scholarly journals A framework for effective implementation of lean production in Small and Medium-sized Enterprises

2016 ◽  
Vol 9 (3) ◽  
pp. 786 ◽  
Author(s):  
Amine Belhadi ◽  
Fatima Ezzahra Touriki ◽  
Said El fezazi
Keyword(s):  
Small Businesses ◽  
Success Factors ◽  
Lean Production ◽  
Practical Implementation ◽  
Small Companies ◽  
Implementation Framework ◽  
Lean Implementation ◽  
Study Approach ◽  
Quantum Leap ◽  
Practical Experiences

Purpose: The present paper aims at developing an effective framework including all the components necessary for implementing lean production properly in Small and Medium-sized Enterprises.Design/methodology/approach: The paper begins with the review of the main existing framework of lean implementation in order to highlight shortcomings in the literature through a lack of suitable framework for small companies. To overcome this literature gap, data of successful initiatives of lean implementation were collected based on a multiple case study approach. These initiatives has been juxtaposed in order to develop a new, practical and effective framework that includes all the components (process, tools, success factors) that are necessary to implement lean in Small and Medium-sized Enterprises.Findings: The proposed framework presents many significant contributions: First, it provides an overcoming for the limitations of the existing frameworks by proposing for consultants, researchers and organizations an effective framework for lean implementation in SMEs that allows SMEs to benefit from competitive advantages  gained by lean. Second, it brings together a set of the more essential and critical elements of lean implementation commonly used by SMEs and derived from the practical experiences of them in lean implementation. Finally, it highlights the successful experiences of small companies in implementing lean programs and then proves that lean can give a relevant results even for SMEs.Research limitations/implications: The proposed framework presents a number of limitations and still evokes extension for further researches: Although it was derived from practical experiences of SMEs, the proposed framework is not supported by practical implementation. On the other hand and even though the elements in the proposed framework from the practical experiences of four SMEs, the identified elements need to be generalized and enriching by conducting a survey to identify more elements that are also commonly used in SMEs.Practical implications: Implementing rigorously the proposed framework will help small companies’ managers to improve considerably their organization’s performance and benefits from lean strategies outcomes. Researches and practitioners in small businesses now possess an integral framework for successfully implementing lean strategies.Originality/value: To the best knowledge of the authors, this is the first work that proposes an effective lean implementation framework believed to be easy to understund, practical and suitable for small companies. In short, this study is a real quantum leap to resolve the problematic unanswered of lean implementation in SMEs.

scholarly journals Healthcare Engineering: A Lean Management Approach

2020 ◽  
Vol 2020 ◽  
pp. 1-17
Author(s):  
Abdallah A. Abdallah
Keyword(s):  
Cycle Time ◽  
Service Sector ◽  
Success Factors ◽  
Healthcare Services ◽  
Dominant Factor ◽  
Management Approach ◽  
Lean Management ◽  
Operational Cost ◽  
Implementation Framework ◽  
Lean Implementation

This work tries to answer the following question: can healthcare be engineered using lean management tools? Lean is known to achieve successful results when implemented in the manufacturing sector. Typical results are operational cost reduction, cycle time reduction, and higher customer satisfaction. The service sector, however, has seen mixed results. For the last two decades, educators and healthcare professionals are trying to implement lean tools in healthcare. Some reported success and many did not, for variety of reasons. In this paper, we search the literature and reveal the special nature of healthcare services, success factors, and barriers facing implementation of lean in healthcare. We then conduct a survey of 18 elite Jordanian hospitals to study the case holistically. Statistical analysis of the survey results confirmed some of what the literature revealed; organizational leadership seems to be the most dominant factor, followed by knowledge of employees about lean, training, and patient satisfaction (customer focus). Another important finding, not captured by the literature, is that lean implementation success depends on educating physicians about continuous improvement and lean and ensuring they are part of the improvement team. Based on the revealed enablers and obstacles, we created a full lean implementation framework. This framework was then used along with selected engineering tools to implement lean in a major hospital successfully. Implementation results showed 60% of reduction in cycle time, 80% reduction in operational cost, and many other benefits.

