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Analysis of institutional authors

Hidalgo Nuchera, AntonioAuthorHernandez-Matias, JcCorresponding AuthorVizan, AAuthor

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April 28, 2020
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Lean manufacturing and operational performance Interrelationships between human-related lean practices

Publicated to: Journal Of Manufacturing Technology Management. 31 (2): 217-235 - 2020-03-13 31(2), DOI: 10.1108/JMTM-04-2019-0140

Authors:

Hernandez-Matias, JC; Ocampo, JR; Hidalgo, A; Vizan, A
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Affiliations

Univ Politecn Madrid, Dept Business Adm, Madrid, Spain - Author
Univ Politecn Madrid, Dept Mech Engn, Madrid, Spain - Author
Univ Tecnol Ctr Amer, San Pedro De Sula, Honduras - Author
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Abstract

Purpose Lean manufacturing (LM) constitutes a consolidated alternative that has been successfully used to increase company effectiveness and performance. However, different studies have shown that many companies that attempt to integrate LM into their manufacturing operations fail in their efforts. Recent studies have shown that soft practices are a key factor for a successful LM implementation. The purpose of this paper is to analyze an in-depth review of the different human-related lean practices (HRLP) referenced in the recent literature and to identify which of them are more relevant to a successful LM implementation. Design/methodology/approach The findings presented in this paper are based on the results of a study about the situation of LM in Spain carried out with lean production managers and frontline supervisors of 202 Spanish companies with a high percent (74 percent) of international firms with factories in different countries. The implemented methodology uses factor analysis and structural equation modeling. Findings The results shows statistical evidence of the relationship between management's HRLP (fostering a lean culture, providing support to lean), employees' HRLP (employee involvement and employee empowerment) and operational performance (OP) (waste reduction and flexibility). Practical implications - The results have academic and practical relevance for clarifying lean phenomena, helping managers to define a sequence in which a company should implement HRLP to successfully implement LM and increase its OP. Originality/value This study fills a research gap by exploring the existing causal relationships between a greater number of variables, both dependent and independent in relation to human factors in LM implementations.
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Keywords

6 sigmaCritical success factorsEmpirical-analysisHard tqmHuman factorsImpactImplementationJust-in-timeLean manufacturingManufacturing performanceOrganizational cultureProduction systemSoft

Quality index

Bibliometric impact. Analysis of the contribution and dissemination channel

The work has been published in the journal Journal Of Manufacturing Technology Management due to its progression and the good impact it has achieved in recent years, according to the agency WoS (JCR), it has become a reference in its field. In the year of publication of the work, 2020, it was in position 6/49, thus managing to position itself as a Q1 (Primer Cuartil), in the category Engineering, Industrial.

From a relative perspective, and based on the normalized impact indicator calculated from World Citations provided by WoS (ESI, Clarivate), it yields a value for the citation normalization relative to the expected citation rate of: 2.38. This indicates that, compared to works in the same discipline and in the same year of publication, it ranks as a work cited above average. (source consulted: ESI Nov 13, 2025)

This information is reinforced by other indicators of the same type, which, although dynamic over time and dependent on the set of average global citations at the time of their calculation, consistently position the work at some point among the top 50% most cited in its field:

  • Weighted Average of Normalized Impact by the Scopus agency: 2.87 (source consulted: FECYT Mar 2025)

Specifically, and according to different indexing agencies, this work has accumulated citations as of 2026-02-04, the following number of citations:

  • WoS: 65
  • Scopus: 83
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Impact and social visibility

From the perspective of influence or social adoption, and based on metrics associated with mentions and interactions provided by agencies specializing in calculating the so-called "Alternative or Social Metrics," we can highlight as of 2026-02-04:

  • The use of this contribution in bookmarks, code forks, additions to favorite lists for recurrent reading, as well as general views, indicates that someone is using the publication as a basis for their current work. This may be a notable indicator of future more formal and academic citations. This claim is supported by the result of the "Capture" indicator, which yields a total of: 309 (PlumX).
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Leadership analysis of institutional authors

This work has been carried out with international collaboration, specifically with researchers from: Honduras.

There is a significant leadership presence as some of the institution’s authors appear as the first or last signer, detailed as follows: First Author (HERNANDEZ MATIAS, JUAN CARLOS) and Last Author (VIZAN IDOIPE, ANTONIO).

the author responsible for correspondence tasks has been HERNANDEZ MATIAS, JUAN CARLOS.

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