IORMS Journal of Management & Social Sciences(IORMS - JMSS) ISSN : XXXX-XXXX Volume 1, Issue 1 (Sept-Oct. 2018), PP 01-28 www.iormsjournals.org www.iormsjournals.org 1 | Page 1 Lean Manufacturing and Operational Efficiency of Nestle Nigeria Plc. Using Data Envelopment Analysis (DEA) AMOS, Nneoma Benita 1 , ADEBOLA, Solomon Ajayi 2 , ASIKHIA, Ubaisifo Olalekan 3 , ABIODUN, Joachim 4 1 Business Administration & Marketing, Babcock University, Ilishan Remo, Ogun state, Nigeria. 2 Vice chancellor‘s office, Adeleke University, Ede, Osun State, Nigeria. 3 Business Administration & Marketing, Babcock University, Ilishan Remo, Ogun state, Nigeria. 4 Business Administration & Marketing, University of Abeokuta, Ogun state, Nigeria. Abstract : The food and beverages (F&B) industry is believed to be the most thriving in the manufacturing sector in Nigeria, and as such is expected to contribute significantly to economic growth and national development, but analysis of available statistical data reveals myriads of operational inefficiency that have hindered optimum performance in the sector. The study examined how the implementation of Lean Manufacturing System (LMS) affects the operational efficiency of a leading company in the F&B industry (Nestle Nigeria Plc.). The study employed the usage of Data Envelopment Analysis (DEA) to access the operational efficiency of the system. It was discovered that the average operational efficiency score improved to 98% after the implementation of the lean system as against the 90% average performance before the implementation. The study discovered that a positive and a significant relationship exist between the Lean Manufacturing System (LMS) and the operational efficiency of the system as seen by the respective P-values of 0.11 and 0.026 before and after the implementation of the lean system. It was therefore recommended that the sampled company and others along the same value chain should seek to become a lean enterprise in order to improve their operational efficiency. Keywords: DEA, LMS, Operational Efficiency, Optimality. I. INTRODUCTION The concept of lean manufacturing is increasingly gaining a global prominence both in theory and in practice across several sectors like the Automobile, Manufacturing, Construction and the Service sector. The reasons adduced for this development are obvious: firms want to optimize values, gain and sustain competitive advantage in the intensely competitive global economic space (Grant, 2010). Indeed, the increasing level of competition is driving firms to seek survival strategies, to keep abreast of the changing economic landscape, as well as stay competitive (Amin & Karim, 2013). The Lean Manufacturing System (LMS) gained prominence after the work of Womack and Jones in 1990 on the book ―The machine that changed the world‖ which explained how the Toyota company imbibed and recorded tremendous success from the adoption of the ―Toyota Production System‖ (TPS) which is also known as t he LMS. Atkinson (2004) defined the Lean system as a concept, a process, a set of tools, techniques and methodologies that allows for successes in bringing about effective resource allocation. He argues that although lean manufacturing is a cost reduction mechanism, this should not be the sole aim of adopting the lean strategy else it will never take its rightful role as a preventive methodology. According to Amin and Karim (2013), a lean manufacturing system is defined as a multi-dimensional approach that includes a variety of effective manufacturing practices, such as just-in-time (JIT), Total Quality Management (TQM), standard work processes, work groups, manufacturing cells, Total Productive Maintenance (TPM), and supplies involvement in an integrated environment. Lean manufacturing has become a widely recognized philosophy that aims at
28
Embed
Lean Manufacturing and Operational Efficiency of Nestle ......lean manufacturing system is a manufacturing system that aims at achieving more with less in such a way that value is
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
IORMS Journal of Management & Social Sciences(IORMS - JMSS)
NOE -0.000177 6.00E-05 -2.952 0.0599 -2.46E-05 7.16E-05 -0.343 0.7536
R2 0.876975 0.936100
Adjusted R2
0.753949 0.872200
F-Statistic 7.128396 14.64949
Prob (F-
Statistic) 0.070490
0.026890*
Dependent Variable: DEA ES *Significance level 0.05
Source: Researcher’s study, 2016
DEA ES 1 20 3COSA TOTINV NOE t
DEAES = 1.263305- 5.28COSA -3.86TOTINV–0.000177NOE Before
DEAES = 0.907245+ 5.99COSA + 1.11TOTINV–2.46NOE After
Interpretation of Result
The table 6.1 shows the multiple regression result of the effect of lean implementation measured by cost of sale
(COSA), total inventory (TOTINV) and number of employees (NOE) on Data Envelopment Analysis Efficiency
Score (DEAES) of Nestle Nigeria Plc before and after the implementation of the lean system. The result
indicates that for the period before lean, COSA, TOTINV and NOE have negative effect on DEAES. The period
after the implementation of the lean system shows that COSA and TOTINV have positive effect on DEAES,
while NOE has a negative effect on DEAES which implies that an increase in the number of employees can
cause a decline in efficiency as shown by the signs of the coefficients. The results are all in line with the a-priori
Lean Manufacturing and Operational Efficiency of Nestle Nigeria Plc. Using Data Envelopment
Analysis (DEA)
www.iormsjournals.org 26 | Page 28
expectation except for the number of employee (NOE) coefficient that was still negative after the
implementation of the lean system. This implies that the employees may still be going through a learning
process or finding it hard adjusting to new ways of doing things that made the coefficient negative.
