Assessing Lean Transformation Maturity: A Real-Case Study on Integrating Technical and Cultural Practices for Sustainable Manufacturing in Semiconductor Memory Assembly

International Journal of Mechanical Engineering

© 2025 by SSRG - IJME Journal

Volume 12 Issue 11

Year of Publication : 2025

Authors : Sarvanasivan Ganesan, Tan Chye Lih, Shaliza Azreen Binti Mustafa

10.14445/23488360/IJME-V12I11P109

How to Cite?

Sarvanasivan Ganesan, Tan Chye Lih, Shaliza Azreen Binti Mustafa, "Assessing Lean Transformation Maturity: A Real-Case Study on Integrating Technical and Cultural Practices for Sustainable Manufacturing in Semiconductor Memory Assembly," SSRG International Journal of Mechanical Engineering, vol. 12,  no. 11, pp. 86-97, 2025. Crossref, https://doi.org/10.14445/23488360/IJME-V12I11P109

Abstract:

This paper presents the real case study of the implementation and sustainability of Lean Transformation at the high-precision semiconductor manufacturing industry. The SMultinational Company (SMC) in Malaysia is one of the leading providers of high-performance computing and specialty memory products over the past 30 years. After interviews with the quality management team, it was found that the company faced major challenges in improving productivity and achieving cultural change, even after implementing the Lean and Industry 4.0 technologies. Therefore, the study aimed to assess the maturity of Lean practices in terms of technical and cultural aspects, which focus on human factors and sustainable practices aligning with the Industry 5.0 principle in industry. The methodology utilized a structured plantwide survey from the Lean Transformation Maturity Model to get the employee perceptions on the lean effectiveness in the SMC production line. The lean survey focused on three (3) main criteria: Advancing Lean (knowledge and quality tools), Maximizing Lean Impact (Sustainability and Barriers), and Empowering Teams (Lean Cultural Integration). The main findings showed that targeted lean transformation interventions significantly improved the lean understanding and confidence level of employees in this company. However, persistent barriers remained, including resistance to change, limited resources, and a need for greater leadership accountability. The study’s contribution is a practical Lean transformation framework that bridges the gaps of Lean practices and the ultimate aim of Industry 5.0. Besides that, the study also presented that a successful transformation hinges on strategic resource allocation, engaged leadership, and a cultural shift that empowers employees, thereby preparing organisations for a more sustainable and human-centric future of manufacturing.

Keywords:

Lean Culture, Lean Transformation Framework, Maturity Assessment, Semiconductor Industry, Sustainable Manufacturing.

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