no time, as the reports are generated frequently, which is
more authenticated as the well-trained staff generates it. Hence to make any lean
decisions, it is an effortless task for lean companies; a mean score of 3.35 supports the
statement.

2. Lean management is a continuous improvement process, as the system is frequently

updated with simplification. Lean management reduces time and cost. By reducing time
and cost, it gives scope for more production with quality aspect in mind. Even the mean
score (3.46) signifies the same.

3. The main objective of Lean management is to eliminate the non-value added process in
other words to remove wasteful transactions that do not have any value addition, but in

88
 this lean management helps in identifying wastes and eliminating wasteful transactions.
A mean score of 3.60 signifies the majority of respondents have accepted that lean
management eliminates waste.

4. Lean management is the long term decision and which concentrates on long term
developments rather than short term changes. Lean management motivates for long term
lean improvements with the mean score of 3.35 it is evident that many respondents have
opined the same.

5. Lean supports the transformation of suppliers and customers in order to survive in the
competitive era, not only the integration but also transformation is highly recommended.
Lean supports in transforming suppliers and customers, even the respondents have not
denied this fact with mean score 3.17.

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 TABLE: 4.1.8
FACTORS CONSIDERED BEFORE IMPLEMENTING LEAN MANAGEMENT
Scale Results
Total
S.No Statement Mean
SD D N A SA (N) SD
Score
We study/explore cases of 17 14 59 48 12 150
1 companies that have successfully 3.16 0.56
11.33% 9.33% 39.33% 32.00% 8.00% 100%
implemented lean practices.
We rigorously plan a systematic 14 23 53 53 7 150
2 lean program before 3.11 0.58

implementing it. 9.33% 15.33% 35.33% 35.33% 4.67% 100%

Initially, we will have an 10 22 19 80 19 150

3 awareness drive and then proceed 3.51 0.83
6.67% 14.67% 12.67% 53.33% 12.67% 100%
towards training.
We welcome the involvement of 20 20 29 65 16 150
all employees who will be 3.25 0.63
4
affected by introducing lean 13.33% 13.33% 19.33% 43.33% 10.67% 100%
practices in the plan
The entire resources (coaching,
14 13 29 74 20 150
budget, profits, reward and
5 recognition schemes, etc.) 3.49 0.76

essential to assist the lean 9.33% 8.67% 19.33% 49.33% 13.33% 100%
implementation are specified.
We inform everyone about the 18 14 43 59 16 150
6 goals of lean manufacturing 3.27 0.59
12.00% 9.33% 28.67% 39.33% 10.67% 100%
before its implementation
We provide support to the 20 12 24 78 16 150
7 suppliers in terms of training or 3.39 0.80
13.33% 8.00% 16.00% 52.00% 10.67% 100%
troubleshooting
We demonstrate the potential 24 12 30 72 12 150 3.24 0.73
8
benefits of lean to the suppliers 16.00% 8.00% 20.00% 48.00% 8.00% 100%
(Source: Primary data)

For the success of any practices to be implemented, there must a sincere and robust background
work in preparing the solid plan. Even in the implementation of lean, few things are to be taken care

90
of so that the practices give good results. Implementing lean is not an easy task, as this system
changes the existing system, which was followed for a very long time. In such a case, direct
implementation of lean methodology will always prove fatal.
1. For the successful implementation of lean practices, the background study is a must, which
includes a case study of different companies and trying to change things in the practices to
suit the existing system. Trying to explore different cases of companies who have
successfully implemented lean practices will give more valuable inputs for the management
to plan accordingly for their company to avoid any resistance from all the corners. The same
is supported by the majority of respondents with a mean score of 3.16.
2. Planning is an essential task of the organization. Lean is not a short term practice; it is
something that stays for the long term in the company. Lean implementation must be
planned systematically with the help of various experts within and out of the companies.
That is where rigorous planning is necessary; the mean score 3.11 acts as evidence that the
majority of respondents have opined the same.
3. Awareness about new things or practices to be adopted is a must to increase the awareness
level among employees. As lean is a long term plan, it has to be implemented with utmost
care along with that awareness drive plays a significant role in successful implementation,
a majority of respondents agreed the same, i.e., 99 (66.00%).
4. Lean leads to changes in almost all the processes, including technical and non-technical, but
these changes can never be for products if there is no involvement of people who are
involved. Involving employees who will be affected by introducing lean must be made a
part of the implementation so that there is no confusions and disagreements. Even the mean
score 3.25 states that the majority of people are in favor of involving employees who will
be affected.
5. Lean management cannot be implemented without specified resources. Resources planning
is need of the hour for successful implementation of any techniques, and this will help the
people who are engaged in the implementation part to estimate the cost incurred and also to
approximately find out the benefit of the implemented technique the same is agreed upon
by the management respondents with the mean score of 3.49.
6. Communication plays a vital role in any organization, and it is an essential component that
reduces the conflicts between employees and management. Even before implementing lean

91
 in the organization's goals of implementing, it must be conveyed to the internal stakeholders
so that the clarity and reason behind the implementation part are understood positively so
that no resistance can be witnessed, the mean score of 3.27 supports the same.
7. Lean management is not restricted to the internal aspect of the organization, and it involves
all the internal stakeholders to achieve the goals collectively. Suppliers/vendors play an
essential role in the organization since they are the ones who supply the required raw
materials in time so that the production process is not stopped, training them is very much
required to continue the same but systematically under lean. Helping them by training and
troubleshooting their problems will surely help the organization in the implementation of
lean so that organizational goals can be achieved, the mean score of 3.39 is evident that the
majority have opined the same.
8. .Communicating the potential benefits apart from training and troubleshooting suppliers'
problems is something that can be beneficial in many aspects like gaining confidence,
maintaining good relationships, and more. By demonstrating the potential benefits to
suppliers about lean will surely be a mutual benefit for both. The mean score of 3.24 signifies
that the majority of management respondents have agreed upon the same.

TABLE: 4.1.9
INVENTORY, WORK IN PROCESS AND WAREHOUSE MANAGEMENT PRACTICES
BEFORE AND AFTER LEAN IMPLEMENTATION

92
 Scale Results
Total
S.No Statement Mean
SD D N A SA (N) SD
Score
Before Lean Implementation
All the products that might be required 15 22 43 56 14 150
by the customers are made and stored in 0.55
1 3.21
the warehouse and also kept on-the-
10.00% 14.67% 28.67% 37.33% 9.33% 100%
shelf

Push strategy is followed where the 14 20 48 61 7 150

2 products that are not in present demand 3.18 0.65
9.33% 13.33% 32.00% 40.67% 4.67% 100%
are also kept
The loss in profit and wastage of 19 16 26 76 13 150
3 3.32 0.52
products is high 12.67% 10.67% 17.33% 50.67% 8.67% 100%
Large batch sizes of resources are there 20 17 41 64 8 150
4 .315 0.66
to make up for process downtime 13.33% 11.33% 27.33% 42.67% 5.33% 100%

After Lean Implementation

Pull strategy is followed, which in turn 13 12 48 58 19 150
5 3.39 0.60
cuts down excess inventory 8.67% 8.00% 32.00% 38.67% 12.67% 100%

Only the products which will be in 16 24 36 60 14 150

6 demand for a specific time frame are 3.21 0.58
kept in the storage 10.67% 16.00% 24.00% 40.00% 9.33% 100%

Batch sizes are reduced, and the raw

13 16 39 68 14 150
7 materials required for the production is 3.36 0.69
reduced 8.67% 10.67% 26.00% 45.33% 9.33% 100%

The wastage of the product is reduced, 16 21 32 60 21 150

8 3.33 0.58
and more money is saved 10.67% 14.00% 21.33% 40.00% 14.00% 100%

Inventory, work in progress, and warehouse management all are the yardstick for measuring the
firm’s ability to reduce the cost of storing materials and using the same floor space available for
productive purposes. To know the differences experienced in inventory works in process and
warehouse management before and after lean implementation are discussed below:

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Before Lean Implementation: The traditional method of maintaining a reserve of raw
material for about 1-2years was maintained so that the production processes are not
stopped due to raw material supply, the main reason for such action was due to
unforeseen situations. That might cause a stoppage in production, but this was
consuming a lot of floor space available, and storage cost was also high. All these things
lead to an increase in the cost of production, which in turn increased the selling price.
Not only the raw material storage but also the storage of large finished goods also
occupied a large amount of space availability leads to an increase in the cost as well as
the selling price.
Products which are sold to the customers are produced without analyzing the market
situations, and customer demand leads to producing products in large size and storing
them in warehouses, this method was followed in the organization before lean was
implemented. The majority of respondents accepted the same with the mean score
3.21acts as evidence that many used to follow this method. Later part, the push strategy
was followed by most of the organization (mean score 3.18) wherein the products were
not produced based on demand. Since the products produced and stored without
assessing demand and even the production of the same was taken up in large batch sizes
which leads to increase in the selling price of the product will even actually reduce the
percentage in the profit as the profit margin cannot be more since the cost is high and
competitors price should also be considered for fixing up price.

After Lean Implementation: The main objective of Lean management is to reduce the
wastages in all the available areas (Storage, Production, etc.). Pull strategy mainly
concentrates on producing goods only when orders received from customers that, in turn,
cut the excess inventory (Mean score 3.39). The storage of final products that produced
after assessing the demand in the market is only stored, which reduces the storage cost
of final products (Mean score 3.21) acts as evidence that the majority of respondents
have accepted the same. Batch sizes are reduced when the products are produced purely
on the basis of customers demand and order the same is opined by majority of
respondents (mean score 3.36), when all these processes have implemented then it must

94
 ultimately end up in reducing the cost as well as wastage during production is also
reduced through which money is saved (mean score 3.33) supports the same.

TABLE: 4.1.10
RELATIONSHIP BETWEEN LEAN PRODUCTION AND ACCOUNTING
S.No Statement Scale Results

95
 Total Mean
SD D N A SA SD
(N) Score
Lean accounting is a part of the lean 15 23 22 71 19 150
1 production process to measure the 3.37 0.71

accounting of lean manufacturing 10.00% 15.33% 14.67% 47.33% 12.67% 100%

Lean accounting under lean production does 15 23 56 50 6 150 3.06 0.57

2
not support mass production. 10.00% 15.33% 37.33% 33.33% 4.00% 100%
Lean accounting measures the building 22 14 58 43 13 150 3.07 0.50
3
inventory used in production. 14.67% 9.33% 38.67% 28.67% 8.67% 100%

It helps in increasing sales by providing 12 14 53 59 12 150

4 3.30 0.64
better information for the decision-making 8.00% 9.33% 35.33% 39.33% 8.00% 100%
It identifies the financial impact of the 14 17 43 61 15 150 3.31 0.61
5
whole lean production process 9.33% 11.33% 28.67% 40.67% 10.00% 100%

Lean accounting is a type of accounting modified to suit lean manufacturing. Any organization that
has implemented lean is subject to change all of its processes involved in all production areas. And
when there is a change in the process, then the accounting process must also change to know the
actual benefit of a new process, which is known as lean accounting.

1. In lean accounting considers a lean production process, which helps to measure the
progress of lean manufacturing in the organization. Since lean tries to simplify the
process, but traditional old accounting process may not be suitable to identify the actual
benefit of lean hence, lean accounting is necessary. The majority of the respondents
opined the same (Mean score 3.37).
2. Lean accounting under lean production will always try to simplify things and not to
increase the existing processes, lean’s one of the objective is to reduce the mass
production and utilize the same time in producing products which are in demand and
based on customer order. Hence lean production, as well as lean accounting, does not
support mass production, with the mean score of 3.06 supports the statement.
3. Lean accounting tries to keep track of all the processes involved in manufacturing, which
includes inventory management, in lean accounting day by hour report gives the details
of the amount of raw material utilized and finished goods produced. Whenever there is
a rise in the consumption of raw material, the value stream in charge tries to know the

96
 reason and checks if the production is leading to excess production or excess wastage of
raw materials. The majority of respondents (mean score 3.07) have opined the same in
this regard.

4. Lean accounting provides the necessary information required for the management to
take any significant decision; in traditional accounting, the reports were generated only
once in a quarter. In contrast, lean accounting reports are generated on a daily basis are
compared with the standards based on machine capability, employee capacity, etc. later,
the decisions are taken. In lean accounting, since the reports are generated on a daily
basis gives a clear picture of the required information to management, which in turn
helps in increasing sales of the organization, even the mean score of 3.30 stands evident
to that.

5. The lean production process changes all the processes in the organization. If there is a
change in processes, then accounting for the same must also change that change in
accounting is known as lean accounting. Lean accounting identifies the financial impacts
of the lean production process and gives correct information to the management. Even
the majority of the respondents have agreed upon the same (mean score 3.31).

TABLE: 4.1.11
SUPPLIER’S INTEGRATION
Scale Results
Total
S.No Statement Mean
SD D N A SA (N) SD
Score

97
 15 19 34 66 16 150 3.33 0.65
1 Suppliers deliver to us on a JIT basis
10.00% 12.67% 22.67% 44.00% 10.67% 100%
Receive daily shipments from 21 14 26 76 13 150 3.31 0.78
2
suppliers 14.00% 9.33% 17.33% 50.67% 8.67% 100%
Can depend upon on-time delivery 25 15 17 81 12 150 3.27 0.85
3
from our suppliers 16.67% 10.00% 11.33% 54.00% 8.00% 100%
Suppliers are linked with us by a pull 25 22 15 80 8 150 3.16 0.84
4
system 16.67% 14.67% 10.00% 53.33% 5.33% 100%
Supplier is frequently delivered 25 20 51 42 12 150 2.97 0.44
5
materials to us 16.67% 13.33% 34.00% 28.00% 8.00% 100%
Suppliers deliver to us in Kanban 25 27 47 39 12 150
6 containers, without the use of 2.9 0.4
16.67% 18.00% 31.33% 26.00% 8.00% 100%
separate packaging

Integration with the suppliers is the priority for the success of any organization. Under lean
management, integration with suppliers is given more importance since there is no storage of raw
material as this is considered as one of the waste. When there is no storage of raw material, the
supplier must supply the raw materials daily without delay regularly. To get an uninterrupted
supply, the integration with the supplier must be in good terms.

1. As the production under lean is based on the customer order wherein the customization
is given more preference, the required raw material must be available in time for the
production, this can happen only when the supply of raw material is supplied on a JIT
basis. The majority of respondents 83 (54.7%) have accepted that their supplier supply
on a JIT basis. The above table demonstrates that detail about the statement that their
suppliers deliver to them on a JIT basis.

2. Since the production of products is not confined to only one, under Lean, there is no
concept of storing any materials they order the required material for the next day by the
end of the present-day wherein suppliers fulfill the same orders. In this regard, the supply
of materials is a daily affair. Even the respondents have not denied that majority 89
(59.4%) have agreed on the same.

98
 3. The integration of suppliers means trusting them in all the situations and getting an
organization's work without hindering any processes. One must rely on their suppliers
for delivery of required materials on time, majority 93 (62%) of the respondents opined
that they could depend upon their suppliers who deliver them on-time without delay.
The above table demonstrates that detail about the statement that they can depend upon
on-time delivery from their suppliers.
4. As we have discussed push and pull in the previous table, pull is not only related with
customers but also with suppliers. Under the pull strategy, the raw materials are ordered
when they receive customer orders. Orders may be for different products, and the raw
material requirements for all those orders may also be different, so there is a need to link
suppliers with the pull system. Even the majority of respondents 88 (58.6) have accepted
the same.
5. It is found from the above table that 12 (8.0) respondents strongly agreed, and 42 (28.0)
respondents agreed on the statement that suppliers frequently deliver materials to them.
20 (13.3) respondents disagreed, and 25 (16.7) respondents strongly disagreed with the
same statement that suppliers frequently deliver materials to them, respectively.
6. It is revealed from the above table that 12 (8%) respondents strongly agreed, and 39
(26%) respondents agreed on the statement that Suppliers deliver in Kanban containers,
without the use of separate packaging. 27 (18%) respondents disagreed, and 25 (16.67%)
respondents strongly disagreed with the same statement that Suppliers deliver in Kanban
containers, without the use of separate packaging.