Also, the size of the coefficients shows that before the implementation of lean, ₦1 change in COSA and
TOTINV caused a 5.28% decrease and 3.86% decrease in DEAES respectively, while one employee added to
the workforce of Nestle also caused a 0.0001% decrease in DEAES. However, the size of the coefficients after
the implementation of lean shows that a ₦1 change in COSA and TOTINV caused a 5.99% increase and 1.11%
increase in DEAES respectively, while one employee added to the workforce of Nestle also caused a 2.46%
decrease in DEAES. The lean system advocates maintaining a lean workforce, that is why the employment of an
additional employee will reduce efficiency by 2.46%
Furthermore, the Adjusted R-squared reveals that about 75% variations in DEAES before the implementation of
lean can be attributed to the influence of all our explanatory variables while the remaining 25% variations in the
respective dependent variable were caused by other factors not included in this model. Also, the adjusted R-
squared for the period after the implementation of the lean system shows that about 87% variations in DEAES
can be attributed to the influence of all our explanatory variables while the remaining 13% variations in the
DEAES are caused by other factors not included in this model. This implies that the lean implementation
variables are more effective on the DEA score of Nestle Nigeria Plc.
The probability of the F-statistic of the models stood at 7% and 3% for the period before and after the
implementation of lean respectively. Implying that Cost of sales, total Inventory and Number of employees have
an insignificant effect on DEAES of Nestle Nig. Plc before the implementation of the lean system while after its
implementation, COSA, TOTINV, and NOE have a significant effect on DEAES.
Therefore, it can be deduced that the implementation of the lean system has contributed significantly in boosting
the operational efficiency of Nestle Nigeria Plc.
7.0 Conclusion and Limitation of the Study
This paper reports the results of an empirical investigation of how the implementation of the LMS affects the
operational efficiency of Nestle Nigeria Plc. using Data Envelopment Analysis. The result shows that a positive
and a significant relationship between the variables of interest. The P value before the implementation of the
lean system by the company was 0.11 which is statistically insignificant, while the P-value after the
implementation of LMS showed a significant effect with of (0.026). It was also noticed that year 2010 was a
DMU that was very strategic for the company as it was referenced twenty- seven (27) times which serves as a
benchmark for other years.. The operational efficiency of the company after the adoption of the Lean system
witnessed an improvement particularly as the average scores of the inefficient years for Nestle Nigeria increased
to 95% as against the initial 80% average which implies that the company was only 5% away from the optimal
usage of their input resources, while the overall average of the operational efficiency score stood at 98% after
the implementation of the lean system as against the above 90% experienced seven years before the
implementation of LMS . It is therefore recommended that the Nestle Nigeria Plc and others along the same
Lean Manufacturing and Operational Efficiency of Nestle Nigeria Plc. Using Data Envelopment
Analysis (DEA)
www.iormsjournals.org 27 | Page 28
value chain should seek to become a lean enterprise by applying more lean tools in order to improve the
operational efficiency and optimise the performance of the existing system. The study of just Nestle may not
provide a good basis for generalisation so the study can be extended to other companies along the same value
chain which will aid comparison of result thereby providing a good basis for judgement
REFERENCES [1] Abioye, T. E., & Bello, E. I. (2012). A Review of Awareness and Implementation of Lean Manufacturing within Nigerian Small-Scale.
