Purpose

First, this study aims to examine the level of implementation of lean manufacturing (LM) practices by the small- and medium-sized enterprises (SMEs) in the wooden furniture industry in Jepara. Second is to examine the impact of LM practices on operational performance (OP) and business performance (BP). Third is to examine the impact of LM practices on BP with OP as a mediating and moderating variable. OP is the quantifiable aspect of the process of an organisation, such as production cycle time, reliability and inventory turnover, whereas BP is usually related to the responsibility of the firms to their shareholders and has the goal of profit maximization.

Design/methodology/approach

This study used primary data collected through an offline questionnaire. The questionnaire was intended to identify the extent of the implementation of LM practices and the level of OP and BP achieved by SMEs. The LM practices consist of 6 dimensions with 26 indicators; OP, 4 dimensions with 11 indicators; and BP, 3 dimensions with 9 indicators. The data obtained from the questionnaire were processed via partial least squares (PLS) regression using the SmartPLS software. PLS is generally used to assess the extent to which LM practices predict values in OP and BP.

Findings

A total of 100 questionnaires were administered, of which 81% were properly filled, completed and returned. The result of the study confirms that LM practices should be applied collectively and comprehensively as each practice is interdependent. Moreover, it confirms that these practices have a direct effect on OP and BP and that OP can drive broader BP measures. Finally, the result confirms that these practices can improve BP indirectly with OP as a mediator variable. While the empirical evidence in this study supported the role of OP as a mediating variable between the implementation of LM practices and OB, it did not support the role of OP as a moderating variable.

Research limitations/implications

First, it is arguable that LM practices, OP and BP are only measured by the Likert scale, which would likely create bias and inconsistency from the owners or managers of SMEs in expressing the level of LM practices and performances achieved by the SMEs in the wooden furniture industry. Future research may help establish qualitative approaches to better measure the LM practices as well as the OP and BP through observation and probing. Second, this study was limited geographically (limited to only the SMEs in the wooden furniture industry in Jepara and did not cover all regions in Central Java as well as in Indonesia). Therefore, a wider geographical area could be considered, including the other regions in Indonesia which also produce wooden furniture.

Practical implications

This study practically contributes to the LM body of knowledge by identifying the relationships among the LM practices, OP and BP in SMEs. Understanding these relationships will help the owner or managers of SMEs make better decisions in achieving the OP and BP. The owner or managers of SMEs who implement the LM practices individually may experience disappointing performance results as these practices should be applied collectively and comprehensively.

Social implications

The LM practices may help the owners or managers of the SMEs to be competitive and achieve the optimum result.

Originality/value

This is the first known study that adopts the PLS framework to examine how OP measurement affects the relationship between the LM practices and BP in the case of the SMEs in Indonesia.

中文翻译：

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精益制造实践对木制家具行业 SMES 运营和业务绩效的影响

目的

首先，本研究旨在考察 Jepara 木制家具行业的中小型企业 (SME) 实施精益制造 (LM) 实践的水平。其次是检查LM实践对运营绩效（OP）和业务绩效（BP）的影响。第三，以 OP 作为中介和调节变量，检查 LM 实践对 BP 的影响。OP 是组织过程的可量化方面，例如生产周期时间、可靠性和库存周转率，而 BP 通常与公司对其股东的责任有关，并以利润最大化为目标。

设计/方法/方法

本研究使用通过离线问卷收集的原始数据。该问卷旨在确定 LM 实践的实施程度以及 SME 达到的 OP 和 BP 水平。LM 实践由 6 个维度和 26 个指标组成；OP，4 个维度，11 个指标；和 BP，3 个维度，9 个指标。使用 SmartPLS 软件通过偏最小二乘 (PLS) 回归处理从问卷中获得的数据。PLS 通常用于评估 LM 实践预测 OP 和 BP 值的程度。

发现

共发放问卷 100 份，其中 81% 填妥、填妥并交回。研究结果证实，LM 实践应该被集体和全面地应用，因为每个实践都是相互依存的。此外，它证实这些做法对 OP 和 BP 有直接影响，并且 OP 可以推动更广泛的 BP 措施。最后，结果证实这些做法可以以 OP 作为中介变量间接改善 BP。虽然本研究中的经验证据支持 OP 作为 LM 实践实施和 OB 之间的中介变量的作用，但它不支持 OP 作为调节变量的作用。

研究限制/影响

首先，有争议的是，LM 实践、OP 和 BP 仅通过李克特量表来衡量，这可能会导致 SME 的所有者或管理者在表达 LM 实践水平和木业中中小企业取得的绩效方面存在偏见和不一致。家具行业。未来的研究可能有助于建立定性方法，以通过观察和探索更好地衡量 LM 实践以及 OP 和 BP。其次，这项研究在地理上是有限的（仅限于 Jepara 木制家具行业的中小企业，并未涵盖中爪哇和印度尼西亚的所有地区）。因此，可以考虑更广泛的地理区域，包括印度尼西亚其他也生产木制家具的地区。

实际影响

这项研究通过确定中小企业中 LM 实践、OP 和 BP 之间的关系，实际上有助于 LM 知识体系。了解这些关系将有助于中小企业的所有者或管理者在实现 OP 和 BP 方面做出更好的决策。单独实施 LM 实践的 SME 的所有者或管理者可能会遇到令人失望的绩效结果，因为这些实践应该集体和全面地应用。

社会影响

LM实践可以帮助中小企业的所有者或管理者提高竞争力并取得最佳结果。

原创性/价值

这是第一个采用 PLS 框架来研究 OP 测量如何影响印度尼西亚中小企业的 LM 实践和 BP 之间关系的已知研究。