TABLE: 4.1.12
CHALLENGES/BOTTLENECKS ENCOUNTERED WHEN IMPLEMENTING LEAN
Scale Results
Total
S.N Statement Mean
SD D N A SA (N) SD
Score

99
 Coordinating with the suppliers is 23 20 37 60 10 150 3.09 0.59
1
challenging 15.33% 13.33% 24.67% 40.00% 6.67% 100%
It is challenging to train the existing 23 22 35 56 14 150 3.11 0.53
2
employees. 15.33% 14.67% 23.33% 37.33% 9.33% 100%
Investment in technology that 22 13 28 72 15 150
3 includes new production systems and 3.30 0.73
14.67% 8.67% 18.67% 48.00% 10.00% 100%
software
There is a lack of technicians and 13 13 33 63 28 150 3.53 0.65
4
consultants. 8.67% 8.67% 22.00% 42.00% 18.67% 100%
Clashes between other initiatives like 17 55 32 32 14 150 2.81 0.29
5
TQM, TPM 11.33% 36.67% 21.33% 21.33% 9.33% 100%
16 27 47 50 10 150 3.07 0.51
6 Unstable demand in the market
10.67% 18.00% 31.33% 33.33% 6.67% 100%
Lack of necessary information to 16 27 48 48 11 150 3.07 0.49
7
make a final call 10.67% 18.00% 32.00% 32.00% 7.33% 100%
24 29 43 43 11 150 2.92 0.41
8 Employees resistance to change
16.00% 19.33% 28.67% 28.67% 7.33% 100%

26 60 40 20 10 150
9 Lean is a Gimmick 2.64 0.24
17% 40% 27% 13% 7% 100%
The investment requirement is high 19 32 46 45 8 150 2.94 0.45
10
for implementation 12.67% 21.33% 30.67% 30.00% 5.33% 100%
(Source: Primary Data)
Any changes happening at any point in time organization or in any system are subject to have
challenges. Challenges are the common element that is present in almost all the new ideas, there
may be resistance from the employees' side, maybe it requires more investment, or it might clash
with other initiatives, etc. In this regard, even lean management is no exemption from having
bottlenecks/challenges in implementation.
 Suppliers are given a prominent position in any organization since they supply the
required raw materials without which we cannot move ahead with the production
process. As they are not the integral part of an organization having a hold on them is not
that easy, but in lean management, we must try to integrate with them so that our
production process is not stopped. Coordinating with the suppliers are more challenging
for the management as they are the one who first opposes it because they must supply

100
 daily and for inferior materials, this is the primary concern for the company even the
mean score 3.09 stands evident to this.
 Employees are an integral part of any organization, and they are the ones who
accomplish the goals of the organization. When employees are doing their assigned
assignment which almost becomes the monotonous one where no changes will be
happening in the job they do, if the changes like lean are brought forward by the
management then they start to resist it in all means, it becomes high task for management
to train them with the new processes and techniques. The majority of respondents have
supported this hence the mean score 3.11.
 Investment in technology that includes new production systems and software, as the
whole new system will be replaced altogether in the entire organization, there is an
investment to be made in both production systems (ie. Updating machinery, using new
Adon signboards, Warning systems if the production is not matching the standard, etc).
The majority (58%) of the respondents have accepted this statement.
 The main problem in the Indian scenario or most of the developing countries is lack of
technicians and consultants so that implementation of lean can be a smooth affair, all the
technicians and consultants are mainly based in developed countries and charge a hefty
fee for any assignment. These are is a concern that can be overcome, but in the initial
stage, this part is to be given the more significant role. Lack of required technicians is
considered as a significant challenge by the majority of respondents 91 (70.7%).
 There is a basic perception in the mindset of an organization that even though Lean is
applied in the organizations, there are interrelated initiatives that might coincide with
the present ones like TQM, TPM, etc. However, this might not be true since all the
referred initiatives are included in lean management. The majority of respondents
 feel the same.
 Since various factors influence the market, and there is a high level of speculations in
the market in recent days, one cannot specify the actual demand in the market. The same
is the challenge for the organization since it tries to implement many new techniques,
but what if the demand in the market comes down. This is the major challenge for the
organization, which hinders them from taking a backward step in looking at new
techniques. Even the majority (mean score 3.07) of respondents have accepted the same.

101
  Organizations need the necessary information to take any final call on the introduction
of new techniques, but unfortunately, the available information is not up to the mark for
taking up crucial decisions. The availability of appropriate decisions at the appropriate
time is the need of the hour; without which successful implementation of lean is not
possible; the same is opined by the respondents (mean score 3.07).
 One of the significant challenges is resistance from employees to adopt a new system.
This is due to a lack of communication from management to employees; when there is
no proper communication, then that leads to a high level of misunderstanding, which
might result in severe damages to the organization in terms of financial and non-financial
aspects — the mean score of 2.92 stands as evidence to the same.
 Since lean will not give an immediate financial benefit, almost all the people involved
in the process feel dejected and state that lean is a gimmick, but that is not the actual
picture. Majority of respondents 86 (57%) have rejected this statement
 Nothing comes free of cost, be it the salary or degree. When we try to implement lean
management in the organization, it requires quite a bit of investment wherein lean
demands for updating of many technical things where one has to shell out money to get
better results. However, this is a challenge for the organization as they need to invest
more money in technology that includes new technology and up-gradation of the system,
even the mean score 2.94 stands as evidence for the same.

TABLE: 4.1.13
EMPLOYEES RESPONSE FOR NEW PROCESS
Scale Results
Total
S.N Statement Mean
SD D N A SA (N) SD
Score

102
 Employees show resistance as they have to 16 28 47 49 10 150
1 3.06 0.50
work with unfamiliar processes 10.67 18.67 31.33 32.67 6.67 100

Employees have to take a lot of 16 27 48 48 11 150

2 responsibilities and their job description 3.07 0.49
10.67 18.00 32.00 32.00 7.33 100
also change accordingly
The employees find it difficult to operate 14 33 28 65 10 150
3 and manage the new technology and 3.16 0.64
9.33 22.00 18.67 43.33 6.67 100
processes of lean
(Source: Primary Data)

The above table reveals the overall employees' response to the new process adopted by the
organization. When the processes are changed, few employees due to lack of proper training try to
show resistance during the initial stages as the whole new process were not familiar to them, around
39.34% of the respondents accepted that they had encountered such resistance from the employees.
In lean management, all the stakeholders must take responsibilities when responsibilities increases,
then job description also changes since the role of that job is not the same 39.33% of the respondents
opined that Employees have to take a lot of responsibilities and their job description also change
accordingly. Under Lean use of updated technology is one of the major components, when there is
a change in technology and process as the employees are unaware of such new technology find it
difficult to operate, 50% of the respondents opined the same.

TABLE: 4.1.14
CHANGES/OUTCOMES OF LEAN AFTER ITS IMPLEMENTATION IN YOUR FIRM
Sl no Scale Results
Total
Statement Mean
SD D N A SA (N) SD
Score

103
01 Reward and incentive system is 8 19 33 60 30 150
modified to ensure employees’ 3.57 0.62

commitment 5.33% 12.67% 22.00% 40.00% 20.00% 100%

02 The organization gains a competitive 13 30 50 45 12 150 3.09 0.46

edge in the industry 8.67% 20.00% 33.33% 30.00% 8.00% 100%
03 The overall performance increases 16 27 47 50 10 150 3.07 0.51
with the reduction of waste and cost 10.67% 18.00% 31.33% 33.33% 6.67% 100%
04 The customers are satisfied due to the 14 26 45 55 10 150 3.14 0.55
improvement in productivity 9.33% 17.33 30.00% 36.67% 6.67% 100%
05 The manufacturing process increases 11 30 35 58 16 150
after the implementation of lean 3.25 0.55

practices 7.33% 20.00% 23.33% 38.67% 10.67% 100%

06 The price quoted to the consumers is 13 40 35 40 22 150

also decreased with the decrease in 3.12 0.36

overall production costs 8.67% 26.67% 23.33% 26.67% 14.67% 100%

(Source: Primary Data)

The above table reveals the changes/outcomes encountered by the organization after the
implementation of lean management.
1. Primarily changes in the reward and incentive system to be modified, so the employees
get motivated to get familiarized with the new system of production, and less resistance
can be expected from the employees' end even the mean score 3.57 supports the same.
2. Organizations always strive hard to increase their competitive edge over their
competitors in the market. Lean management helps these organizations to gain that
competitive edge by providing the necessary information, changing the production
systems to produce quality products, frequent monitoring of inventory, etc. The majority
(mean score 3.09) of respondents have agreed on this statement.
3. The organization tries to either increase profit or decrease cost; both of these can be
achieved by reducing wastages in the production process and relevant processes; lean
management helps in identifying such wastes and reduces it, which in turn reduces cost.
Even the majority of respondents (mean score 3.07) have observed these changes.
4. The main objective of any organization is to satisfy its customers, under lean
management since it helps in increasing the quality and productivity by chipping in new

104
 production processes and techniques. Customers feel satisfied with the new quality
products, which they receive a mean score of 3.14 supports the same.
5. It is revealed from the above table that 16 (10.7) respondents strongly agreed, and 58
(38.7) respondents agreed on the statement that manufacturing process after the
implementation of lean practices, as well as 30 (20.0) respondents, disagreed and 11
(7.3) respondents strongly disagreed the same statement that manufacturing process
increases after the implementation of lean practices.
6. Under lean management, since it helps in increasing the quality and reducing the cost,
which in turn might reduce the selling price, and the price quoted to the consumer also
decreases. This might increase sales since the price is reduced, and more consumers
might consume quality products at a lesser price. The majority of the respondents opined
the same (mean score 3.12).

TABLE: 4.1.15
CHANGES OBSERVED IN BUDGETING AFTER THE IMPLEMENTATION OF LEAN
Scale Results
Total
S.No Statement Mean
SD D N A SA (N) SD
Score
4 32 44 54 16 150
The raw materials budget is reduced due to 3.307 0.531
1 21.33
the fixed manufacturing of products 2.67% 29.33% 36.00% 10.67% 100%
%

105
 16 27 47 50 10 150
The purchase budget is reduced after lean 3.073 0.506
2 18.00 100.00
implementation 10.67% 31.33% 33.33% 6.67%
% %

The labor budget is reduced due to the 16 27 49 47 11 150

3 reduction in the number of products 3.067 0.481
18.00
manufactured 10.67% 32.67% 31.33% 7.33% 100%
%
(Source: Primary Data)
The above table gives information about the changes observed in budgeting after the lean
implementation.
1. In lean management since pull strategy is adopted organization may feel that storing of
raw material is of no use and instead get their daily requirements shipped by suppliers
on a daily basis, as well as production, is not mass in nature wherein products which are
in demand are produced, and this leads to decrease in raw material budget mean score
of 3.30 supports the same. Since the procurement of materials is restricted to only those
which are ordered by the customer, the purchase budget set by the organization may also
get reduced to some extent (mean score 3.07).
Since the Pull strategy is adopted, products produced only when the company receives
orders from the customer, which means there is no concept of mass production in the
organization. When the production happens only when the orders are received, then
there is no point in having more laborers, which in turn reduces the labor budget of the
organization (mean score 3.06).

TABLE: 4.1.16
COMPANY’S COMPETITIVE ADVANTAGE
Scale Results
Total
S.No Statement Mean
SD D N A SA (N) SD
Score
Products are sold at the lowest price 15 23 29 59 24 150 3.36 0.57
1
when compared to competitors 10.00% 15.33% 19.33% 39.33% 16.00% 100%
2 16 35 42 45 12 150

106
 Customers buy our products only 3.01 0.42
10.67% 23.33% 28.00% 30.00% 8.00% 100%
because of the high quality
Have an excellent delivery 17 27 47 49 10 150
3 performance record to satisfy our 3.05 0.49

customers 11.33% 18.00% 31.33% 32.67% 6.67% 100%

Company to offer more number of 16 27 48 48 11 150 3.07 0.49

4
variety 10.67% 18.00% 32.00% 32.00% 7.33% 100%
Products are known for its excellent 17 20 24 76 13 150 3.32 0.78
5
design 11.33% 13.33% 16.00% 50.67% 8.67% 100%
Customers come to us because we 8 18 38 49 37 150 3.59 0.57
6
can supply any volume of 5.33% 12.00% 25.33% 32.67% 24.67% 100%
Get orders because we only have 20 34 25 66 5 150 3.01 0.67
7
the technology/machines 13.33% 22.67% 16.67% 44.00% 3.33% 100%
19 30 25 67 9 150
Customers come to us only for new 3.11 0.67
8
product development 12.67 20.00 16.67 44.67 6.00 100

12.00 10 20 60 48 150
Products are sold well because of 3.81 0.77
9
the best service we provide 8.00 6.67 13.33 40.00 32.00 100

(Source: Primary Data)

The above table gives detail about the competitive edge over its competitors after the
implementation of lean management. Products are sold at lowest price than the competitors is the
result of a reduction in cost and wastes that were identified this gives an advantage to the company
to quote the lowest price for its consumer (mean score 3.36). Lean management provides more
importance for quality aspects and improvement of quality through its kaizen techniques, as the
quality of the product is suitable even actually customers prefer a quality product (mean score 3.01).
Products are produced after the orders are received from the consumers; the delivery of final
products is also taken utmost care (mean score 3.05). The company which produces a single product
is not suitable for the current situation as the customers switch on to products as and when they find
new features in other products, the company must also see through that variety of products are
produced and cater to different segments of customers (mean score 3.07). As the techniques of
kaizen are also the part of a lean management firm strives hard for continuous improvement, which
provides a way for not only quality improvement but also designing of the product (mean score
3.32). Since pull strategy is applied there is no unnecessary production and wastages of floor space

107
 available in that case whatever is produced is directly sent to the customers/consumers immediately
and also using the updated machinery in the organization which results in higher production of any
volume of products (mean score 3.59 & 3.01 respectively). The involvement of stakeholders in the
walk of the organizational move is very much required so that the organization might know what
customers need? And cater to their needs (mean score 3.11). Better service is one of the best
competitive advantages any organization can have, lean management emphasis on the same. Lean
management does not only look at the production part but also considers better customer services
(mean score 3.81).