Journal of Mechanics Engineering and Automation, 2(1), 374-380.
[2] [3] Afzali, H.H (2007) Efficiency of Hospitals owned by the Iranian Social Security Organisation: Measurement, and Remedial actions.
Hospital PhD. Thesis University of Adelaide
[4] Amin, M. A. & Karim, M. A. (2013). A time-based quantitative approach for selecting lean strategies for manufacturing organisations.
International Journal of Production Research, 51(4), 1146–1167. doi: 10.1080/00207543.2012.693639
[5] Anand, G., & Kodali, R. (2010). Analysis Of Lean Manufacturing Frameworks. Journal of Advanced Manufacturing Systems, 9(1), 1-30. doi: 10.1142/S0219686710001776
[6] Atkinson, P. (2004). Creating and implementing Lean strategies Management. African Journal of Business Management, 48(2), 18-21.
[7] Badurdeen, H. (2007). Lean Manufacturing Basics. Ebooks available at: http://www.leanmanufacturingconcepts.com
[8] Banjoko, S. A., Iwuji, I. I., & Bagshaw, K. (2012). The Performance of the Nigerian Manufacturing Sector: A 52- Year Analysis of
Growth and Retrogression (1960 -2012). Journal of Asian Business Strategy, 2(8), 177-191
[9] Camuffo, A. & Volpato, G. (1995). The labour relations heritage and lean manufacturing at Fiat. The International Journal of Human
Resource Management, 6(4), 795-824.
[10] Charnes, A., Cooper, W. W., & Rhodes, E., (1978), ―Measuring the efficiency of decision making units,‖ European Journal of Operational Research, 2(6), 429-444.
[11] Coelli, T. J., Prasada-Rao, D. S., O‘Donnell, C. J., & Battese, G. E. (2005). An Introduction to
[12] Efficiency and Productivity Analysis (Second Edition), New York: Springer Science + Business Media. [13] Cusumano, M. (1994). ―The limits of lean‖. Sloan Management Review , 35(4), 27-32.
[14] Deflorina, P. & Scherrer-Rathje, M. (2012). Challenges in the transformation to lean production from different manufacturing-
process. International Journal of Production Research , 50 (14), 3956–3973.
[15] Enoch, O. K. (2013, November 7). Lean Accounting and Lean Business Philosophy in Nigeria: An Exploratory Research.
International Journal of Economics, Finance and Management, 2(7): (ISSN 2307-2466), 508-516. Retrieved December 23, 2014,
from http://www.ejournalofbusiness.org
[16] Farrell, M. J. & Fieldhouse, M. (1962). Estimating efficient production functions under increasing returns to scale. Journal of the
Royal Statistical Society, 125, 252-267
[17]
[18] Fatubarin, A. (2014). Thoughts on Food-Producing Plant Biodiversity of Nigeria. European Journal of Botany, Plant Science and
Phytology, 1(1), 1-12
[19] FIIRO (2012). Nigerian Food and Beverage Industry rising above the Storm. Leadership Online Version.
[20] Grant, R. M. (2010) Contemporary Strategy Analysis, Seventh Edition. United Kingdom, John Wiley & Sons, Limited.
[21] Gulati, R. & Kumar, S. (2008). An Examination of Technical, Pure Technical and Scale efficiencies in Indian Public Sector Banks
using Data Envelopment Analysis. Economic Journal of Business and Economics 1(2): 33-69.
[22] Heymans, B. (2016). Lean Manufacturing and the Food Industry. Continuous system improvement, 1-6. Retrieved from www.flowmakers.com
[23] Inman, R. A. & Green, K.W. (2018). Lean and green combine to impact environmental and
Lean Manufacturing and Operational Efficiency of Nestle Nigeria Plc. Using Data Envelopment
Analysis (DEA)
www.iormsjournals.org 28 | Page 28
[24] Operational Performance, International Journal of production Research, DOI: 10.1080/002075143.2018.1447705.
[25] Kachru, U. (2007). Production and Operations Management: Text and Cases (1st ed.), New Delhi: Excel Books.
[26] Karim, M. A., Alam, M. R., & Amin, M. A. (2010). Lean Manufacturing Strategy in a make-to- order Manufacturing Environment.
