Abstract

In light of industrial organizations' increasing challenges, adopting effective managerial strategies that enhance competitiveness and improve organizational performance has become essential. Strategic monitoring is one of the most crucial strategies, as it contributes to forecasting the future and analyzing the internal and external environment, aiding in decision-making at the managerial level. On the other hand, lean manufacturing represents a modern approach aimed at reducing waste and improving production efficiency through principles and managerial techniques. This study aims to analyze the impact of strategic monitoring on lean manufacturing by examining the influence of strategic monitoring dimensions (strategic thinking, strategic intelligence, and strategic vigilance) on the dimensions of lean manufacturing (workplace organization, total productive maintenance, just-in-time production, and continuous improvement). The research employs a quantitative analytical methodology, collecting data through a structured questionnaire distributed to 113 administrative leaders in the Northern Cement Subsidiary. The collected data were analyzed using advanced statistical techniques, including regression and path analysis. The results indicate a significant and positive effect of strategic monitoring on lean manufacturing. Specifically, strategic intelligence and thinking have the most significant impact on adopting lean manufacturing practices. Additionally, the findings highlight the importance of strategic vigilance in enhancing responsiveness to external changes, thereby increasing operational efficiency and reducing waste.