TABLE: 4.1.17
ROLE OF COMPANY MANAGEMENT IN IMPLEMENTING LEAN MANAGEMENT
Scale Results
Total
S.No Statement Mean
SD D N A SA (N) SD
Score
The seniors assume 16 27 47 50 10 150
1 responsibilities for the quality 3.07 0.51
10.67% 18.00% 31.33% 33.33% 6.67% 100%
performance
Management helps in leadership 16 27 47 50 10 150 3.07 0.51
2
to manage the process. 10.67% 18.00% 31.33% 33.33% 6.67% 100%
Management gets involved in the 16 27 49 47 11 150 3.07 0.48
3
quality improvement process. 10.67% 18.00% 32.67% 31.33% 7.33% 100%
The managers review the issues 16 20 24 77 13 150 3.34 0.79
4
faced in the organization. 10.67% 13.33% 16.00% 51.33% 8.67% 100%
The management is concerned 8 18 38 49 37 150 3.59 0.57
5
about customer satisfaction. 5.33% 12.00% 25.33% 32.67% 24.67% 100%
(Source: Primary Data)
The above table gives details about the role of management in the implementation of lean in the
company. The management plays a significant role in the case of any new system implementation
as they are the ones who take decisions and take the organization forward. The role of management
is undeniably the more significant as they hold the responsibility for any unforeseen incidents or
situations at the time, which might lead to the closure of the organization.
1. Since seniors know about the in-depth knowledge of the processes in which they are
working in for quite a long years, have to take the significant responsibilities in

108
 providing valuable inputs to improve the existing processes along with the introduction
of new techniques that can be modified depending on the type of company (mean score
3.07).
2. Leadership is an essential element that is the crux of implementation of lean
management, motivating or creating a new leadership is more advantageous for the
organization wherein they can convey the goals correctly to the other level of people
(mean score 3.07).
3. Quality is what customer expects from a good company, quality is the crucial component
of the product and in lean management poke yoke is the technique used to check the
quality of the product then and there, hence it becomes a part of responsibility for the
organization to involve in the quality improvement process (mean score 3.07).
4. Reviewing the situations and finding the best solution is highly recommendable to the
management. As they are the deciding force of the company, they must understand the
situation of each and everyone involved in the organization in order to proceed along
with any new techniques, and lean management can only be implemented when there is
acceptance form all the corners of the organization (Mean score 3.34).
5. Customer satisfaction is what all the organizations are trying to achieve, and this is the
primary goal of the organization. The products are produced only to be sold to the
customers; customers buy them only if they are satisfied with the utility of the product.
Undeniably customer satisfaction must be the concern for the management to increase
the sales in turn profit (mean score 3.59).

TABLE: 4.1.18

109
 IMPACT OF LEAN MANAGEMENT ON FIRM PERFORMANCE
Scale Results
Total
S.No Statement Mean
SD D N A SA (N) SD
Score
During the last three years, firm has 21 17 14 75 23 150
1 3.41 0.78
substantially increased ROI 14% 11.33% 9.33% 50% 15.33% 100
17 16 15 63 39 150
2 Increased the market share and growth rate 3.61 0.72
11.33% 10.67% 10% 42% 26% 100
26 16 15 67 26 150
3 Increased the growth in profit margin 3.34 0.69
17.33% 10.67% 10% 44.6% 17.33% 100
19 14 12 73 32 150
4 Increased the level of productivity 3.57 0.79
12.67% 9.33% 8% 48.6% 21.33% 100
13 16 8 77 36 150
5 Increased the growth in sales 3.71 0.86
8.67% 10.67% 5.3% 51.33% 24% 100
Lower the cost of production or production 18 8 9 74 41 150
6 3.75 0.87
cost per unit 12% 5.333% 6% 49.33% 27.3% 100
12 16 7 65 50 150
7 Improved the overall customer satisfaction 3.83 0.85
8% 10.67% 4.67% 43.33% 33.33% 100
(Source: Primary Data)
1. It is found from the above table that 23 (15.3) respondents strongly agreed, 75 (50.0)
respondents agreed the statement that during the last three years, their firm has substantial
growth, as well as 17 (11.3) respondents, disagreed and 21 (14.0) strongly disagreed the same
statement during the last three years, their firms have substantially increased ROI respectively.
2. The above table reveals details about the statement that increased the market share and growth
rate. 39 (26.0) respondents strongly agreed, 63 (42.0) respondents agreed, 16 (10.7)
respondents disagreed, and 17 (11.3) respondents strongly disagreed with the statement that
they increased their market share and growth rate.
3. It is found from the above table that 26 (17.3) respondents strongly agreed, 67 (44.7)
respondents agreed the statement that they increased the growth in profit margin in their
company, as well as 16 (10.7) respondents, disagreed and 26 (17.3) respondents strongly
disagreed the same statement that they increased the growth in profit margin in their company
respectively.
4. The above table demonstrates the detail that they have increased the level of productivity. 32
(21.3) respondents strongly agreed, and 73 (48.7) respondents agreed the statement that they

110
 had increased the level of productivity, as well as 14 (9.3) respondents, disagreed and 19 (12.7)
respondents strongly disagreed with the same statement that they have increased the level of
productivity respectively.
5. It is found from the above table that 36 (24.0) respondents strongly agreed, 77 (51.3)
respondents agreed the statement that they increased the growth in sales, as well as 16 (10.7)
respondents, disagreed and 13 (8.7) respondents strongly disagreed the same statement that
they increased the growth in sales.
6. It is found from the above table that 41 (27.3) respondents strongly agreed and 74 (49.3)
respondents agreed on the statement that they lower the cost of production or production cost
per unit as well as (5.3) respondents disagreed and 18 (12.0) respondents strongly disagreed
the same statement that they lower the cost of production or production cost per unit
respectively.
7. It is found from the above table that 50 (33.3) respondents strongly agreed, 65 (44.3)
respondents agreed the statement that they improved the overall customer satisfaction in their
company as well as 16 (10.7) respondents disagreed and 12 (8.0) respondents strongly
disagreed the same statement that they improved the overall customer satisfaction
respectively.

Details about the impact on the cost after the introduction of GST
Particulars Frequency Percent Cumulative
Percent

111
 Yes 431 71.8 71.8
No 169 28.2 100.0
Total 600 100.0

The above table demonstrates details about the impact on the cost after the introduction of the GST
of an organization. 431 (71.8) respondents perceived that they have an impact on the cost after the
introduction of GST as well as 169 (28.2) respondents perceived that they fell there is no impact on
any cost at their organization respectively

Details about the type of impact come across on cost

Frequency Percent Cumulative
Percent
favourable 301 69.8 69.8
unfavourable 130 30.2 100.0
Total 431 100

The above table shows that details about the type of impact come across on cost in an organization.
301 (6.8) respondents perceived that impact come across on cost after implementation of GST is
favorable as well 130 (30.2) respondents perceived that impact came across on cost after
implementation of GST is unfavorable, respectively.

TABLE 4.1.19
ASSOCIATION BETWEEN DEMOGRAPHIC FACTORS OF THE RESPONDENTS
AND VIEWS ON THE CONCEPT OF LEAN MANAGEMENT

112
 Chi-square test
Different
The process Continuous A company
types of Helps in
focuses on Sig. improvement Sig. Sig. Sig. can reduce Sig.
Factor management continuous
consumer value process to value value value costs value
practices improvement
expectation detect

Gender 21.108 .000 29.559 .000 12.588 .013 10.542 .032 1.890 .756
Age 60.957 .000 31.781 .011 23.829 .093 19.393 .249 39.065 .001
Educational
16.581 .035 12.450 .132 9.702 .287 11.142 .194 28.028 .000
qualification
Experience 21.849 .039 10.922 .536 21.720 .040 6.914 .863 25.531 .014
In the above table, the association between demographic factors of the respondents and
views on the concept of lean management has been tested by using one way ANOVA tool. The
factors of views on the concept of lean management, process focuses on meeting the customer
expectation by delivering the quality products at least cost (.000), continuous improvement process
to detect and eliminate waste (.000), multi-dimensional approach which includes different types of
management practices to focus on supplier management, waste reduction and quality (.013), method
helps in continuous improvement of the employees (.032) is statistically significant when compared
with gender. Likewise the statement of process focusses on meeting the customer expectation by
delivering the quality products at least cost (.000), continuous improvement process to detect and
eliminate waste (.011) and technique through which a company can reduce costs (.001) is
statistically significant when age is compared with the views on the concept of lean management.
The factors like process focus on meeting the customer expectation by delivering the quality
products at least cost (.035) and technique through which a company can reduce costs (.000) are
statistically significant when the educational qualification of the respondents is compared views on
the concept of lean management. For the experience of the respondents, the factors of process focus
on meeting the customer expectation by delivering the quality products at least cost (.039), different
types of management practices (.040) and technique through which a company can reduce costs
(.014) is statistically significant when experience is compared with views on concept of lean
management respectively.
TABLE 4.1.20

113
 SHOWING ASSOCIATION BETWEEN DEMOGRAPHIC FACTORS OF THE
RESPONDENTS AND VIEWS ON THE CONCEPT OF LEAN MANAGEMENT

Chi-square test
Factor Provides Sig. Reduces Sig. Eliminates Sig. Motivates long Sig. Supports better Sig.
necessary value time and value wastes value term lean value transformation value
information cost improvement
Gender 11.349 ..035 3.134 .536 18.224 .000 6.547 .162 18.556 .000
Age 34.918 .004 22.582 .125 28.058 .031 28.256 .030 11.337 .788
Educational 8.220 .412 18.097 .018 10.967 .204 17.481 .025 7.367 .498
qualification
Experience 7.002 .857 21.314 .046 27.225 .007 17.047 .148 28.212 .005

In the above table, the association between demographic factors of the respondents and views on
the concept of lean management has been tested using a chi-square test. The statement of lean
management provides necessary information while taking lean decisions (035), lean management
eliminates wastes through wasteful transactions (.000) and lean management supports better
transformation between suppliers and customers (.000) is statistically significant when gender is
compared with views of managers on the concept of lean management. The statement of lean
management provides necessary information while taking lean decisions (.004), lean management
eliminates wastes through wasteful transactions (.031) and lean management motivates for a long
term lean improvement (.030)is statistically significant when age is compared with views on
mangers on the concept of lean management. Lean reduces time and cost (.018), and lean
management motivates for a long term lean improvement (.025) is statistically significant when
educational qualification is compared with the factors about views of managers on the concept of
lean management. Lean reduces time and cost (.046), lean eliminate wastes through wasteful
transactions (.007), and lean management supports better transformation between supplier and
customer (.005) is statistically significant when the experience is compared with views of managers
on the concept of lean management respectively.

TABLE 4.1.21

114
 SHOWING INTER CORRELATION BETWEEN FACTORS ARE CONSIDERED BY
RESPONDENTS BEFORE IMPLEMENTING LEAN MANAGEMENT IN FIRM
Factors F F2 F3 F4 F5 F6 F7 F8
1
- - - -
Study cases of companies successfully .24 .19
1 .25 .06 .03 .02 .042
implemented 1** 6*
0** 3 1 2
-
Rigorously plan systematic lean .02 .26 .20 .26 .153
1 .06
program before lean 3 2** 9** 7** *
3
Have an awareness drive and proceed .00 .19 .14 .24 .251
1
towards training 6 6* 7* 4** **

-
Involvement of employees who .14 .02 .246
1 .08
affected by lean 8* 8 **
0
-
Entire resources essential to assist the .09 .165
1 .43 *
lean implementation 9 **
8
Inform everyone about goals of lean .11 .153
1 *
manufacturing 7

Provide support to suppliers 1 .028

demonstrate the potential benefits of

1
lean-to suppliers

In the above table, the inter-correlation matrix has been tested between factors that are
considered by respondents before implementing lean management in the firm. The factor of study
cases of companies successfully implemented has a significant relationship with the involvement
of employees who affected by lean (.241), inform everyone about the goals of lean manufacturing
(.196). The factor rigorously plans a systematic lean program before lean has a significant
relationship with the involvement of employees who affected by lean (.262), inform everyone about

115
goals of lean manufacturing (.209), provide support to suppliers (.267) and demonstrate potential
benefits of lean suppliers (.153). The factor of they have an awareness drive and proceed towards
training has significant relationship with the entire resources essential to assist the lean
implementation are specified (.196), inform everyone about goals of lean manufacturing (.147),
provide support to suppliers (.244) and demonstrate potential benefits of lean to suppliers (.251).
The factor of they welcome involvement of employees who affected by lean has a significant
relationship with entire resources essential to assist lean implementation (.148) and demonstrate the
potential benefits of lean suppliers (.246). The factor of entire resources essential to assist lean
implementation has a significant relationship with the factor of demonstrating potential benefits to
lean to suppliers. The factors of inform everyone about the goals of lean manufacturing have a
significant relationship with demonstrating potential benefits of lean to suppliers. The factor of
entire resources essential to assist the lean implementation is significant with the statement of they
provide support to suppliers (-.438) with a negative value; hence, it is not considered as a significant
relationship with these factors, respectively.

TABLE 4.1.22

116
 SHOWING DETAILS ABOUT RELATIONSHIP BETWEEN LEAN PRODUCTION AND LEAN
ACCOUNTING WITH DEMOGRAPHIC VARIABLES OF THE RESPONDENTS
ANOVA
Factor Lean Sig. Support Sig. Lean Sig. Helps in Sig. Identified Sig.
accounting is value mass value accounting value increasing value the value
part of lean production measures sales by financial
production inventory in providing impact
production information

Gender .291 .590 3.797 .028 1.121 .291 3.637 .032 4.501 .000
Age 1.532 .196 .268 .898 15.960 .000 3.922 .005 3.901 .007
Educational 4.373 .000 3.956 .002 3.041 .049 1.601 .204 1.470 .233
Experience 3.788 .012 1.215 .307 .495 .686 3.216 .024 4.492 .000

In the above table, the relationship between lean production and lean accounting with
demographic variables of the respondents has been tested by using one way ANOVA tool. The
factor of lean accounting under lean production supports the mass production (.028), lean
management helps in increasing sales by providing better information for the decision-making
(.032) and lean management identifies the financial impact of the whole lean production process
(.000) is statistically significant when gender is compared factors of lean production and lean
accounting. Likewise the factors, lean accounting measures the building inventory used in the
production (.000), lean accounting helps in increasing sales by providing better information for the
decision-making (.005) and lean accounting identifies the financial impact of the whole lean
production process (.007) is statistically significant when age of managers is compared factors about
lean production and lean accounting. Lean accounting is a part of lean production process to
measure the accounting of lean manufacturing (.000), lean accounting under lean production
supports the mass production (.002) and lean accounting measures the building inventory used in
the production (.049) is statistically significant when educational qualification is compared with
factors of lean production and lean accounting. Lean accounting is a part of lean production process
to measure the accounting of lean manufacturing (.012), lean accounting helps in increasing sales
by providing better information for the decision making (.025) and lean accounting identifies the
financial impact of the whole lean production process (.000) is statistically significant when
experience is compared with factors of lean production and lean accounting respectively.
TABLE 4.1.23

117
 SHOWING IMPACT OF AGE AND THE CHALLENGES/BOTTLENECKS
ENCOUNTERED WHEN IMPLEMENTING LEAN
Dependent Independent Variable Regression Standard “t”
Variable Coefficient Error Value
(Beta)Value
Age (Constant) 2.698 .757 3.564
Coordinating with the suppliers is
.281 .072 3.891
challenging
It is challenging to train the existing
.225 .072 3.347
employees
Investment in technology includes
.014 .076 .179
new production systems and software
There is a lack of technicians and
-.062 .075 -.816
consultants
Clashes between other initiatives like
.288 .075 3.167
TQM and TPM
Unstable demand in the market -.033 .078 -.417
Lack of necessary information to
.220 .079 2.801
make the final call
Employees resistance to change -.031 .074 -.411
Lean is gimmick -.095 .083 -1.138
The investment requirement is high
.169 .080 2.111
for implementation
R-Value 0.417
R2 Value 0.174
F Value 2.925*
Number of Samples 150

In the above table, regression analysis has been tested between age and the
challenges/bottlenecks encountered when implementing lean. The F- ratio was found to be 2.925,

118
which indicates that the result of the regression model is statistically significant as the "p" value is
less than the significant level (P=0.05). In addition, Beta Coefficients was also calculated for all the
independent factors like coordinating with the suppliers is challenging (.281) , difficult to
train the existing employees (.014), investment in technology includes new production systems and
software (.014), lack of technicians and consultants (-.062), clashes between other initiatives like
TQM and TPM (-.288), unstable demand in the market (-.033), lack of necessary information to
take final call (.220), employees resistance to change (.031), Lean is gimmick (.095) and investment
requirement is high for implementation (.169). Factors like coordinating with the suppliers are
challenging, difficult to train the existing employees, clashes between other initiatives like IQM and
TPM, lack of necessary information to take final call and investment requirement is high for
implementation were highlighted as significant predictors and had the positive impact on
challenges/bottlenecks encountered when implementing lean except the factor of investment in
technology includes new production systems and software, there is lack of technicians and
consultants, unstable demand in the market, employees resistance to change and lean is gimmick as
the “p” value is not statistically significant at 5% level of significance.