ASOR Bulletin, 29(3), 34–47.
[27] Koelsch, J.R (2008). Machine Efficiency = Energy Efficiency. Manufacturing Engineering Magazine. Accessed from http://www.sme.org/MEMagazine/Article.aspx?id=20210&taxid=1415. Retrieved on the 7th of August, 2016
[28] KPMG, (2014). Manufacturing in Africa Report, 2014. KPMG Africa.
[29] Lehtinen .U. and Torkko . M. (2005) The Lean concept in the food industry: A case study of a contract manufacturer. Journal of
Food Distribution Research. 36 : 57–67.
[30] Modi, S. B. & Mishra, S. (2011). What drives financial performance–resource efficiency or resource slack? Evidence from U.S. Based Manufacturing Firms from 1991 to 2006. Journal of Operations Management. 29: 254–273.
[31] Moori, R. G., Pescarmona, A., Kimura, H. (2013). Lean Manufacturing and Business Performance in Brazilian Firms. Journal of
Operations and Supply Chain Management, 6(1), 91-105.
[32] Mostafa, S., Dumrak, J. & Soltan, H. (2013). A framework for lean manufacturing implementation. Production and Manufacturing
Research: An Open Access Journal , 1: 44–64.
[33] Okpala, K. E. (2013). Lean Six Sigma Methodologies and Organizational profitability: A Review of Manufacturing SMEs in Nigeria. American Journal of Industrial and Business Management, 3(1), 573-582.
[34] Oliver, N. & Delbridge, R. J. (1996). Lean Production Practices: International Comparisons in the Auto Component industry. British
Journal of Management, 7(1), 29-44.
[35] Ondiek, G. O., Kisombe, S. M. (2013). A Survey on Adoption of Lean Manufacturing Tools and Techniques in Sugar Processing
Industries in Kenya. Industrial Engineering Letters, 3(10): (ISSN 2225-0581), 92-105.
[36] Openda, C. K. (2013). Lean Manufacturing Practices and Performance of organisations listed at the Nairobi Securities Exchange :
An MBA thesis submitted to the Department of Management Science, University of Nairobi
[37] Ray, S. (2007) ―Are Some Indian Banks too Large? An Examination of Size Efficiency in Indian
[38] Banking.‖ Journal of Productivity Analysis 27(1): 41-56.
[39] Scodanibbio, C. (2009). World-Class TPM - How to calculate Overall Equipment Effectiveness (OEE). Accessed from http://www.scodanibbio.com/site/access/e_courses/downloads/preview/oee_pw.pdf . Retrieved on the 10th of August,2016
[40] Stevenson, W. (2013). Operations Management (11th ed.), USA, McGraw-Hill.
[41] Subramaniam, S.K., Husin, S. H., Yusop, Y. & Hamidon, A. H. (2009). Machine efficiency and man power utilization on production lines. Proceedings of the 8th WSEAS Int. Conf. on Electronics, Hardware, Wireless and Optical Communications
[42] Tiwari, A., Turner, C., & Sackett, P. (2007). A Framework for Implementing Cost and Quality Practices within Manufacturing.
Journal of Manufacturing Technology Management. 18(6): 731-760.
[43] Tone, K., (2001). A Slacks-Based Measure of efficiency in Data Envelopment Analysis. European Journal of Operational
Research, 130, 498-509.
[44] Wamalwa, M. S., Onkware, .K. & Musiega, D. (2014). Effects of Lean Manufacturing technology strategy implementation on Factory Time Efficiency, a case study of Mumias Sugar Company Limited in Kakamega County, Kenya. International Journal of
Business and Management Invention, 3(5): (ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X), 01-10.
[45] Wince-Smith, D. L., Echevarria, J., Allen, S. R. (2013). Global Manufacturing Competitiveness Index. Deloitte, Council on
Competitiveness.
[46] Womack, J. P. & Jones, D. T. (1996). Lean Thinking: Banish Waste and Create Wealth for your Corporation. New York: Simon and Schuster.
[47] Womack, J. P & Jones, D. T. (2005). Lean Solutions: How companies and customers can creater benefits and. New York: Free
Press.
[48] Womack, J. P., Jones, D. T. & Ross, D. (1990). The machine that changed the world: The Triumph of Lean. New York: Rawson