SOFT LEAN PRACTICES FOR SUCCESSFUL LEAN PRODUCTION SYSTEM IMPLEMENTATION IN MALAYSIA AUTOMOTIVE SMES: A PROPOSED FRAMEWORK

2015 ◽  
Vol 77 (27) ◽  
Author(s):  
Rusalbiah Che Mamat ◽  
Baba Md Deros ◽  
Mohd Nizam Ab Rahman ◽  
Muhamad Khalil Omar ◽  
Shukriah Abdullah
Keyword(s):  
Automotive Industry ◽  
Production System ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Lean Production ◽  
Business Environment ◽  
Successful Implementation ◽  
Manufacturing Companies ◽  
Lean Implementation ◽  
Lean Practices

Challenging and competitive business environment has prompted the automotive industry to restructure its manufacturing practices. Nowadays, Lean Manufacturing (LM) has been widely implemented in the automotive industry. LM supported the manufacturing companies, particularly automotive manufacturers in becoming world class manufacturers through various lean practices. However, lean implementation faced various obstacles such as the lack of management commitment and support, the absence of organizational communication, employees’ attitude and many more. It is also indicated that lean implementation success factors are not merely due to technical practices but also with the integration of non-technical aspects such as human-related practices. This paper aims to investigate the Soft Lean Practices that are necessary for the successful implementation of the Lean Production System (LPS) in the Malaysian Automotive SMEs. The result of this paper will provide a detailed review of Soft Lean Practices within the LM literature that should be considered by the organizations when implementing lean. A framework was also developed through an extensive review of Soft Lean literature.

Neue Fertigungssteuerung in der Ingenieurkeramik*/New approach to manufacturing control in engineering ceramics

2015 ◽  
Vol 105 (03) ◽  
pp. 109-114
Author(s):  
U. Bracht ◽  
F. Arzberger ◽  
F. Schulenburg
Keyword(s):  
Lean Manufacturing ◽  
Lean Production ◽  
Control Unit ◽  
Manufacturing Processes ◽  
Small Companies ◽  
Complex Environment ◽  
New Approach ◽  
Manufacturing Control ◽  
Volume Production ◽  
Low Volume

Auch kleinere Unternehmen mit komplexen Herstellungsprozessen müssen heute in der Kleinserie die Effizienz und Geschwindigkeit in der Produktion erhöhen. Zentraler Bestandteil ist dabei eine schlanke Fertigungssteuerung in einem ganzheitlichen Produktionssystem. Der Fachbeitrag zeigt, wie auch bei hoher Komplexität wesentliche Ansätze der „Lean Production“ genutzt werden, um die Produktion von Ingenieurkeramiken durch die intelligente Vernetzung bereichsspezifischer Methoden zu optimieren.   Today, even small companies with complex manufacturing processes in low-volume production have to improve efficiency and speed in manufacturing. A core aspect is lean manufacturing control within an overall production system. This article shows how the main approaches of Lean Production can be applied even to a highly complex environment. The intelligent integration of specific methods for each control unit helps to enhance the production of ceramics.

Identifying key network characteristics for agricultural innovation: A multisectoral case study approach

2018 ◽  
Vol 47 (1) ◽  
pp. 19-26
Author(s):  
Evelien Lambrecht ◽  
Maarten Crivits ◽  
Ludwig Lauwers ◽  
Xavier Gellynck
Keyword(s):  
Success Factors ◽  
Knowledge Exchange ◽  
Group Discussions ◽  
Agricultural Innovation ◽  
Network Characteristics ◽  
Face To Face ◽  
Study Approach ◽  
Innovation Characteristics ◽  
Depth Interviews

This article identified network characteristics critical for successful agricutural innovations within networks, or a set of interrelated organizations aiming at knowledge exchange for innovations. To explore key success factors, the research questioned how networks cope with innovation characteristics and combined network characteristics with four innovation characteristics in four agricultural sub-sectors. Data were collected from in-depth interviews with farmers and network coordinators and from focus group discussions with farmers active in Flanders, the northern part of Belgium. Factors particularly helpful for success in agricultural innovation networks include numerous contacts, integration of knowledge providers in the network structure, face-to-face communication, a self-initiated coalition and surpassing innovation beyond the mere agricultural level, through collaboration with people from outside the sector. The findings are useful for academics, network coordinators and network members, possibly leading to a higher innovation performance via networking.

scholarly journals Environmental alignment between logistics service providers and shippers – a supply chain perspective

2020 ◽  
Vol 31 (3) ◽  
pp. 575-605
Author(s):  
Maria Huge-Brodin ◽  
Edward Sweeney ◽  
Pietro Evangelista
Keyword(s):  
Supply Chain ◽  
Stakeholder Theory ◽  
Success Factors ◽  
Service Providers ◽  
Three Dimensional ◽  
Content Type ◽  
Study Approach ◽  
Logistics Service ◽  
Sustainable Logistics ◽  
Logistics Service Providers