TABLE 4.1.24

119
 SHOWING ASSOCIATION BETWEEN DEMOGRAPHIC VARIABLES AND
REACTION OF EMPLOYEES TOWARDS THE IMPLEMENTATION OF LEAN
Chi-square test
Factor Employees show Sig. value Take many Sig. Difficult to operate Sig.
resistance responsibilities value and manage value

Gender 16.526 .000 1.878 .758 15.584 .000

Age 26.439 .048 29.272 .019 14.718 .545
Educational 28.526 .034 30.212 .005 12.856 .117
qualification
Experience 16.803 .157 27.457 .042 38.983 .000

In the above table, an association between demographic variables and the reaction of employees
towards the implementation of lean has been tested by using the chi-square test. It is found that the
factors of employees show resistance as they have to work with unfamiliar processes (.008) and
employees find it difficult to operate and manage the new technology and processes of lean (.000)
is statistically significant when gender is compared with the reaction of employees towards the
implementation of lean. Employees show resistance, as they have to work with unfamiliar processes
(.048) and employees, have to take many responsibilities. Their job description also changes
accordingly (.019) is statistically significant when age is compared with the reaction of employees
towards the implementation of lean. Likewise, the factors of employees show resistance, as they
have to work with unfamiliar processes (.034) and employees, have to take many responsibilities,
and their job description also change accordingly (.005) is statistically significant when educational
qualification is compared with the reaction of employees towards the implementation of lean. The
factors of employees have to take many responsibilities, and their job description also changes
accordingly (.042). Employees find it difficult to operate and manage the new technology, and
processes of lean (.000) is statistically significant when the experience is compared with the reaction
of employees towards the implementation of lean, respectively.

TABLE 4.1.25

120
 SHOWING RELATIONSHIP BETWEEN DEMOGRAPHIC FACTORS AND
CHANGES/OUTCOMES OF LEAN AFTER ITS IMPLEMENTATION
ANOVA
Factor Reward and Sig. The Sig. Overall Sig. Customer is Sig. Price Sig.
incentive value organization valu performance valu satisfied due valu quoted is value
system gains a e increases e to e decreased
modified competitive with the improvement
edge reduction of in
waste productivity

Gender .224 .636 6.261 .013 3.731 .049 4.001 .045 .088 .767
Age 3.881 .007 1.058 .380 3.914 .005 4.329 .000 5.654 .000
Educational .716 .490 5.232 .006 5.049 .007 2.449 .090 6.103 .000
Experience 4.720 .005 1.617 .188 2.818 .041 .558 .643 3.874 .016

In the above table, the relationship between demographic factors and changes/outcomes of
lean after its implementation of respondents, the firm has been tested by using one way ANOVA
tool. The organization gains a competitive edge in the industry (.013), overall performance increases
with the reduction of waste and cost (.049) and customers are satisfied due to the improvement in
productivity (.045) is statistically significant when gender is compared with changes/outcomes of
lean after its implementation. The factors of reward and incentive system is modified to ensure
employees commitment (.007), overall performance increases with the reduction of waste and cost
(.005), customers are satisfied due to the improvement in productivity (.000) and price quoted to
the consumers is also decreased with the decrease in overall production costs (.000) is statistically
significant when age is compared with changes/outcomes of lean after implementation. The factors
of organization gain competitive edge in the industry (.006), overall performance increases with the
reduction of waste and cost (.007) and price quoted to the consumers is also decreased with the
decrease in overall production costs (.016) is statistically significant when educational qualification
is compared with changes/outcomes of lean after its implementation of respondents. Reward and
incentive system is modified to ensure employees commitment (.005), overall performance
increases with the reduction of waste and cost (.041) and price quoted to the consumers is also
decreased with the decrease in overall production costs (.016) is statistically significant when
experience is compared with changes/outcomes of lean after its implementation respectively.
TABLE 4.1.26

121
 SHOWING RELATIONSHIP BETWEEN DEMOGRAPHIC FACTORS AND CHANGES
OBSERVED IN BUDGETING AFTER THE IMPLEMENTATION OF LEAN
ANOVA
Factor Raw materials budget is Sig. Purchase Sig. Labor budget is Sig.
reduced value budget is valu reduced due to value
reduced e reduction

Gender 5.593 .031 3.131 .079 7.972 .000

Age 3.099 .024 3.914 .005 1.149 .336
Educational qualification .213 .808 4.049 .002 3.933 .016
Experience 5.015 .000 2.818 .041 .948 .419

Regarding the results of above table, the factors that raw materials budget is reduced due to
the fixed manufacturing of products (.031) and labor budget due to the reduction in the number of
products manufactured (.000) is statistically significant when gender is compared with changes
observed in budgeting after the implementation of lean at 0.05 significant level. Likewise, raw
materials budget is reduced due to the fixed manufacturing of products (.024), and the purchase
budget is reduced after lean management (.005) is statistically significant when age is compared
with changes observed in budgeting after the implementation of lean. The factors of purchase
budget are reduced after lean management (.002) and labor budget is reduced due to the reduction
in the number of products manufactured (.016) is statistically significant when educational
qualification is compared with changes observed in budgeting after the implementation of lean.
Raw materials budget is reduced due to the fixed manufacturing of products (.000), and the purchase
budget is reduced after lean management (.041) is statistically significant when the experience is
compared with changes observed in budgeting after the implementation of lean, respectively.

Table 4.1.27

122
 The rank correlation between factors of the company’s competitive advantage
Factors Mean Rank
Products are sold at the lowest price when compared to
2.6600 V
competitors
Customers buy our products because of the high quality 2.6400 VI
Have an excellent delivery performance record to satisfy their
2.9867 I
customers
Products are known for their excellent design 2.9467 II
Customers come to them because they can supply any volume of
2.9267 III
products
Get orders because they only have the technology/machines 2.6800 IV
Customers come to them only for new product development 2.4067 VIII
Products are sold well because of the best service they provide 2.5234 VII

It is found from the above table that the factor they have an excellent delivery performance
record to satisfy their customers is secured with the highest mean score of 2.9867. The second, third
and fourth rank for their products are known for their excellent design, customers come to them
because they can supply any volume of products, they get the order because they only have the
technology/machines with the mean score of 2.9467, 2.9267 and 2.6800 respectively. Like the
factors of products are sold at lowest price when compared to competitors (2.6600), customer buy
their products because of high quality (2.6400), products are sold well because of the best service
they provide (2.5234) and customers come to them only for new product development program
(2.4067) is secured fifth, sixth, seventh and eight rank with the respect of its mean score
respectively.

123
 Table 4.1.28
Showing the relationship between demographic factors of the respondents and their
perspectives on the role of company management in implementing lean management
ANOVA
Factor Seniors Sig. Helps in Sig. Gets involved Sig. Review the Sig. Managemen Sig.
assume value leadership to valu in the quality valu issues faced in valu t is value
responsibilit manage e improvement e the e concerned
ies for process organization about
quality customer
performance satisfaction

Gender 5.879 .017 5.131 .019 .972 .326 6.589 .009 .237 .627
Age 4.857 .000 3.914 .005 1.149 .336 1.130 .345 3.906 .005
Educational .143 .867 4.049 .025 3.933 .036 1.895 .154 .108 .897
qualification
Experience .471 .703 2.818 .041 .948 .419 2.896 .040 1.900 .132

In the above table, one way, ANOVA tool has been tested to analyze the relationship
between demographic factors of the respondents and their perspectives on the role of company
management in implementing lean. Seniors assume responsibilities for the quality performance
(.017), management helps in leadership to manage the process (.019), managers review the issues
faced in the organization (.009) is statistically significant when gender is compared with
respondents perspectives on the role of company management in implementing lean management.
Seniors assume responsibilities for the quality performance (.000), management helps in leadership
to manage the process (.005), and management is concerned about customer satisfaction (.005) is
statistically significant when age is compared with respondents' perspectives on the role of company
management in implementing lean management. The factors of management help in leadership to
manage the process (.025) and management gets involved in the quality improvement process (.036)
is statistically significant when educational qualification is compared with perspectives on the role
of company management in implementing lean management of the respondents. Management helps
in leadership to manage the process (.041), and managers review the issues faced in the organization
(.040) is statistically significant when the experience is compared with respondents' perspectives on
the role of company management in implementing lean management, respectively.

124
 TABLE: 4.1.29
Paired sample test for inventory, work in process inventory, and warehouse management
practices followed in the organization before and after the implementation of lean
management
Mean N Std. Deviation Std. Error
Mean
Customers might require products that are
made and stored in the warehouse and kept 2.7867 150 1.12080 .09151
Pair
on the shelf
1
Products will be in demand for a specific
2.7867 150 1.15035 .09393
time frame are kept in storage
Push strategy is followed where products
2.8200 150 1.03671 .08465
Pair are not in present demand is high
2 Pull strategy is followed, which in turn
2.8267 150 2.70408 .22079
cuts down excess inventory
Loss in profit and wastage of products is
2.6800 150 1.17193 .09569
Pair high
3 Wastage of product is reduced, and more
2.6733 150 1.19561 .09762
money is saved
Large batch sizes of resources are there
2.8467 150 1.12767 .09207
Pair make up for process downtime
4 Batch sizes are reduced, and raw materials
2.6400 150 1.07616 .08787
required for the products are less

Paired sample T-test

Paired Differences t df Sig. (2-
Mean Std. Std. Error 95% Confidence Interval of tailed)
Deviatio Mean the Difference
n Lower Upper
.0000
Pair 1 1.63846 .13378 -.26435 .26435 .000 149 1.000
0
-
Pair 2 .0066 2.91604 .23809 -.47714 .46381 -.028 149 .978
7
.0066
Pair 3 1.45398 .11872 -.22792 .24125 .056 149 .955
7
.2066
Pair 4 1.44379 .11788 -.02627 .43961 1.753 149 .082
7
The result from above table 4.1.28 revealed that the factor of products that might be required by the
customers are made and stored in the warehouse and also kept on-the-shelf is statistically significant
with the factor of only the products which will be in demand for a specific time frame are kept in
the storage. Likewise, the second pair of a push strategy is followed where the products that are
kept and pull strategy is followed, which in turn cuts down excess inventory is statistically
significant. For that pair three, there is a significant relationship with the factor of loss in profit and
wastage of products is high and the wastage of product is reduced, and more money is saved. The
factor of large batch sizes of resources is there to make up for process downtime, and batch sizes
are reduced, and the raw materials required for the production are less is not statistically significant,
and there is no significant relationship with the factors of pair four respectively.

125
 TABLE 4.1.30

SHOWING RELATIONSHIP BETWEEN GENDER OF THE RESPONDENTS AND

CHALLENGES/BOTTLENECKS ENCOUNTERED WHEN IMPLEMENTING LEAN

Me Std. Sum of D Mean F

an Deviation Squares f Square
Coordinating with the suppliers is challenging
Between .028
.039 1 .039
Groups
2.8 P < 0.05
Male 1.23388 Not
962
2.9 Significa
Female 1.08687 nt
318
1
Within
210.654 4 1.423
Groups
8
Difficult to train the existing employees
Between 3.500
5.182 1 5.182
Groups
2.7
Male 1.17338
736
3.1 P < 0.05
Female 1.31667 Not
818
1 Significa
Within nt
219.111 4 1.480
Groups
8
Investment in technology that includes new production systems and software 2.771
Between P < 0.05
4.034 1 4.034 Not
Groups
2.5 Significa
Male 1.20932 nt
943
2.9
Female 1.19989
545
1
Within
215.466 4 1.456
Groups
8
There is a lack of technicians and consultants .290
Between
.387 1 .387
Groups
2.4 P < 0.05
Male 1.16307 Not
340
2.5 Significa
Female 1.13002 nt
455
1
Within
196.947 4 1.331
Groups
8
Clashes between other initiatives like TQM, TPM
Between
.975 1 .975 .706
Groups

126
 3.2 P < 0.05
Male 1.16954 Not
453
3.0 Significa
Female 1.18905 nt
682
1
Within
204.418 4 1.381
Groups
8
Unable demand in the market
Between
3.733 1 3.733 3.131
Groups
P < 0.05
3.0 Not
Male 1.17480
283 Significa
2.6 nt
Female .85651
818
1
Within
176.461 4 1.192
Groups
8
Lack of necessary information to make a final call

Between 1.208
1.475 1 1.475
Groups P < 0.05
2.9 Not
Male 1.09105 Significa
906
nt
2.7
Female 1.13841
727
1
Within
180.718 4 1.221
Groups
8
Employees resistance to change

Between .049
.070 1 .070
Groups P < 0.05
3.0 Not
Male 1.18135 Significa
660
nt
3.1
Female 1.22410
136
1
Within
210.970 4 1.425
Groups
8
Lean is a gimmick

Between 1.630
1.937 1 1.937
Groups P < 0.05
2.8 Not
Male 1.02651 Significa
868
nt
3.1
Female 1.23120
364
1
Within
175.823 4 1.188
Groups
8
Investment requirement is high for implementation

127
 Between
.179 1 .179 .144
Groups
3.0 P < 0.05
Male 1.09479 Not
377
Significa
3.1 nt
Female 1.16571
136
1
Within
184.281 4 1.245
Groups
8

In the above table, the relationship between the gender of the respondents and
challenges/bottlenecks encountered when implementing lean. The highest mean score of 2.9318
and the F value .028 indicate that female respondents agreed more about the statement that
coordinating with the suppliers is challenging than male respondents. The highest mean score of
3.1818 and the F value 3.500 reveal that female respondent agreed more about difficult to train the
existing employees. The highest mean score of 2.9545 and the F value 2.771 show that female
respondents have agreed more about investment in technology that includes new production
systems and software. The highest mean score of 2.5455 and the F value .290 demonstrate that
female respondents have agreed more about the statement that there is a lack of technicians and
consultants than male respondents. The highest mean score of 3.2453 and the F value .706 indicate
that male respondents have agreed more about clashes between other initiatives like TQM and TPM.
The highest mean score of 3.0283 and the F value 3.131 reveal that male respondents agreed more
about the statement that unable to demand in the market than female respondents. The highest mean
score of 2.9906 and the F value 1.208 indicate that male respondents have agreed more about that
statement that lack of necessary information to make a final call than female respondents. The
highest mean score of 3.1136 and the F value .049 indicate that female respondents agreed more
about employee's resistance to change than male respondents. The highest mean score of 3.1364
and the F value 1.630 indicate that female respondents have agreed more about the statement that
lean is a gimmick. The highest mean score of 3.1136 and the F value .144 reveal that female
respondents have agreed more about the statement that investment requirement is high for
implementation than male respondents, respectively. It is found that the calculated significant value
is higher than the table value at 0.05 significant level [coordinating with the suppliers is challenging
= .868 < 0.05, difficult to train the existing employees = .063 < 0.05, investment in technology that
includes new production systems and software = .098 < 0.05, there is a lack of technician and
consultants = .290 < 0.05, clashes between other initiatives like TQM, TPM = .402 < 0.05, unable

128
demand in the market = .079 < 0.05, lack of necessary information to make a final call = .273 <
0.05, employees resistance to change = .824 < 0.05, lean is a gimmick = 1.630 < 0.05 and investment
requirement is high for implementation = .144 < 0.05]. Hence there is no significant relationship
between gender of the respondents and challenges/bottlenecks encountered when implementing
lean.

