Impact Of Lean Production Practices On Quality Performance And Competitive Advantage In Selected Foundry Industrial Units In Kolhapur District

Abstract

The foundry industry, being one of the most resource-intensive manufacturing sectors, faces growing challenges of global competition, cost pressures, and the demand for consistent quality. Lean production practices have emerged as a proven management philosophy to minimize waste, improve efficiency, and enhance competitiveness. This study investigates the impact of lean production practices on quality performance and competitive advantage in selected foundry industrial units of Kolhapur district, a prominent foundry hub in India. Primary data were collected through structured questionnaires administered to managers, supervisors, and shop-floor employees, supplemented by interviews and plant observations. A total of 473 valid responses were analyzed using descriptive statistics, confirmatory factor analysis (CFA), and structural equation modeling (SEM) to test hypothesized relationships. The findings reveal that lean practices—such as 5S, Kaizen, Just-in-Time, Total Productive Maintenance, and Value Stream Mapping—significantly contribute to improved quality performance by reducing defects, enhancing process reliability, and ensuring timely delivery. Furthermore, quality improvements mediated by lean practices strengthen competitive advantage by enabling cost efficiency, customer satisfaction, and market responsiveness. The research provides empirical evidence of the strategic role of lean implementation in foundries, highlighting practical insights for managers and policymakers to sustain industrial growth in regional clusters. This study also adds to the existing body of literature by linking lean practices with quality performance and competitiveness in the context of Indian foundry units, thereby offering both theoretical and managerial implications.