@article{MAKHILLJEAS201813115395,
    title = {The Relationships among Lean Production, Operational Performance and
Financial Performance},
    journal = {Journal of Engineering and Applied Sciences},
    volume = {13},
    number = {1},
    pages = {43-50},
    year = {2018},
    issn = {1816-949x},
    doi = {jeasci.2018.43.50},
    url = {https://makhillpublications.co/view-article.php?issn=1816-949x&doi=jeasci.2018.43.50},
    author = {Piyachat},
    keywords = {Lean production,operational performance,financial performance,manufacturing industry,model,relationship},
    abstract = {The objective of this study is to investigate the relationships among lean production, operational
performance and firm performance; thereby, the study was conducted and accomplished by means of
quantitative method using random sampling and snowball sampling. The results were analyzed by descriptive
statistics, confirmatory factor analysis and the structural equation modeling by using statistical software
programs. Considering the quantitative approach, a survey was conducted with 629 current middle and top
managers working in Thai Manufacturing Industry. The majority of respondents were male (56.3%) of the age
above 40 years old (32.6%), factory/production manager (39.1%), bachelor’s degree (75.8%), working in medium
size company (36.9%), nonautomotive (60.9%) and company age above 15 years (46.6%). The findings reported
that, there were positive relationships between lean production and operational performance, lean production
and financial performance and operational performance and financial performance. In addition, the results
presented that there was partial effect of lean production on financial performance through operational
performance. Considering the structural model level, the results further revealed that the model was not different
across the automotive and nonautomotive industry and the model was not different across the lean production
adoption <5 years and above 5 years. Regarding the path level, the results reported that all of each path model
level was not different across automotive and nonautomotive industry. Similarly, the lean production adoption
whether <5 years or above 5 years did not have any effect on all of the path model levels.}
    }