Table 4.1.31
Showing the relationship between gender and changes/outcomes of lean after its implementation in
respondents organization
Me Std. Sum of D Mean Square F
an Deviation Squares f
Reward and incentive system is modified to ensure employees commitment
Between 6.324
7.277 1 7.277
Groups
2.4 P > 0.05
Male 1.05811 Significant
057
2.5
Female 1.22948
000
1
Within
182.557 4 1.233
Groups
8
The organization gains a competitive edge in the industry.
Between 6.261
7.057 1 7.057
Groups P > 0.05
2.7 Significant
Male 1.04456
736
3.2
Female 1.10232
500
1
Within
166.816 4 1.127
Groups
8
Overall performance increases with the reduction of waste and cost 13.131
Between P > 0.05
13.733 1 13.733 Significant
Groups
3.0
Male 1.17480
283
2.6
Female .85651
818
1
Within
176.461 4 1.192
Groups
8
Customers are satisfied due to the improvement in productivity 6.736
Between
7.103 1 7.103
Groups
2.8 P > 0.05
Male 1.08179 Significant
585

129
 2.8
Female 1.09100
636
1
Within
174.059 4 1.176
Groups
8
The manufacturing process increases after the implementation of lean practices.
Between
.110 1 .110 .088
Groups
P < 0.05
2.7 Not
Male 1.19165
642 Significant
2.7
Female .92960
045
1
Within
186.263 4 1.259
Groups
8
Price quoted to the customers is also decreased with the decrease in overall production
costs.
Between .065
.095 1 .095 P < 0.05
Groups
Not
2.8 Significant
Male 1.06841
962
2.8
Female 1.50878
409
1
Within
217.745 4 1.471
Groups
8

In the above table, the relationship between the gender of the respondents and the
challenges/outcomes of lean after its implementation in the organization has been tested by using
the chi-square test. The highest mean score of 2.5000, and the F value 6.324 indicates that female
respondents have agreed more about the statement that reward and incentive system is modified to
ensure employee commitment than male respondents. The highest mean score of 3.2500 and the F
value 6.261 reveal that female respondents have agreed more about the statement that the
organization gains a competitive edge in the industry. The highest mean score of 3.0283 and the F
value 13.131 demonstrate that male respondents have agreed more about the statement that overall
performance increases with the reduction of waste and cost than male respondents. The highest
mean score of 2.8636 and the F value 6.736 mention that reveals the female respondents agreed
more about the statement that customers are satisfied due to the improvement in productivity. The
highest mean score of 2.7642 and the F value .088 indicate that male respondents have agreed more
about the statement that the manufacturing process increases after the implementation of lean
practices. The highest mean score of 2.8962 and the F value .065 demonstrate that male respondents

130
 agreed more about the statement that price quoted to the customers is also decreased with the
decrease in overall production costs than male respondents. It is clearly found that the calculated
significant value is lower than the table value at 0.05 significant level [reward and incentive system
is modified to ensure employee commitment = .009 > 0.05, organization gains a competitive edge
in the industry = .013 > 0.05, overall performance increases with the reduction of waste and cost =
.000 > 0.05, customers are satisfied due to the improvement in productivity = .000 > 0.05,
manufacturing process increases after the implementation of lean practices = .767 < 0.05 and price
quoted to the customers is also decreased with the decrease in overall production costs = ..065 <
0.05]. Hence there is a significant relationship between gender and changes/outcomes of lean after
its implementation in the organization, respectively.

Table 4.1.32
Showing association between demographic factors of the respondents and financial
performance of an organization
Chi-square test
Factor Increased Sig. Increased Sig. Increased Sig. Increased Sig. Lower Sig. Improved Sig.
market value growth value level of value growth value cost of value overall value
share and in profit productivity in sales production customer
growth margin satisfaction
rate
Gender 2.732 .604 15.460 .004 9.164 .047 1.540 .820 2.910 .573 15.094 .005
Age 12.903 .680 23.627 .049 26.542 .026 32.772 .000 23.868 .048 24.910 .041
Educational 11.920 .155 7.771 .456 7.707 .463 20.284 .026 22.864 .004 23.487 .000
qualification
Experience 26.336 .018 10.105 .607 17.350 .137 25.550 .013 22.975 .028 28.257 .000

In the above table, the association between demographic factors of the respondents and the financial
performance of an organization has been tested by using the chi-square test. While gender is
compared with the financial performance of an organization, factors like increased growth in profit
margin (.004), increased level of productivity (.047), and improved overall customer satisfaction
(.005) is statistically significant. The factors like increased market share and growth rate (.604)
increased the growth in sales (.820), and the lower cost of production (.573) is not statistically
significant. When age is compared with the financial performance of an organization, increased
growth in profit margin (.049), increased level of productivity (.026), increased the growth in sales
(.000), lower cost of production (.048) and improved overall customer satisfaction (.041) is
statistically significant. For education qualification, increased the growth in sales (.026), lower cost

131
of production (.004), and improved overall customer satisfaction (.000) is statistically significant
when the financial performance of an organization is compared with the educational qualification
of the respondents. Likewise, when the experience is compared with the factors of the financial
performance of an organization, increased market share, and growth rate (.018), increased the
growth in sales (.013), lower cost of production (.028) and improved overall customer satisfaction
(.000) is statistically significant respectively.

132
 4.2: Analysis of Suppliers

TABLE 4.2.1 GENDER OF THE RESPONDENTS

Gender Frequency Percent Cumulative Percent

Male 203 67.7 67.7

Female 97 32.3 100.0
Total 300 100.0
(Source: Primary Data)

Chart 4.2.1 Gender of the respondents

250

200

150 Series1

100

50

0
Male Female

The above table indicates that detail about the gender of the respondents. Among total respondents,
203 (67.7%) respondents are male as well, and 97 (32.3%) respondents are female. The majority of
respondents are male, respectively.

133
Age of the respondents:

Out of all the demographic variables, it is only the age factor that determines the tenure and
maturity of work in every section in suppliers. The age of the respondents are divided into five
categories like 1) below and equal to 25 years, 2) 26 to 35 years, 3) 36 to 45 years, 4) 46 to 55
years and 5) above 55 years and the result of the age of the respondents is presented in below
table

TABLE 4.2.2 AGE OF THE RESPONDENTS

Age (in Years) Frequency Percent Cumulative Percent
Upto 25 years 42 14.0 14.0
26 to 35 years 90 30.0 44.0
36 to 45 years 91 30.3 74.3
46 to 55 years 43 14.3 88.7
above 55 years 34 11.3 100.0
Total 300 100.0
(Source: Primary data)

Chart 4.2.2 Age of the respondents

above 55 years
46 to 55 years
36 to 45 years
Series1
26 to 35 years
Upto 25 years

0 20 40 60 80 100

The above table demonstrates the details about the age of the respondents. 42 (14.0%) respondents
are from the age group of below and equal to 25 years, 90 (30.0%) respondents are from the age
group of 26 to 35 years, 91 (30.3%) are from the age group of 36 to 35 years, 43 (14.3%) respondents
are from the age group of 46 to 55 years and 34 (11.3%) respondents are from the age group of
above 55 years respectively. It is revealed that the majority of respondents are selected from the age
group of 36 to 45 years.

134
Educational qualification:

The Educational qualification is a condition that must be fulfilled before a right can be
acquired, an official requirement. It is divided into five categories like 1) schooling, 2)
undergraduate 3) postgraduate 4) professionals and 5) other qualifications. The details about
educational qualification of the respondents have been analyzed and presented in below table 4.2.3

TABLE 4.2.3 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Education Frequency Percent Cumulative Percent
schooling 28 9.3 9.3
undergraduate 142 47.3 56.7
postgraduate 70 23.3 80.0
professionals 35 11.7 91.7
others 25 8.3 100.0
Total 300 100.0

Chart 4.2.3 Educational qualification of the

respondents
post graduate
23%

professionals
Other 12%
under
graduate 20%
others
48% 8%
schooling
9%

The above table shows that detail about the educational qualification of the respondents. 28 (9.3%)
respondents have completed schooling, 142 (47.3%) respondents have completed their qualification
at under graduation, 70 (23.3%) respondents have completed post-graduate, 35 (11.7%) respondents
have completed professional level qualification, and 25 (8.3%) respondents have other
qualification. It is found that majority of the respondents are undergraduates.

135
Experience of the respondents:

The details about the experience of the respondents have been tested, and the result tabulated in
table 4.2.4.

TABLE 4.2.4 SHOWING DETAILS ABOUT EXPERIENCE OF THE RESPONDENTS

Experience Frequency Percent Cumulative Percent

1-5 years 50 16.7 16.7

6-10 years 155 51.7 68.3
11-15 years 54 18.0 86.3

above 15 years 41 13.7 100.0

Total 300 100.0

(Source: Primary Data)

Chart 4.2.4 Experience of the respondents

180
160
140
120
Axis Title

100
80
60
40
20
0
1-5 years 6-10 years 11-15 years above 15 years

The above table demonstrates details about the experience of respondents as suppliers in the field
of the automobile industry. 50 (16.7%) respondents have 1-5 years' experience, 155 (5.7%)
respondents have 6-10 years' experience, 54 (18.0%) respondents have 11-15 years' experience and
41 (13.7%) respondents have above 15 years' experience. It is revealed that the majority of
respondents have 6-10 years' experience as suppliers of automobile companies, respectively.

136
 TABLE 4.2.5
PERSPECTIVES ON THE GOALS OF LEAN MANAGEMENT
Scale Results
S.No Statement Total
Mean
SD D N A SA (N) SD
Score

It eliminates the wastes in the 28 33 85 127 27 300

1 3.31 0.64
production process 9.3% 11.0% 28.3% 42.3% 9.0% 100%
It helps in building quality in the 25 35 66 131 43 300 3.44 0.65
2
process 8.33% 11.67% 22.00% 43.67% 14.33% 100%
It reduces costs while improving 18 28 64 150 40 300 3.55 0.77
3
productivity. 6% 9.33% 21.33% 50.00% 13.33% 100%
It develops unique approaches towards 26 36 60 132 46 300
4 3.45 0.66
the corporate management. 8.7% 12.0% 20.0% 44.0% 15.3% 100%
It creates integrated techniques to 18 29 74 148 31 300
5 3.48 0.76
contribute to the corporate operations 6.00% 9.67% 24.67% 49.33% 10.33% 100%

(Source: Primary Data)

1. The above table shows that lean management eliminates wastes in the production process.
27 (9.0) respondents strongly agreed, and 127 (42.3) respondents agreed on the statement
that lean management eliminates the wastes in the production process. This may be because
lean management employees tools to reduce waste management to improve customer value,
thereby contributing to better image creation of the organization.
2. The above table indicates that lean management helps in building quality in the process. 43
(14.3) respondents strongly agreed, and 131 (43.7) respondents agreed on the statement that
lean management helps in building quality in the process. It is because lean management
proactively addresses quality management with continuous improvement tools.
3. The above table indicates that lean management reduces costs while improving productivity.
40 (13.3) respondents strongly agreed, and 150 (50.0) respondents agreed with the statement
that lean management reduces the costs while improving productivity. Improving efficiency
in the form of higher productivity makes sense only when it is tied to cost reduction, and
this, and this is looked after by lean manufacturing.

137
4. The above table indicates that lean management develops unique approaches to corporate
management. 46 (15.3) respondents strongly agreed, and 132 (44.0) respondents agreed with
the statement that lean management helps develop a unique approach towards corporate
management, lean management makes the corporates concentrate on two most important
things, i.e., continuous improvement and value
5. The integration of corporate operations plays a vital role in increasing productivity. Tools
like Poka-yoke, SMDE contribute to this, the majority of respondents have agreed to this,
and even the mean score of 3.48 supports the statement that Lean management integrates
techniques to contribute to the corporate operations.

138
 TABLE: 4.2.6
RELATION BETWEEN LEAN MANUFACTURING AND ACCOUNTING
Scale Results
S.No Statement Total
Mean
SD D N A SA (N) SD
Score
Lean manufacturing as a part of 26 28 83 141 22 300
1 lean production helps in reducing 0.73
8.67% 9.33% 27.67% 47.00% 7.33% 100% 3.35
waste

Lean Management creates 30 29 73 132 36 300

2 customer values by providing 0.66
10.00% 9.67% 24.33% 44.00% 12.00% 100% 3.38
quality products at a low cost

Lean manufacturing under a lean 26 32 78 136 28 300

3 production process reduces the 0.69
8.67% 10.67% 26.00% 45.33% 9.33% 100% 3.36
time of production

Lean accounting is used in lean 34 47 91 94 34 300

4 production to measure the lean 0.46
11.33% 15.67% 30.33% 31.33% 11.33% 100% 3.16
manufacturing process.

Lean accounting measures the 26 36 94 105 39 300

5 building inventory used in 0.53
8.67% 12.00% 31.33% 35.00% 13.00% 100% 3.32
production.
Lean accounting increases the 25 31 63 142 39 300
sales of lean production by 0.72
6 3.46
providing better information for
8.33% 10.33% 21.00% 47.33% 13.00% 100%
the decision-making
Lean accounting identifies the 21 35 69 130 45 300 3.48
7 financial effect of the lean 0.65
7.00% 11.67% 23.00% 43.33% 15.00% 100%
production process
(Source: Primary Data)

Lean manufacturing and lean accounting are inter-related concepts; lean accounting takes account
of measuring the success rate of lean manufacturing.
1. Lean manufacturing is a part of lean production that will always help in reducing wastages,
and there are seven types of wastes identified under lean production; all these are addressed
and reduced. The majority of respondents have agreed to this (54.33%) with a mean score
of 3.35, we can infer that lean production helps in waste reduction.

139
2. Customer is the king in the new scenario, every company striving hard to satisfy the
customers in one or other way by identifying the loopholes of other products. Lean
management's primary goal is to reduce waste and increase the value of the product. The
same is agreed upon by the suppliers; the mean score of 3.38 is evident to this.
3. Lean manufacturing not only reduces wastes, but it also manages to increase productivity in
the company by reducing production time. To reduce the time of production and increase
lean production management applies a technique called value stream mapping which
identifies non-value added processes and tries to delete those which are not necessary, by
doing this they help in reducing time and this time is devoted to value-added processes, in
turn, increases the productivity. The majority have agreed with this as a mean score of 3.36
is evident.
4. Lean accounting’s main objective is to measure lean progress and production in the
organization. Traditional accounting will not be suitable for measuring lean manufacturing.
Hence all the companies which have implemented lean are suggested to go for lean
accounting to measure its progress. With the mean score of 3.32, we can conclude that the
majority of respondents have vouched for the same.
5. Measuring the inventory plays a significant role in the organization; under lean
manufacturing, building up of inventory is termed as waste, which is just a non-value adding
process (i.e., without any productivity). Lean accounting keeps track of this inventory; it
frequently monitors the level of inventory and does not allow in building up more
inventories. With the mean score of 3.32 majority of respondents have agreed on the same.
6. Lean accounting is a custom made accounting for lean manufacturing. In lean accounting,
unlike traditional accounting, we need not wait for reports, in lean accounting reports are
generated on an hourly basis, daily basis, and weekly basis. By providing the required
reports without any delay, this lean accounting helps to take any decision easily, which helps
in increasing the sales. The majority of respondents have agreed for this with a mean score
of 3.46.
7. In lean manufacturing to know the actual financial benefits, lean accounting is the only tool
to identify, whereas traditional accounting could not recognize the financial benefits in the
initial stages of lean manufacturing. Even 58.33% of respondents have opined the same with
a mean score of 3.48.

