An assessment of the relationship between human dimensions, hard lean practices and operational performance: moderation role of lean duration

Abstract

Purpose – Organizations are embracing lean manufacturing (LM) to enhance their operational performance. Extant research recommends that manufacturing organizations align hard lean practices (HLP) with soft lean practices (SLP), such as human dimensions. We analyzed the impact of HLP on the association between SLP and operational performance with lean duration as a moderator. Design/methodology/approach – We utilized data collected from 211 manufacturing organizations in Zimbabwe. We used structural equation modeling (SEM) to test the proposed hypotheses. Findings – The study results showed that HLP practices mediate the relationship between SLP and operational performance. Moreover, lean duration moderated the association between HLP practices and operational performance and between SLP and operational performance. Originality/value – Although LM utilizes HLP and SLP, the literature does not fully explore the effect of SLP on operational performance. Furthermore, the mediatory role of HLP needs to be investigated so that organizations are guided accordingly on how to integrate them with SLP. Examining the perceived moderating role of lean duration on the association between LM and operational performance and between human dimensions and operational performance equips organizations with a better understanding of the success of lean implementation.