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Total Quality Management & Business Excellence Volume 33, 2022 - Issue 15-16
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Research Article

A meta-analytic investigation of lean practices and their impact on organisational performance

Jiju Antonya Department of Industrial and Systems Engineering, Khalifa University, Abu Dhabi, UAEORCID Iconhttps://orcid.org/0000-0002-8197-5736
ORCID Icon,
Vikas Swarnakarb Department of Mechanical Engineering, National Institute of Technology, Raipur492010, Chhattisgarh, IndiaORCID Iconhttps://orcid.org/0000-0002-7306-9063
ORCID Icon,
Elizabeth Cudneyc John E. Simon School of Business, Maryville University, St. Louis, MO, USACorrespondence[email protected]
ORCID Iconhttps://orcid.org/0000-0002-3990-0474
ORCID Icon &
Matthew Pepperd School of Business, University of Wollongong, Wollongong, AustraliaORCID Iconhttps://orcid.org/0000-0001-7756-4566
ORCID Icon
Pages 1799-1825 | Published online: 22 Nov 2021

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Jiju Antony, Vikas Swarnakar, Neha Gupta, Jaspreet Kaur, Raja Jayaraman, Guilherme Luz Tortorella & Elizabeth Cudney. (2023) Critical success factors for operational excellence initiatives in manufacturing: a meta-analysis. Total Quality Management & Business Excellence 34:9-10, pages 1152-1172.
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Vikas Swarnakar, A. R. Singh, Jiju Antony, Anil Kr Tiwari & Jose Arturo Garza-Reyes. (2023) Sustainable Lean Six Sigma project selection in manufacturing environments using best-worst method. Total Quality Management & Business Excellence 34:7-8, pages 990-1014.
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Articles from other publishers (2)

Kumar Srinivasan, Vineet Kumar Yadav, Anish Kumar, Balaganesh Margabandu, Janish Selvaraj & Anshu Kumar. (2022) Prioritizing the mitigation strategies to lean and green barriers using fuzzy BWM-FTOPSIS method in the food supply chain: an empirical case study. International Journal of Lean Six Sigma.
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Jiju Antony, Michael Sony, Olivia McDermott, Vikas Swarnakar, Brian Galli, Mehran Doulatabadi & Rajesh Kaul. (2022) An empirical study into the reasons for failure of sustaining operational excellence initiatives in organizations. The TQM Journal.
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