140
 TABLE: 4.2.7
PERCEPTION ON BENEFITS OF LEAN MANAGEMENT
Scale Results
S.No Statement Total
Mean
SD D N A SA (N) SD
Score
Lean manufacturing helps in 33 50 60 124 33 300 3.25 0.59
1
removing the wastes 11.00% 16.67% 20.00% 41.33% 11.00% 100%
It helps in gaining satisfied 17 41 60 139 43 300
2 customers by identifying 3.50 0.70
5.67% 13.67% 20.00% 46.33% 14.33% 100%
their values.
Lean accounting helps in
30 41 95 120 14 300
generating cash-backs by 3.16 0.63
3
eliminating the stocks in the
10.00% 13.67% 31.67% 40.00% 4.67% 100%
process
Lean drives down the costs 23 21 63 150 43 300
4 leading to high profits for the 3.56 0.77
7.67% 7.00% 21.00% 50.00% 14.33% 100%
company
Lean helps in delivering the 24 56 61 117 42 300
quality products at a low cost 3.32 0.56
5
affecting organizational 8.00% 18.67% 20.33% 39.00% 14.00% 100%
performance
(Source: Primary Data)

1. Lean manufacturing is a part of lean production that will always help in reducing wastages,
and there are seven types of wastes identified under lean production; all these are addressed
and reduced. The majority of respondents have agreed to this (54.33%) with a mean score
of 3.25, we can infer that lean production helps in waste reduction.
2. Customer is the king in the recent scenario, every company striving hard to satisfy the
customers in one or other way by identifying the loopholes of other products. Lean
management’s primary goal is to reduce waste and increase the value of the product,
increasing the value of the product, in turn, increases the customer base. The same is agreed
upon by the suppliers; the mean score of 3.38 is evident to this.
3. Measuring inventory plays a significant role in the organization. Under lean manufacturing,
building up of inventory is termed as waste, which is just a non-value adding process (i.e.,
without any productivity). Lean accounting keeps track of this inventory; it frequently

141
 monitors the level of inventory and does not allow in building up more inventories. With
the mean score of 3.16 majority of respondents have agreed on the same.
4. Organisation strives hard to achieve two significant objectives (i) To increase the sales (ii)
To decrease the cost, by implementing lean manufacturing the organization can achieve both
the objectives as lean helps in decreasing cost by removing the non-value adding processes,
it helps in increasing the sales by increasing the value of the product. The majority of
respondents (i.e.54.33%) agreeing on the same with a mean score of 3.56 adds as evident to
this statement.
5. Delivering the quality products at a low cost will eventually increase the customer base as
many will opt for the same product to get the utmost benefit of the customer, but the
organization should not compromise on the organizational performance by doing this. Lean
manufacturing helps in maintaining the balance between these two and acts as a perfect
point not to compromise on both. The majority of respondents have agreed upon the same
with a mean score of 3.32 adds weight for the same.

TABLE: 4.2.8
RELATIONSHIP BETWEEN SUPPLIERS
S.No Statement Scale Results

142
 Total Mean
SD D N A SA SD
(N) Score
Lean establish long-term 25 61 64 123 27 300 3.22 0.59
1
relations with the suppliers 8.33% 20.33% 21.33% 41.00% 9.00% 100%
Lean relies on a small number 22 38 68 138 34 300 3.41 0.69
2
of high-quality suppliers 7.33% 12.67% 22.67% 46.00% 11.33% 100%
Suppliers are chosen as per the 26 63 63 115 33 300 3.22 0.54
3
delivery performance 8.67% 21.00% 21.00% 38.33% 11.00% 100%
Suppliers are involved in the 43 58 70 101 28 300 3.04 0.46
4
quality training 14.33% 19.33% 23.33% 33.67% 9.33% 100%
(Source: Primary Data)
1. It is revealed that 27 (9.0) respondents strongly agreed, and 123 (41.0) respondents agree
with the statement that lean believes in establishing long term relationships with the
suppliers. In lean management, supplier relationship management is defined as a controlled
and systematic approach to sourcing the materials required in time at cost-effective terms.
2. 34 (11.3) respondents strongly agreed, and 138 (46.0) respondents agreed with the statement
that lean relies on a small number of high-quality suppliers. Lean helps in the consolidation
of the supply chain, which allows the businesses to reduce the number of suppliers they
purchase from, streamlining the purchasing process and making budgeting a simple task.
3. 33 (11.0) respondents strongly agreed, and 115 (38.33) agreed with the statement that lean
suppliers are chosen as per the delivery performance. As the number of suppliers chosen
under lean management is less in number, the selection of suppliers is purely based on their
competence, service, agility, timely delivery of materials, and efficient logistics
management.
4. 28 (9.33) respondents strongly agreed, and 101 (33.67) agreed with the statement that lean
suppliers are involved in quality training. Lean management believes that suppliers have to
be informed about quality standards and trained in the same, about the materials to be
delivered by them in order to meet the quality expectations by its customers.

Association between demographic factors and perspectives on the goals of lean management

The association between demographic factors and perspectives on the goals of lean management
has been tested, and the result is tabulated in table 4.2.9.

143
 Table 4.2.9 showing Association between demographic factors and perspectives on the goals
of lean management

Chi-square test
Factor Eliminates Sig. Helps in Sig. Reduces Sig. Develops Sig. Creates Sig.
the wastes value building value the cost value unique value integrated value
quality approaches techniques

Gender 9.900 .041* 13.735 .000* 14.973 .000* 1.663 .797 5.080 .279
Age 27.569 .036* 28.324 .025* 8.554 .931 25.311 .047* 14.136 .589
Educational 26.161 .041* 20.715 .190 9.922 .871 28.418 .021* 26.039 .042*
qualification
Experience 18.812 .093 28.261 .005 14.606 .264 30.347 .002 30.046 .003

In the above table chi-square test has been used to analyze the association between demographic
factors and perspectives on the goals of lean management. When gender is compared with
perspectives on the goals of lean management eliminates the wastes in the production process
(.041), lean management in building quality in the process (.000) and lean management reduces the
costs while improving the productivity (.000) is statistically significant, and the factors of lean
management develops unique approaches towards the corporate management (.797). Lean
management creates integrated techniques to contribute to corporate operations has no significant
association with gender. In addition when age is compared with perspectives on the goals of lean
management the factors like lean management eliminates the wastes in the production process
(.036), lean management helps in building quality in the process (.025) and lean management
develops unique approaches towards the corporate management (.047) has significant association,
as well as lean management, reduces the costs while improving the productivity (.931). Lean
management creates integrated techniques to contribute to corporate operations (.589) has no
significant association with age. The factors of perspectives on the goals of lean management the
factors of lean management eliminates the wastes in the production process (.041), lean
management develops unique approaches towards the corporate management (.021), and lean
management creates integrated techniques to contribute to the corporate operations (.042) is

144
statistically significant with educational qualification — the factors like lean management help in
building quality in the process (.190). Lean management reduces costs while improving
productivity is not statistically significant with educational qualification. When experience is
compared with factors of perspectives on the goals of lean management the factor like lean
management helps in building quality in the process (.005), lean management develops unique
approaches towards corporate management (.002) and lean management creates integrated
techniques to contribute to the corporate operations (.003) is statistically significant with experience
and the same time factors like lean management eliminates the wastes in the production process
(.093). Lean management reduces costs while improving productivity is not statistically significant
with experience, respectively.

the inter-correlation matrix between experience based on the relationship between lean
manufacturing and accounting
The inter-correlation matrix between experience based on the relationship between lean
manufacturing and account has been analyzed, and the result is shown in the below table ***.

145
Table 4.2.10 showing inter-correlation matrix between experience based on the relationship
between lean manufacturing and accounting
F1 F2 F3 F4 F5 F G
- - -
Lean manufacturing as part of lean .18 .14 .19
1 12 .01 .07
production helps in reducing waste 0** 5* 0**
1* 5 2
-
Lean management creates customer values .20 .14 .52 .05
1 .05
by providing quality products at low cost 1** 4* 5** 7
9
Lean manufacturing under a lean - -
.11 .16
production process reduces the time of 1 .06 .06
4* 8*
production 1 4
Lean accounting is used in lean production .03 .25 .09
1
to measure the lean manufacturing process 1 0** 8
Lean accounting measures the building .09 .00
1
inventory used in production 5 2
Lean accounting increases the sales of
.17
lean production by providing better 1
6**
information for the decision-making
Lean accounting identified the financial
1
effect of the lean production process
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
In the above table, the inter-correlation matrix has been used to analyze between experience based
on the relationship between lean manufacturing and accounting. The factor of lean manufacturing
as part of lean production helps in reducing waste has significant relationship with the factors of
lean manufacturing under lean production process reduces the time of production (.180), lean
accounting is used in lean production to measure the lean manufacturing process (.145) and lean
accounting identified the financial effect of the lean production process (.190). The factor of lean
management creates customer values by providing quality product at low cost is statistically

146
significant with the factors of lean accounting is used in lean production to measure the lean
manufacturing process (.201), lean accounting measures the building inventory used in production
(.144) and lean accounting increases the sales of lean production by providing better information
for the decision-making (.525). The factor of lean manufacturing under the lean production process
reduces the time of production, has a significant relationship with the factors of lean accounting
measures the building inventory used in production (.114), and lean accounting increases the sales
of lean production by providing better information for the decision-making (.168). The factor that
lean accounting is used in lean production to measure the lean manufacturing process has a
significant relationship with factors of lean accounting that increases the sales of lean production
by providing better information for the decision-making. Lean accounting increases the sales of
lean production by providing better information for the decision-making has a significant
relationship with the factor of lean accounting identified the economic effect of the lean production
process, respectively.

Impact of age and lean inventory, work in progress inventory and warehouse management
practices:

147
The impact of age and lean inventory, work in progress inventory, and warehouse management
practices have been analyzed with regression analysis, and the result is shown in the below table
***.

Table 4.2.11 showing the Impact of age and lean inventory, work in process inventory and
warehouse management practices

Dependent Independent Variable Regression Standard “t”

Variable Coefficient Error Value
(Beta)Value
Age (Constant) 1.220 .114 10.689
Amount of raw materials
supplied to the .061 .026 2.383
organizations
Wastage of raw materials
.075 .035 3.165
has decreased
Batch sizes of resources
-.016 .025 -.632
have been reduced
Transportation cost has
increased as there is daily .021 .024 .887
deliveries
R-Value 0.155
R2 Value 0.24
F Value 3.821*
Number of Samples 467

Regarding the perspectives on the benefits of implementing lean management in automobile firms,
regression analysis has been tested. The F- ratio was found to be 3.821, which indicates that the
result of the regression model is statistically significant as the "p" value is less than the significant
level (P=0.05). In addition, Beta Coefficients was also calculated for all the independent factors like
the amount of raw materials supplier to the organization (.061), wastage of raw materials have
decreased (.075), batch sizes of resources have been reduced (-016) and transportation cost has

148
 increased as there are daily deliveries (.021). Factors like amount of raw materials supplied to the
organizations and wastage of raw materials have decreased were highlighted as significant
predictors and have the positive impact on lean inventory, work in process inventory and warehouse
management process except the factor batch sizes of resources have been reduced and transportation
cost has increased as there are daily deliveries as the “p” value is not statistically significant at 5%
level of significance.

Relationship between demographic factors and perspectives on the benefits of implementing

lean management in the automobile firms

The relationship between demographic factors and perspectives on the benefits of implementing
lean management in the automobile firms is analyzed by one way ANOVA tool, and the result is
tabulated in table 4.2.12.

Relationship between demographic factors and perspectives on the benefits of implementing

lean management in the automobile firms

F-Test
Factor Helps in Sig. Gaining Sig. Generating Sig. Drives Sig. Helps in Sig.
removing value satisfied value cash-backs value down value delivering value
wastes customers the costs the quality
leading products
to high
profits
Gender 1.297 .256 .161 .688 4.066 .000 2.580 .114 5.030 .000
Age 3.784 .005 3.548 .009 .754 .556 4.663 .000 .197 .940
Educational .825 .510 3.050 .018 4.162 .000 1.610 .172 2.849 .045
qualification
Experience 3.299 .026 2.876 .036 2.687 .049 .248 .863 .364 .779

In the above table, the relationship between demographic factors and perspectives on the benefits
of implementing lean management in the automobile, firms have been tested by using one way
ANOVA tool. When gender is compared with perspectives on the benefits of implementing lean
management in the automobile firms the factors of lean accountings helps in generating cash-backs
by eliminating the stocks in the process (.000), and lean helps in delivering the quality products at

149
a low cost affecting organization performance (.000) is statistically significant. The factors that lean
manufacturing helps in removing the wastes (.256), lean management helps in gaining satisfied
customers by identifying their values (.688) and lean drives down the costs leading to high profits
for the company (.114). The factors of lean manufacturing helps in removing the wastes (.005), lean
management helps in gaining satisfied customers by identifying their values (.009) and lean drives
down the costs leading to high profits for the company (.000) is statistically significant and lean
accounting helps in generating cash-backs by eliminating the stocks in the process (.556). Lean
helps in delivering the quality products at a low cost affecting organizational performance (.940) is
not statistically significant when age is compared with perspectives on the benefits of implementing
lean management in the automobile firms. Lean management helps in gaining satisfied customers
by identifying their values (.018), lean accounting helps in generating cash-backs by eliminating
the stocks in the process (.000) and lean helps in delivering the quality products at a low cost
affecting organizational performance (.045) is statistically significant and lean manufacturing helps
in removing the wastes (.510) and lean drives down the costs leading to high profits for the company
is not statistically significant when educational qualification is compared with perspectives on the
benefits of implementing lean management in the automobile firms. The factors like lean
manufacturing helps in removing the waste (.026), lean management helps in gaining satisfied
customers by identifying their values (.036) and lean accounting helps in generating cash-backs by
eliminating the stocks in the process is statistically significant when experience of the respondents
is compared with perspectives on the benefits of implementing lean management in the automobile
firms respectively.

150
Association between demographic factors of the respondents and experiences on the
relationship between suppliers and lean management:

The association between demographic factors of the respondents and experience on the relationship
between suppliers and lean management is analyzed, and the result is tabulated in table 4.2.13.

