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The textile industry contributes 2 and 3% to the global and Indian Gross Domestic Product (GDP), respectively. India supplies a quarter of global cotton yarn. Yet, most yarn manufacturing companies use outdated methods and lack organisational skills and strategies. Improvement in processes in India could significantly help the industry worldwide.

The variables that influence the performance of the system were identified. Their interrelationships and impact were identified from the employees in the chosen case study, a yarn manufacturing industry. A System Dynamics (SD) approach was employed to study the benefits of implementing 5S lean strategies. The impact of each variable on various performance measures such as throughput, Work In Progress, processing time, waiting time, idle time, over-processing and scraps was analysed.

Improvement in outcomes reflected an enhanced adoption of leanness in the industry. The decision-makers can utilise this study to optimise the necessary parameters in the system and attain the desired productivity levels. Better resource management and reduced processing time helped increase the despatch rate by 9.735% and decrease the WIP by 23.01%. Time management helped to reduce the inventory, idle time and waiting time. Over-processing, defects and scraps were minimised, indicating a shift towards lean.

This study pioneers the use of SD simulation models for optimising yarn manufacturing using lean strategies. Improvement in performance measures by integrating these strategies opens avenues for future research using multiple approaches to address a problem.

Implementing 5S lean principles and simulations enhances productivity, reduces waste and optimises resource management for the yarn manufacturing industry. Decision-makers can employ simulation to witness the outcomes of their changes without investing cost and time and without associated implementation risks.

The use of a simulation model to witness the benefits of incorporating lean strategies in yarn production has not been explored. This approach could help the managers and policymakers understand their existing system's shortcomings and critical areas that require improvement.

To become a sustainable lean manufacturing (LM) system, an organization must be first distinctly cognizant of the terms “lean” and “sustainability” as they relate to the state of affairs of their particular industry and business. Next, the organization must identify and acquire the necessary qualities it needs to become sustainable in lean philosophy and its practices in the organization. The LM paradigm has been a top priority for many businesses; thus, this article is based on actual research done in Indian small and medium scale organizations to see how widely it is understood and implemented.

A framework was developed based on literature review and academic research. A preliminary analysis of a small number of small and medium-sized enterprises (SMEs) that, conceptually, summarizes and demonstrates the concerted efforts that a company may undertake to increase its leanness. This conceptual model was employed to create a questionnaire that was administered to survey the SMEs of India. The information gathered through this questionnaire was analyzed using the model developed by the researchers. Then fuzzy logic and systems approach were used to find out the effectiveness index (EI) of the organization.

The EI for system leanness at different organizational levels within an organization is determined using fuzzy logic and systems approach for 48 SMEs in different clusters. The average EI of the system was found to be 0.336 on a scale of 0–1 which indicates that the current state of lean implementation and its sustainability is very low and poor in Indian SMEs. This article outlines the key model components and describes how they were applied to analyze the data gathered from an industry study.

The research aims to make lean continuously sustainable by surfacing and eliminating the wastes in the Indian SMEs whenever it appears rather than using it as a cleaning tool. The present study was focused on India’s southern industrial areas and it was difficult to gather the information around the country due to its diverse industrial culture and geography. Hence, more research and the comparative study of the same that takes into account the various regions of the nation’s industrial lean behavior can be conducted.

The generalized sustainable lean framework analyzed using fuzzy logic and systems approach gives the current effectiveness of the leanness in SMEs of south India. This model can be effectively implemented in other areas of the nation to identify the scenario of lean and its sustainability and a final comprehensive model can be developed.

There is a dearth of comprehensive studies on the assessment of sustainability of the lean philosophy in Indian SMEs. With the help of combined fuzzy logic and systems approach, the model developed in this study evaluates the sustainability of the lean methodology using the EI used in SMEs by taking into account both the lean and sustainability factors as well as enablers like customer satisfaction, ethics, innovation and technology.