The Effect of Lean Manufacturing Practices on Social Sustainability Performance: Empirical Evidence from Manufacturing Firms in Tanzania

Abstract

Abstract
This paper examines the effect of lean manufacturing practices, namely, Total Productive Maintenance (TPM) and Continuous Improvement (CI), on the social sustainability performance of Tanzanian manufacturing firms. Using a selfadministered structured questionnaire, the study conducted a cross-sectional research design, collecting data from 236 manufacturing firms in Dar es Salaam, Arusha, Mwanza, and Morogoro regions of Tanzania Mainland. A key respondent from each firm was either a director, manager, or any informant suggested by the management with knowledge and experience in lean manufacturing implementation. The study employed Structural Equation Modelling (SEM) data analysis technique to test and verify the hypothesized relationship of the study variables. The findings reveal that total productive maintenance and continuous improvement significantly and positively affect social sustainability performance.
The findings suggest that successful and practical implementations of total productive maintenance and continuous improvement can enhance the social performance of manufacturing firms in Tanzania. The findings provide practitioners with an understanding of the contribution of TPM and CI to social performance. The management of manufacturing firms should consider a practical implementation of total productive maintenance and continuous improvement, and pay attention to improving CI as an essential resource in the shop flow that can improve performance and enhance the achievement of competitive marketing environments. Furthermore, the study contributes to the theoretical understanding of a broader firm's performance, from financial or operational to social performance, using the firm's internal resources.

Key Terms: Total Productive Maintenance; Continuous Improvement; Manufacturing Firms; Social Sustainability Performance