Association between demographic factors of respondents and experiences on the relationship

between suppliers and lean management.
Chi-square test
Factor Lean established Sig. The small Sig. Chosen as per Sig. Involved in Sig.
long-term value number of value delivery value quality value
relations high-quality performance training
suppliers
Gender 1.416 .841 11.158 .025 10.308 .036 3.298 .509
Age 16.462 .421 28.752 .022 26.253 .045 21.655 .155
Educational 33.579 .006 28.024 .039 21.388 .164 29.051 .027
qualification
Experience 9.446 .664 29.432 .016 26.248 .148 11.687 .471

In the above association between demographic factors of the respondents and experiences on the
relationship between suppliers and lean management has been tested by using the chi-square test.
The factors of lean rely on a small number of high-quality suppliers (.025), and suppliers are chosen
as per the delivery performance (.036) is statistically significant when gender is compared with
experience on the relationship between suppliers and lean management. According to age, the factor
lean relies on a small number of high-quality suppliers (.022), and suppliers are chosen as per the
delivery performance (.045) has a significant association with experience on the relationship
between suppliers and lean management. Besides, the factor of lean relies on a small number of
high-quality suppliers (.069), and suppliers are involved in the quality training (.027) is statistically
significant when educational qualification is compared with experience on the relationship between
suppliers and lean management. The factors like lean rely on a small number of high-quality
suppliers (.016), and suppliers are chosen as per the delivery performance (.048) is statistically
significant when the experience of the respondents is compared with experience on the relationship
between suppliers and lean management respectively.

151
4.3 ANALYSIS AND INTERPRETATION FOR EMPLOYEES

4.3.1. Gender of the respondents:

Gender is one of the essential demographic variables as the perception of the respondents may get
vary with the Male and Female respondents in different aspects. The details about the gender of the
respondents have been analyzed and tabulated in the below table 4.3.1.
The details about the gender of the respondents have been analyzed, and the result tabulated in
below table 4.3.1

TABLE 4.3.1 GENDER OF THE RESPONDENTS

Gender Frequency Percent Cumulative Percent

Male 459 76.5 76.5

Female 141 23.5 100.0
Total 600 100.0
(Source: Primary data)

Chart 4.3.1 Gender of the respondents

Female

Male

0 100 200 300 400 500

The above table indicates that detail about the age of the respondents. Among 600 respondents, 459
(76.5) respondents are male as well as 141 (23.5) respondents are female. It is found that the
majority of respondents are male, respectively.

152
4.3.2 Age of the respondents:
Age is a significant determinant factor to identify the employee's perception in an organization. Age
is divided into five categories like 1) upto 25 years, 2) 25-35 years 3) 36-45 years 4) 46-55 years,
and 5) Above 55 years. The details about the age of the respondents are tested, and the result has
been shown in table 4.2.
TABLE 4.3.2 AGE OF THE RESPONDENTS
AGE (YEARS) Frequency Percent Cumulative Percent

upto 25 years 135 22.5 22.5

25-35 years 258 43.0 65.5
36-45 years 105 17.5 83.0
46-55 years 61 10.2 93.2

above 55 years 41 6.8 100.0

Total 600 100.0

(Source: Primary data)

Chart 4.3.2 Age of the respondents

36-45
years
18% 46-55 years
10%
25-35 years Other
43% 17%
above 55 years
upto 25 years 7%
22%

Table 4.2 mentions that detail about the age of the respondents. 135 (22.5) respondents are from the
age group of upto 25 years, 258 (43.0) respondents are from the age group of 25-35 years, 105
(17.5) respondents are from the age group of 36 to 45 years, 61 (10.2) respondents are from the age
group of 46-55 years, and 41 (6.8) respondents are from the age group of above 55 years
respectively. It is revealed from the above table that the majority of respondents are from the age
group of 25-35 years.

153
4.3.3. Educational qualification of the respondents:

The details about the educational qualification of the respondents are analyzed, and the result is
presented in table 4.3.

TABLE 4.3.3 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Education Frequency Percent Cumulative Percent

Schooling 137 22.8 22.8

undergraduate 293 48.8 71.7

postgraduate 97 16.2 87.8

Professionals 73 12.2 100.0
Total 600 100.0
(Source: Primary data)

Chart 4.3.3 Educational qualification of the

respondents

300
250
200
150
100
50
0
Schooling under post Professionals
graduate graduate

The above table demonstrates that detail about the educational qualification of the
respondents. 137 (22.8) respondents have completed their qualification at schooling level, 293
(48.8) respondents have completed their qualification at under graduation, 997 (16.2) respondents
have completed their qualification at post-graduation, and 73 (12.2) respondents have completed
professional level qualification respectively.

154
4.3.4. Details about the experience of the respondents:

The details about the experience of the respondents have been tested, and the result is shown in
table 4.3.4.

Table 4.3.4 SHOWING THE DETAILS ABOUT EXPERIENCE OF THE RESPONDENTS

Experience (years) Frequency Percent Cumulative Percent

upto 5 years 103 17.2 17.2

5 to 10 years 345 57.5 74.7
11 to 15 years 100 16.7 91.3

above 15 years 52 8.7 100.0

Total 600 100.0

(Source: Primary data)

Chart 4.3.4 Experience of the respondents

400
350
300
250
200
150
100
50
0
upto 5 years 5 to 10 years 11 to 15 years above 15 years

The above table shows that detail about the experience of the respondents. 103 (17.2)
respondents have experience at upto 5 years, 345 (57.5) respondents have 5 to 10 years' experience,
100 (16.7) respondents have 11 to 15 years' experience, and 52 (8.7) respondents have above 15
years' experience respectively. It is found that the majority of respondents have 5 to 10 years’
experience.

4.3.5. Quality improvement methods:

155
The details about the quality improvement method have implemented to develop lean management
has been analyzed, and the result is tabulated in table 4.3.5.

Table 4.3.5 SHOWING DETAILS ABOUT QUALITY IMPROVEMENT METHODS OF

ORGANIZATION
Quality improvement methods Frequency Percent

Six sigma 278 46.3

Lean production 352 58.7
Value stream mapping 362 60.3
Process mapping 315 52.5
Others 135 22.5
(Source: Primary data)

Chart 4.3.5 Quality improvement methods

400

300

200

100

0
Six sigma Lean production Value stream Process mapping
mapping

It is found from the above table that 278 (46.3) respondents perceived that firm had
implemented six sigma quality improvement method to develop lean management, 352 (58.2)
respondents perceived that firm had implemented lean production quality improvement method to
develop lean management, 362 (60.3) respondents perceived that their firm has implemented value
stream mapping for quality improvement method, 315 (52.5) respondents perceived that process
mapping quality improvement method had been implemented by their firm respectively. It is
revealed that the majority of respondents perceived that their firm implements the value stream
mapping and quality improvement method.

4.3.6. Details about benefits of lean management:

156
The details about the benefits of lean management have been tested, and the result is tabulated in
table 4.3.6.

Table 4.3.6 showing details about rank correlation for benefits of lean management
Benefits of Lean management Mean score Rank
Improved quality of products 5.4055 13
Improved visual management 6.1562 12
Increased efficiency 7.1336 6
Workforce reductions 5.0612 14
Easy management 7.7200 5
Problem elimination 7.9681 4
Safe work environment 8.1683 3
Increase in productivity 8.1767 2
Decrease in process 7.0124 7
Reduced pollution level 6.9531 9
More incentives and rewards 6.6513 10
Less number of shifts 6.5460 11
More inspections and quality checks 6.9663 8
Reduction of rework 8.2350 1
In the high rank,the correlation has been used between factors of benefits of lean management. The
mean score of the factors has allotted rank. The reduction of rework has got chosen for the first rank
with the highest mean score of 8.2350. The mean score for an increase in productivity (.8.1767),
Safe work environment (.8.1683), problem elimination (.7.9681) is secured for a second, third, and
fourth run, respectively. Easy management (7.7200), increased efficiency (7.1336), Decrease in the
process (7.0124), and more inspections and quality checks (6.9663) sare chosen for fifth, sixth,
seventh and eighth rank with the mean score. Eventually the factors of reduced pollution level
(6.9513), more incentives and rewards (6.6513), less number of shifts (6.5460), improved visual
management, improved quality of products (5.4955) and manpower reductions (5.0612) is chosen
for the ninth, tenth, eleventh, twelfth, thirteenth and fourteenth rank with lowest level of mean score.

4.3.7 Details about Stress level:

157
The details about the stress level of the respondents before lean was implemented has been tested,
and the result is presented in below table 4.3.7

Table 4.3.7 showing details about Stress level high before lean was implemented
Stress level Frequency Percent Cumulative Percent

Yes 424 70.7 70.7

No 176 29.3 100.0
Total 600 100.0
The above table indicates that details about stress level high before lean were implemented.
424 (70.7) respondents perceived that they had a high level of stress before lean implemented as
well as 176 (29.3) respondents perceived they had no high level of stress before lean implemented.
Causes for an increase in stress level:
Details about causes for the increase in the stress level of respondents have been tested, and the
result is tabulated in table 4.3.7A.
Causes for an increase in stress level Mean score Rank

More defects 3.7541 3

Waiting time was more 4.1254 1
Required materials were not available on time 4.0215 2
The training was not helpful to analyze the situation 3.2351 5
Increase in responsibility 3.5214 4
Job security is not ensured 3.0126 6
The above table reveals the rank correlation between the factors of the benefits of lean management.
The factor of waiting time was more (4.1254) is got chosen for the first rank with the highest mean
score. Required materials were not available on time (4.0215), more defect (3.7541), and increase
in responsibility (3.5214) is got secured for second, third, and fourth rank, respectively. The lowest
mean score for training was not helpful to analyze the situation (3.2351), and job security is not
ensured (3.0126) is selected for fifth and sixth rank. It is found that the majority of employees is
agreed more about waiting time was more before lean management was implemented at their firm,
respectively.

TABLE 4.3.8

158
 SHOWING OPINIONS REGARDING LEAN MANAGEMENT
Scale Results
Total
S.No Statement Mean
SD D N A SA (N) SD
Score
A multi-dimensional approach
which includes different types of 34 91 89 329 57 600

1 management practices to focus on 3.47 0.85

supplier management, waste 5.67% 15.17% 14.83% 54.83% 9.50% 100%

reduction, and quality.
A method that helps in 34 51 93 344 78 600
2 continuous improvement of the 3.64 0.91
5.67% 8.50% 15.50% 57.33% 13.00% 100%
employees.
A continuous improvement 48 52 109 337 54 600
3 process to detect and eliminate 3.50 0.89
8.0% 8.7% 18.2% 56.2% 9.0% 100%
waste.

A technique through a company 33 71 112 312 72 600

4 3.53 0.80
can reduce costs. 5.50% 11.83% 18.67% 52.00% 12.00% 100%

A process that focuses on meeting

40 58 130 282 90 600
customer expectations by 3.54 0.72
5
delivering quality products at the
6.67% 9.67% 21.67% 47.00% 15.00% 100%
least cost.
A tool which increases 44 88 127 269 72 600 3.40 0.66
6
productivity 7.33% 14.67% 21.17% 44.83% 12.00% 100%
A method that reduces the 56 70 143 281 50 600 3.33 0.71
7
process 9.33% 11.67% 23.83% 46.83% 8.33% 100
(Source: Primary Data)

1. The above table reveals details about the multi-dimensional approach, which includes
different types of management practices to focus on supplier management, waste reduction,
and quality. In the analysis, it is seen that the majority of the respondents, i.e., 3.47 (Mean
Score), agree that lean management is a multi-dimensional approach that takes into
consideration different types of management practices that focuses on supplier management,
waste reduction, and quality products and services. On the other hand, it is observed that
very fewer respondents, i.e., 34 (5.67%), disagree with the statement.

159
2. In the analysis, it is observed that the majority of the respondents, i.e., 3.64 (Mean score),
agree with the statement that the lean management method helps in the continuous
improvement of the employees. As a Lean manufacturing tool improves quality,
productivity, safety, and workplace culture, it brings in a sense a pride for the employees to
be associated with the company and makes them put in their optimal efforts towards
improving their work efficiency.
3. Here from the analysis, we observe that the majority of respondents, i.e., 64%, have an
agreed for the statement that lean management is a continuous improvement process to
detect and eliminate waste. This may be due to the reason that lean management has been
assisting them with continuous improvement by eliminating wasteful transactions.
4. From the table, we can analyze that the majority of the respondents, i.e., 62% agreed with
the statement that lean management to be a technique through which a company can cut
down on its costs. This may be because they perceive that the main objective of lean
management lies in reducing wastage and maximizing value for customers, thereby
contributing to efficient cost management.
5. The above table demonstrates that detail about the process focuses on meeting customer
expectations by delivering quality products at the least cost. It is seen that most of the
respondents, i.e., 62% agree with this statement. The reason may be because one of the
significant features of lean management is that the product here is pulled as per the
customers' demand rather than pushing it based on a planning system. This not only cuts
down on cost and time but also overall reduces the manufacturing lead time.
6. The above table indicates that detail about tools which increases productivity. 56.83% of
respondents agree that lean management helps in increasing productivity. The reason is that
it takes shorter response time to customer demands, reduces inventory,and reduction in the
working capital requirement, enhanced quality, and better floor space utilization, reductions
in scrap and rework, and increased employee participation, which ultimately leads to better
productivity.
7. From the above table, we analyze that majority of respondents, i.e., 55.16% agree with the
statement that lean management is a method that reduces the process as it allows the
production of one unit at a time, at a formulated rate, while removing non-value adding wait
time and other kinds of delays.

160
 TABLE 4.3.9
PERSPECTIVES ON THE INFLUENCES OF LEAN MANAGEMENT ON
WORKFORCE
Scale Results
Total
S.No Statement Mean
SD D N A SA (N) SD
Score
It has helped in forming teams to 45 76 141 288 50 600 3.37 0.73
1
solve issues. 7.50% 12.67% 23.50% 48.00% 8.33% 100%
The firms provide feedback on 49 78 145 280 48 600
2 the quality performance of the 3.33 0.71
8.17% 13.00% 24.17% 46.67% 8.00% 100%
employees
Employees are engaged in the 38 71 121 281 89 600
3 decision making of lean 3.52 0.71
6.33% 11.83% 20.17% 46.83% 14.83% 100%
management
It improves the organizational 48 56 126 325 45 600
performance by involving the 3.44 0.85
4
employees to eliminate the 8.00% 9.33% 21.00% 54.17% 7.50% 100%
wastes
After lean was implemented 35 66 108 327 64 600
5 productivity of firm was 3.53 0.85
5.83% 11.00% 18.00% 54.50% 10.67% 100%
increased
We cannot except job security 39 51 132 284 94 600 3.57 0.73
6
under lean 6.50% 8.50% 22.00% 47.33% 15.67% 100%
(Source: Primary Data)

1. The above table focuses on understanding the respondents' perspectives on the influences
of lean management in workforce management, affecting organizational performance. It is
observed that the majority of the respondents, i.e., 338(56.33%), believe that lean
management has helped organizations information of groups to resolve interdepartmental
issues concerning production activities.
2. Here it is observed from the table that around 54.67%, i.e., 328 respondents agree that lean
management helps firms to provide feedback on the work quality of employees, thereby
motivating the efficient employees to polish their work skills further also offering a chance
to average-performing employees to improve their working abilities.

161
 3. It is evident from the above table that the majority of the respondents, i.e., 370 (61.65%),
agree that the statement that employees are engaged in the decision making of lean
management is accurate. It may be due to the reason that lean management believes in
considering the suggestions given by not only top officials but also the floor employees are
given a chance to be heard while top management has to make crucial decisions relating to
the production aspect.
4. The above table shows that many respondents, i.e., 370 (61.65%), agree that lean
management improves organizational performance by involving employees to eliminate the
wastes. As all employees under lean management get a chance to be part of the decision-
making process, they do feel a sense of responsiveness in putting up their best efforts in the
elimination of all possible wastage during the production process.
5. It revealed from above table majority of respondents, i.e., 391 (65.17%), agree statement
after lean was implemented productivity of firm increased. It is because lean management
is seen as a production activity that focuses mainly on the elimination of wasteful elements
in all processes to increase productivity.
6. The above table demonstrates that most of the respondents, i.e., 378 (63%) agree that job
security cannot be expected under lean management because they perceive that this system
focuses on getting continuous feedback about employees to work efficiency and even a
slight deviation from the expected performance can pose a job security threat.

