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This study aims to use Lean principles, including the traditional seven types of waste and four additional service-specific waste types, to identify and eliminate wasteful activities.

The study integrates existing literature to identify different types of waste and conducts a case study within the Malaysian Customs Administration. The application process flow for License Manufacturing Warehouse is examined, and waste is identified and eliminated using the principles of waste elimination in Lean.

The study identifies eight prevalent types of waste in service processes, with motion being the most common and duplication the least. The case study in the Malaysian Customs Administration reveals no instances of waste in communication and error categories, indicating commendable efficiency in these areas. These insights offer valuable benchmarks for organizations seeking to optimize processes and address specific types of waste.

This paper is crucial for showcasing the practical implementation of waste elimination theory in Lean across the service sector, focusing on the Malaysian Customs Administration. It offers targeted insights into tailoring these principles for real-world efficiency gains, contributing valuable strategies for waste reduction in a specific organizational context.

This chapter examines the relative influence of parents (vertical channel) and friends (horizontal channel) when deciding between employment in the public or private sector. Using a novel database and applying network analysis, the influence of peers is first measured. Next, the peer effect is compared with the impact of parental background on individual preferences. For the private sector, findings indicate that the influence (marginal effect) of friends is greater than that of parents. The opposite is observed for the public sector. However, in the case of public sector employment, the overall effect of the horizontal channel may surpass the vertical channel, as individuals typically have two parents but may have many friends. Additionally, it is found that both parents and friends exert a greater influence on women than on men.

This study aims to investigate the implementation of lean human resource management (HRM) practices in manufacturing small- and medium-sized enterprises (SMEs) and explore how various factors interact to influence their successful adoption. By exploring the interplay among these factors, the research seeks to identify key drivers affecting the adoption of lean HRM in manufacturing SMEs. Ultimately, the research intends to provide insights that can guide organisations, practitioners and policymakers in effectively implementing lean HRM practices to enhance operational efficiency, workforce engagement and competitiveness within the manufacturing SME sector.

The study combined total interpretive structural modelling (TISM) and Matrice d'Impacts Croisés Multiplication Appliquée à un Classement (MICMAC) analysis. TISM helped in understanding the hierarchical relationship among different factors influencing lean HRM implementation, whereas MICMAC analysis provided insights into the level of influence and dependence of each factor on others.

The research revealed that “top management support” emerged as the most independent factor, indicating that strong support from top management is crucial for initiating and sustaining lean HRM practices in manufacturing SMEs. On the other hand, “employee involvement and empowerment” was identified as the most dependent factor, suggesting that fostering a culture of employee engagement and empowerment greatly relies on the successful implementation of lean HRM practices.

While the study provided valuable insights, it has certain limitations. The research was conducted within the specific context of manufacturing SMEs, which might limit the generalizability of the findings to other industries. Expert opinions introduce subjectivity in data collection. Additionally, the study may not cover all critical factors, allowing room for further exploration in future research.

The findings have practical implications for manufacturing SMEs aiming to implement lean HRM practices. Recognising the pivotal role of top management support, organisations should invest in cultivating a strong leadership commitment to lean HRM initiatives. Furthermore, enhancing employee involvement and empowerment can lead to better adoption of lean HRM practices, resulting in improved operational efficiency and overall competitiveness.

This research contributes to the field by offering a comprehensive exploration of the interplay among factors influencing lean HRM implementation. The use of TISM and MICMAC analysis provides a unique perspective on the relationship dynamics between these factors, allowing for a nuanced understanding of their roles in the adoption of lean HRM practices in manufacturing SMEs. The identification of “top management support” as the most independent and “employee involvement and empowerment” as the most dependent factors adds original insights to the existing literature.

The purpose of this study is to advance the application of pulverised cow bone ash (PCBA) as a partial replacement of cement in soil stabilisation for the production of bricks. The study investigated the impact of PCBA substitution on the characteristic strength of clay bricks under variant curing media.

Dried cow bones were pulverised, and an energy-dispersive X-ray fluorescence test was conducted on PCBA samples to determine the chemical constituents and ascertain the pozzolanic characteristics. Ordinary Portland cement (OPC) and PCBA were blended at 100%, 75%, 50%, 25% and 0% of cement substitution by mass to stabilise lateritic clay at 10% total binder content for the production of bricks. The binder-to-lateritic clay matrixes were used to produce clay bricks and cylinders for compressive and splitting tensile strength tests, respectively.

The study found that PCBA and OPC have similar chemical compositions. The strength of the clay bricks increased with curing age, and the thermal curing of clay bricks positively impacted the strength development. The study established that PCBA is a suitable substitute for cement, up to 25% for stabilisation in clay brick production.

Construction stakeholders can successfully use a PCBA-OPC binder blend of 1:3 to stabilise clay at 10% total binder content for the production of bricks. The stabilised clay bricks should be cured at an elevated temperature of approximately 90°C for 48 h to achieve satisfactory performance.

The PCBA-OPC binder blend provides adequate soil stabilisation for the production of clay bricks and curing the clay bricks at elevated temperature. This aspect of the biomass/OPC binder blend has not been explored for brick production, and this is important for the reduction of the environmental impacts of cement production and waste from abattoirs.