Lean Practices, Warehouse Performance & Customer Satisfaction - A Study on Electrical & Electronics Manufacturing in China
DOI:
https://doi.org/10.61841/nq4chm76Keywords:
Lean practices, warehouse performance, customer satisfaction, electrical & electronics manufacturing, ChinaAbstract
Literatures have recognized lean production and lean warehouse as a prominent manufacturing philosophy that is based on customer-focused process improvements. To further enhance customer satisfaction performance, many electrical & electronics manufacturers are turning to lean manufacturing practices to increase their business performance. However, numerous studies argued that the theory and practice show inconsistent results between lean practices and warehouse performance. In China context, , few researches have been conducted on lean warehouse practices in electrical & electronics manufacturing. Therefore, this study seeks to establish the inter-relationship of lean warehouse practices of standardization, supplier network, quality at source and inventory management and customer satisfaction, in China electrical & electronics manufacturing and underpinned by the Resource-Based View (RBV). A quantitative and a cross-sectional research design were adopted, and one hundred and fifty two research questionnaires were administered to managers/executives in China. A valid response of 129 questionnaires was obtained and the data was analyzed using the SPSS and Smart PLS. From the research outcome, the hypothesized relationship between lean practices of standardization and warehouse’s customer satisfaction was supported. Secondly, the hypothesized relationship between lean practices of supplier network and warehouse customer satisfaction was supported. Thirdly, the hypothesized relationship between lean practices of quality at source and warehouse’s customer satisfaction was also supported. Finally, the hypothesized between lean practices of inventory management and warehouse’s customer satisfaction was not supported. Research limitations, future research and conclusion were discussed in this study.
Downloads
References
Alsmadi, M., Almani, A. & Jerisat, R. (2012). A comparative analysis of Lean practices and performance in the UK manufacturing and service sector firms. Total Quality Management & Business Excellence, 23, 3–4, 381–396.
Bortolotti, T. & Romano, P. (2012). Lean first, then automate: a framework for process improvement in pure service companies. A case study. Production Planning & Control, 23(7), 513–522.
Chiarini, A. & Douglas, A (2015). The impact of logistics solutions on customer satisfaction: An exploratory qualitative study of manufacturing companies. Sinergie Italian Journal of Management, 33, (97).
Costantino, N., Dotoli, M., Falagario, M., Fanti, M. P., & Mangini, A. M. (2012). A model for supply management of agile manufacturing supply chains. International Journal of Production Economics, 135(1), 451-457.
Fang, J. & Guo, H. (2013). Electronic information industry, clustering and growth: empirical study of the Chinese enterprises. Chinese Management Studies, 7(2), 172-193. https://doi.org/10.1108/CMS-Sep-2011-0083.
Gergova, I. (2010). Warehouse improvement with Lean 5S-A case study of Ulstein Verft AS.
Journal of Business Strategy, 29(1), 40-45.
Griffin. A., Gleason G., Preiss R., & Shevenaugh D. (1995). Best practice for customer satisfaction in manufacturing firms. Sloan Management Review, 36 (2).
Lun. Y.V., Lai. K.H., Cheng. T.C.E., & Shang. K.C. (2015). Examining the influence of organizational capability in innovative business operations and the mediation of profitability on customer satisfaction. International Journal of Production Economics, Article in press.
Online ] https://www.mordorintelligence.com/industry-reports/China- electrical & electronicss- market (9th April 2020).
Nawanir, G., Kong Teong, L., & Norezam Othman, S. (2013). Impact of lean practices on operations performance and business performance: Some evidence from Indonesian manufacturing companies. Journal of Manufacturing Technology Management, 24(7), 1019- 1050.
Ohno, T. (1988). Toyota Production Systems: Beyond Large Scale Production. Diamond Inc: Tokyo.
Pallant, J. (2011). SPSS survival manual: A step by step guide to data analysis using SPSS (4th ed.). Allen & Unwin: Australia.
Paura, L., & Arhipova, I. (2012). Advantages and Disadvantages of Professional and Free Software for Teaching Statistics. Information Technology and Management Science, 15, 9-14.
Ramunė, C., & Milita, V. (2012). Lean Manufacturing: Theory and Practice. Economics and Management, 17
(2) 726-732.
Richardson, T. (2018). Are You Managing By The Right Numbers? Lean Enterprises Institute.
Retrieved from: http://www.lean.org.
Shingo, S. (1989). A study of the Toyota Production System: From an Industrial engineering Viewpoint.
Smith, L., Maull, R. & Ng, I.C. (2014). Servitization and operations management: a service dominant-logic approach.
International Journal of Operations & Production Management, 34(2), 242–269.
Vinas, T. (2013). Lean Warehousing – From Paradox to Operational Excellence. Lean Enterprise Institute. Retrieved from: https://www.lean.org/common/display/?o=2292.
Womack, J. P., & Jones, D. T. (1996). Lean Thinking: Banish Waste and Create Wealth in Your Corporation
(Revised and Updated 2003 ed.). New York: Simon & Schuster.
Zhang. Q., Vonderembse. M.A., & Lim. J.S. (2005). Logistics flexibility and its impact on customer satisfaction. The International Journal of Logistics Management, 16 (1), 71-95.
Downloads
Published
Issue
Section
License

This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