TABLE 4.3.10
EDUCATION AND TRAINING
S.No Statement Scale Results

162
 Total
SD D N A SA Mean Score SD
(N)
Employees are encouraged to 45 95 137 261 62 600
1 accept education and training in 3.33 0.64
7.50 15.83 22.83 43.50 10.33 100
your firm
Training about how to use lean 50 88 147 267 48 600
2 3.29 0.67
management tools was provided 8.33 14.67 24.50 44.50 8.00 100
The training was inadequate and 151 250 100 69 30 600
3 more inputs should have been 2.95 0.23
25.17 41.67 16.67 11.50 5.00 100
given

After training, employees found it 40 75 151 278 56 600

4 easy to adapt to the new 3.39 0.71
6.67 12.50 25.17 46.33 9.33 100
manufacturing process
All things thought in training was 60 285 136 73 46 600
5 2.60 0.32
already known to us 10.00 47.50 22.67 12.17 7.67 100
No changes were found even after 138 243 110 56 53 600
6 2.41 0.22
training 23.00 40.50 18.33 9.33 8.83 100
(Source: Primary Data)

1. The table indicates that the majority of the respondents, i.e., 323 (53.8%), agree that lean
manufacturing employees are encouraged to accept education and training in the firm. It is
seen that lean management brings in New approach towards the production of products and
hence enables employees to take up education and training programs offered by the firm.
2. The above table demonstrates that around 52.5% of the respondents agree that they were
provided training to help then with the usage of lean management tools as this concept is
newly introduced in India and requires training for employees to throw light on various tools
used under this method.
3. The above table shows that majority of the respondents i.e. 401 (66.84%) disagreed with the
statement that training provided to them with regard to understanding of lean management
was inadequate and more inputs should have to be given as they feel that this system of
manufacturing is still in infancy stage in India and knowledge on this topic has to be built
gradually.
4. The above table indicates that most of the employees, i.e., 334 (55.66%), agree that after
training, employees found it easy to adapt to the new manufacturing process. With adequate

163
 training about the usage of lean management tools, it becomes easy for the employees to
adapt themselves to the new system.
5. The above table shows that majority of the respondents, i.e., 345 (57.50%) disagreed with
the statement that all things thought in training was already known to them, the as lean
management system is new to India, and hence its tools are unfamiliar and require thorough
training to employees for understanding the same.
6. From the above table, it is analyzed that the majority of the respondents, i.e., 381 (63.50%)
disagreed with the statement that there were no changes of improvement seen even after
training. The reason may be that even though lean management is at its early stage of
development and implementation, the adequate training provided to the employees in this
area has made them witness evident signs of improvement in the production process.

TABLE 4.3.11
DIFFERENCE BETWEEN LEAN MANUFACTURING AND TRADITIONAL
MANUFACTURING PROCESS
S.No Statement Scale Total (N) Results

164
 Mean
SD D N A SA SD
Score
In lean, production is driven by 14 71 134 235 146 600.00 3.71 0.648539
1
customer demands. 2.33% 11.83% 22.33% 39.17% 24.33% 100.00%
In lean, problems are viewed as 13 70 120 256 141 600.00
2 opportunities to improve. 3.74 0.692047
2.17 11.7 20 42.7 23.5 100.00

In lean, work in progress is a sign 142 297 54 65 42 600.00 2.28 0.308062

3 of improvement.
7.50% 10.67% 23.67% 49.50% 23.67% 100.00%
Lean, focus is on building the 41 63 141 282 73 600 3.47 0.714103
4
error-proof processes. 6.83% 10.50% 23.50% 47.00% 12.17% 100.00%
(Source: Primary Data)

1. The above table indicates that the majority of the respondents, i.e., 381 (63.50%), agree that
customer demands drive lean production. Lead management understands customers' wants
and creates value for customers by the usage of fewer resources.
2. The above table reveals that most of the respondents, i.e., 397 (66.2%), agree that in lean
management, problems are viewed as opportunities to improve. In a lean system, problems
are viewed as opportunities for improvement often through root cause analysis for finding
optimal solutions.
3. The above table shows that the majority of the respondents, i.e., 439 (73.17%) disagree that
lean management work in progress is considered to be a sign of improvement.
4. The above table indicates that around 355 (59.17%) respondents agree with the statement
that lean focus is on building the error-proof production processes. Lean management is
believed to create a culture of continuous improvement, creating value for customers and
eliminating all possible wastage during the production process, ultimately leading to the
error-proof production system.

Table 4.3.12

ASSOCIATION BETWEEN DEMOGRAPHIC VARIABLES OF THE RESPONDENTS

AND OPINIONS REGARDING LEAN MANUFACTURING ORGANIZATIONS

165
 Chi-square test
Factor Multi- Sig. Continuo Sig. Detect Sig. Red Sig. Quali Sig. Increas Sig Reduce Sig
dimensional value us valu and val uce valu ty value es s the valu
approach improvem e elimina ue cost e prod product process e
ent te s ucts ivity

Gender 2.372 .668 18.044 .005 18.639 .001 3.98 .480 6.528 .163 14.327 .034 13.485 .048
7
Age 31.577 .011 6.274 .985 29.134 .023 16.6 .409 12.45 .712 34.021 .000 26.496 .042
46 6
Educational 6.645 .880 9.114 .693 32.698 .000 29.7 .022 11.84 .458 30.132 .016 13.691 .321

qualification 79 6

Experience 29.591 .023 17.810 .122 14.204 .288 11.0 .527 37.09 .000 25.568 .012 38.817 .000
20 2

In the above table association between demographic variables of the respondents and opinions
regarding lean manufacturing,the organization has been tested by using the Chi-square test. The
factors of method helps in continuous improvement of the employees (.005), continuous
improvement process to detect and eliminate waste (.001), tool which increases productivity (.034)
and method reduces the process (.048) is statistically significant when gender is compared with
opinions regarding lean manufacturing organizations and the factors multi-dimensional approach
which includes different types of management practices to focus on supplier management, waste
reduction and quality (.668), techniques through a company can reduce cost (.480) and process
focuses on meeting the customer expectation by delivering the quality products at least cost (.163)
is not statistically significant with opinions regarding lean manufacturing organizations. In age, the
factors of multi-dimensional approach which includes different types of management practices to
focus on supplier management, waste reduction and quality (.011), continuous improvement
process to detect and eliminate waste (.023), tool which increases productivity (.034) and method
reduces the process has significant association when compared with factors of opinions regarding
lean manufacturing organizations of the respondents. For educational qualification of the
respondents, the factors that continuous improvement process to detect and eliminate waste (.000),
technique through a company can reduce cost (.022) and tool which increases productivity (.016)
has no significant association when educational qualification of the respondents is compared with
opinions regarding lean management in manufacturing organizations. According to experience,
multi-dimensional approach which includes different types of management practices to focus on

166
 supplier management, waste reduction and quality (.023), process focuses on meeting the customer
expectation by delivering the quality products at least cost (.000), tool which increases productivity
(.012) and method reduces the process (.000) has no significant association when experience of the
employees is compared with factors of opinions regarding lean management in manufacturing
organizations.

TABLE 4.3.13

RELATIONSHIP BETWEEN DEMOGRAPHIC FACTORS OF THE RESPONDENTS

AND PERSPECTIVES OF THE INFLUENCES OF LEAN MANAGEMENT

F value
Factor Helped Sig. Provide Sig. Engaged Sig. Eliminate Sig. Productivity Sig. Cant Sig
in value feedback on value in value the wastes value was value except value
forming quality decision increased for job
teams performance making security

Gender 3.657 .026 .033 .857 6.441 .011 4.556 .033 2.290 .131 .003 .956
Age .683 .604 1.280 .276 2.891 .022 2.614 .034 1.087 .362 5.204 .000
Educational 3.028 .029 6.022 .000 1.289 .277 .377 .770 3.154 .025 .141 .935
qualification
Experience 4.218 .027 .679 .565 6.448 .000 2.743 .042 3.041 .036 1.689 1.698

In the above table, one way, ANOVA tool has been used to analyze the relationship between
demographic factors of the respondents and perspectives of the influences of lean management in
the workforce management affecting organizational performance. When gender is compared with
factors of perspectives of the influences of lean management in the workforce management
affecting organizational performance, lean management has helped in forming teams to solve issues
(.026), employees are engaged into decision making of lean management (.011) and lean
management improves the organizational performance by involving the employees to eliminate the
waste (.034) is statistically significant with the factors of perspectives of influence of lean
management in the workforce management affecting organizational performance. For age, the
factors employees are engaged into decision making of lean management (.022), lean management
improves the organizational performance by involving the employees to eliminate the wastes (.034)
and employees cannot expect job security under lean (.000) is statistically significant when the

167
factors of perspectives of the influences of lean management in the workforce management
affecting organizational performance. In addition, the factors of lean management has helped in
forming teams to solve issues (.026), firms provide feedback on the quality performance of the
employees (.000) and after lean was implemented productivity of firm was increased (.025) is
statistically significant when educational qualification is compared with perspectives of the
influences of lean management in the workforce management affecting organizational performance.
When experience of the respondents is compared with the factors of workforce management
affecting organizational performance, the factors that lean has helped in forming teams to solve
issues (.007), employees are engaged into decision making of lean management (.000), lean
management improves the organizational performance by involving the employees to eliminate the
wastes (.042) and after lean was implemented productivity of firm was increased (.036) is
statistically significant at 0.05 significant level respectively.

Table 4.3.14 showing inter-correlation matrix between the factors of Education and Training
Factors F F F3 F4 F5 F6
1 2
-
- .12 .09 .15
Encouraged to accept education and training 1 .01
.0 1** 6* 0**
0

168
 0
6
-
.09 .19 .06
Training about how to use lean management 1 .05
9* 9** 6*
0
.00 .16 .05
The training was inadequate and more inputs 1
9 6** 8
-
After training found it easy to adopt a new .14
1 .04
manufacturing process 6**
4
-
All things thought in training was already known to
1 .12
them
8**
No changes were found even after training 1
Significant at 0.05 level**
Significant at 0.01 level*

In the above table,the inter-correlation matrix has been used to analyze the relationship between the
factors of education and training of the respondents. It is shown that the factor of encouraged to
accept education and training is statistically significant with training was inadequate and more
inputs (.121), after training found easy to adopt new manufacturing process (.096) and all things
thought in training was already known to us (.150). Likewise, training about how to use lean
management is statistically significant with training was found easy to adopt new manufacturing
processes, and no changes were found even after training (.066). The factor of training was
inadequate, and more inputs are statistically significant with all things though in training was
already know to them. The factor of after training found it easy to adopt new manufacturing
processes is statistically significant, with no changes were found even after training. The factor all
things thought in training was already known to them is significant, with no changes were found
even after training (-.128) with a negative value. Hence it is not considereda significant relationship
with these factors, respectively.

169
 Table 4.3.15 showing association between demographic variables of the respondents and
opinions regarding lean manufacturing organizations
Chi-square test
Factor Customer Sig. Opportunities Sig. Progress is a Sig. Focus in on Sig.
demands drive value to improve value sign of value building the value
production improvement process

Gender 15.237 .000 1.336 .855 9.982 .037 2.627 .622

Age 14.809 .539 42.079 .000 28.559 .038 12.793 .688
Educational 8.360 .756 29.781 .018 23.512 .027 30.079 .002
Experience 7.791 .801 8.740 .725 33.018 .000 26.850 .045
In the above table association between demographic variables of the respondents and opinion
regarding lean manufacturing,the organization has been tested by using the chi-square test. When
gender is compared with the opinion regarding lean manufacturing organization the factors like in
lean production are driven by the customer demands (.000), and work progress is a sign of
improvement (.037) is statistically significant. Also, the factors of problems are viewed as
opportunities to improve (.000), and work in progress is a sign of improvement (.038) is statistically
significant when age is compared with opinions regarding lean manufacturing organizations. For
educational qualification, problems are viewed as opportunities to improve (.018), work in progress
is a sign of improvement (.027), and focus is no building the processes which are error-proof (.002)
is significant when opinions regarding lean manufacturing organization are compared with
educational qualification of the respondents. The factor of work in progress is a sign of
improvement, and lean focus is on building the error-proof processes is statistically significant when
the experience of employees is compared with factor about opinion regarding lean manufacturing
organization.

Table 4.3.16 showing relationship between gender of the respondents and education
and training

Mean Std. Sum of D Mean F

Deviation Squares f Square
Employees are encouraged to accept education and training in their firm
Between 5.070
5.083 1 5.083
Groups
Male 2.6601 1.08280

170
 Female 2.6879 1.13474 P>
5 0.05
Within Signific
717.250 9 1.199
Groups ant
8
Training about how to use lean management tools was provided
Between 4.277
4.640 1 4.640
Groups
Male 2.7451 1.08098
Female 2.5887 1.06282 P>
5 0.05
Within Signific
693.318 9 1.159
Groups ant
8
The training was inadequate and more inputs should have been given .110
Between P<
.119 1 .119 0.05
Groups
Not
Male 2.3312 1.06314 Signific
ant
Female 2.2979 .96173
5
Within
647.154 9 1.082
Groups
8
After training, employees found it easy to adapt to the new manufacturing .110
process
Between
.211 1 .211
Groups
Male 2.6187 1.01547 P<
Female 2.5745 1.10992 0.05
Not
5
Within Signific
644.747 9 1.078 ant
Groups
8
All things thought in training were already known to us.
Between
11.348 1 11.348 11.134
Groups
P>
Male 2.6863 1.08062 0.05
Female 2.5745 1.12271 Signific
5 ant
Within
711.292 9 1.189
Groups
8
No changes were found even after training.
Between
1.842 1 1.842 1.198
Groups
P<
Male 3.1590 1.22152 0.05
Female 3.0284 1.29804 Not
5 Signific
Within ant
919.277 9 1.537
Groups
8

In the above table,the relationship between the gender of the respondents and education and training
has been tested by one way ANOVA tool. The highest mean score of 2.6879, and the F value 5.070

171
indicates that female respondent female respondents agreed more about the statement that
employees are encouraged to accept education and training in their firm than male respondents. The
highest mean score of 2.7451 and the F value 4.277 demonstrate that male respondents have agreed
more about the statement that training about how to use lean management tools was provided than
female respondents. The highest mean score of 2.3312 and the F value .110 indicates that male
respondents agreed more about the statement that training was inadequate, and more inputs should
have been given than female respondents. The highest mean score of 2.6863 and the F value 11.134
reveal that male respondents have agreed more about the statement that all things though in training
were already known to us than female respondents. The highest mean score of 3.0284 and the F
value 1.198 reveal that male respondents have agreed more about the statement. No changes were
found even after training than female respondents. The calculated significant value is lower than
the table value [employees are encouraged to accept education and training in their firm = .021 >
0.05, Training about how to use lean management tools were provided = .032 > 0.05, Training was
inadequate and more inputs should have been given = .740 < 0.05, After training employees found
it easy to adapt to new manufacturing process = .740 < 0.05, All things thought in training was
already known to us = .000 > 0.05 and No changes were found even after training = .274 < 0.05]It
is clearly found that there is significant relationship between gender of the respondents and
education and training respectively.

172