PurposeVarious suggested paths for greening logistics and supply chains often address the specific perspectives of single supply chain actors. Drawing on stakeholder theory, the purpose of this paper is to develop a deeper understanding of the alignment between logistics service providers (LSPs) and shippers in the context of adopting more environmentally sustainable logistics practices.Design/methodology/approachWith a case study approach, a dual perspective is taken in which both LSPs and shippers were researched. The cases comprise eight LSPs and six shipper companies in Sweden, Italy and Ireland. Information was first analysed in relation to levels of environmental awareness, customer requirements and provider offerings and critical success factors (CSFs) and inhibitors. In a second step, the findings were analysed using stakeholder theory.FindingsLSPs demonstrate higher ambition levels and more concrete offerings compared to shippers' requirements for green logistics services. Paradoxically, customers are an important CSF and also an inhibitor for both LSPs and shippers. Both LSPs and shippers perceive financial factors and senior management priorities as important CSFs. The application of stakeholder theory helps to illuminate the importance of the many secondary stakeholders vs that of one or a relatively small number of primary stakeholders.Originality/valueThe three-dimensional analysis of environmental alignment between LSPs and shippers reinforces existing knowledge and provides new insights. A novel use of stakeholder theory in a supply chain context underlines its usefulness in research of this kind.

scholarly journals A Review of the Critical Success Factors in the Adoption of Lean Production System by Small and Medium Sized Enterprises

2014 ◽  
Vol 564 ◽  
pp. 627-631 ◽  
Author(s):  
H. Tamjid Yamchello ◽  
R. Samin ◽  
A. Tamjidyamcholo ◽  
P. Bareji ◽  
A. Beheshti
Keyword(s):  
Cultural Change ◽  
Production System ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Production ◽  
Dynamic Markets ◽  
Critical Success ◽  
Management Commitment ◽  
Top Management Commitment ◽  
And Training

Small and Medium-sized Enterprises (SMEs) are important contributors to the economy of a country. In recent years, due to globalization and competition in the market they have faced high pressure to survive in the market. Lean production as a method of cost reduction which improves the efficiency has been adopted by many SMEs to survive within these dynamic markets. However, many failures of implementing a successful lean production system have been reported, caused by the inherent limitations of and factors unique to SMEs. This paper reviewed studies that focused on the Critical Success Factors (CSFs) of implementing lean production among SMEs. The result of the study highlighted that lack of top management commitment, cultural change, education and training might hinder the implementation of lean production in SMEs successfully.

scholarly journals A Model to align the organizational culture to Lean

2018 ◽  
Vol 11 (2) ◽  
pp. 207 ◽  
Author(s):  
Mehrsa Taherimashhadi ◽  
Imma Ribas
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Corporate Culture ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Evaluation Model ◽  
Structured Interviews ◽  
Implementation Barriers ◽  
Lean Implementation ◽  
Lean Transformation

Purpose: Since the emergence of Lean Manufacturing many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Several aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this paper aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give some recommendations to manage people before implementing Lean.Design/methodology/approach: This research has been conducted based on literature review survey and semi-structured interviews. Research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the time period of 1996-2016. A set of key terms and their combinations were used including: Toyota Production system, Lean production, Lean manufacturing, Lean management, Transformation, Implementation, Barriers/ Impediments/Challenges/Difficulties, Human resources, Success factors, Organizational culture, and National culture.Findings: The proposed evaluation model is a guide for organizations to determine cultural misalignments between the corporate culture and the Lean culture before its implementation and gives some managerial recommendations to correct them.Originality/value: This study is the first attempt to integrate the national models   with Lean culture to provide an evaluation model and some recommendations to help the organization to align its culture to Lean culture before its implementation.  

Identifikasi Hambatan Penerapan Lean di Usaha Kecil dan Menengah (UKM)

2021 ◽  
Vol 4 (2) ◽  
pp. 107-124
Author(s):  
Mochammad Rifky Pamungkas ◽  
Erna Maulina ◽  
Margo Purnomo
Keyword(s):  
Structural Model ◽  
Small And Medium Enterprises ◽  
Future Research ◽  
Small Contribution ◽  
Lean Implementation ◽  
Study Approach ◽  
Management Commitment ◽  
Medium Enterprises ◽  
The City

Today's world competition has increased the pressure on Small and Medium Enterprises (SMEs) to adopt lean implementations. The purpose of this study is to make a small contribution by exploring the Lean Implementation Barrier (LIB) in SMEs through three case studies of SMEs in the city of Bandung. A case study approach is used and followed by the Interpretative Structural Model (ISM) in order to see the inter-LIB relationship. The results of this study indicate that lack of management commitment and leadership, lack of employee involvement and lack of resources are the main obstacles to lean implementation in SMEs in Indonesia. Moreover, poor communication among various levels within the company and inadequate dissemination of knowledge about the benefits of lean also create barriers to lean implementation. The implication of this research is to strengthen and expand information related to research on the application of lean in SMEs, especially the results of the identified barriers that can assist SMEs in implementing lean or future research in developing and identifying barriers to implementing lean in SMEs.

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