Lean Management System Implementation and Operational Performance of Company Z

Abstract

This study explored the level of Lean management system implementation and Operational performance of Company Z anchored in the Toyota 4P Model by Jeffrey Liker. The research focused on four key variables: Philosophy, Process, People, and Problem Solving affecting the lean management system implementation. Furthermore, the study examined the Operational performance of Company Z through four major domains: Quality, Inventory Management, Productivity, and Cost Efficiency. The study was anchored on Lean Thinking. A total of 41 surveys were collected at purposive sampling using a researcher-made questionnaire and the model was analyzed and evaluated using the Mean, Four-point Likert Scale, and Pearson Product-moment Correlation. The analysis revealed significant relationship the r values 0.456 to 0.857 were interpreted as with positive to strong positive as to correlate between Lean management system implementation and Operational Performance. The computed probability values .000 to .003 were lesser than the level of significant (P<0.05); thus, the null hypothesis is rejected. The results show that their significant relationship between independent and dependent variables. Furthermore, the study proposed an action plan to develop and improve Lean management system implementation as a strategic initiative aimed at assisting Corporation Z in fostering a supportive and inclusive Production Planning and Inventory Control, ultimately to enhancing their overall Operational performance.