Purpose – The purpose of this paper is to suggest a solution to the problem of implementing a full “Lean” methodology for small-/medium-sized enterprises (SMEs) in a developing economy. Design/methodology/approach – This is a reflective paper that looks at an illustrative case study against the wider perspectives of the financial and resource costs of implementing a full lean programme in a developing country and suggests that using a “Lean Lite” approach may help the consultant/manager introduce lean concepts into a manufacturing organisation in a developing country. Findings – The paper concludes that “Lean Lite” as an approach that can be used to introduce lean initiatives in an SME in a developing economy by allowing a company with very limited resources to engage not only in business improvement but also in improving working conditions and education for employees. Research limitations/implications – The observations are limited to a single case study, although tempered by the authors’ wider experience. Further empirical research and critique of the original research is required to validate the observations and conclusions. Practical implications – The proposed “Lean Lite” initiative can help to introduce lean concepts to an organisation with limited financial and other resources. This helps organisations to increase productivity and assists the adoption of the lean philosophy and principles in a developing economy. The approach may also be used to engage in a wider corporate social responsibility strategy at ground level. Social implications – The social benefits as a result of implementing a Lean Lite approach include improving working conditions and educating employees. Originality/value – The paper proposes an approach that can be used to widen organisational involvement in lean initiatives in a developing economy by allowing a company with limited resources to engage not only in business improvement but also in improving working conditions and education for employees. As such the approach has both economic and social benefits.
Purpose It seems to be the consensus (Zhang et al., 2012; George et al., 2003; Arumugam et al., 2013) that Lean Six Sigma (LSS) has become a beneficial improvement initiative used in a variety of industries. There is a move towards integrating any high-level business improvement methods holistically throughout the whole organisation. Indeed, Hoerl (2014) explored the idea that when using LSS for business improvement, the programme should engage the whole organisation in much the same way as the financial function is present throughout each department. The purpose of this paper is to posit that using the lean and green agenda may be the driver to achieve integration. Design/methodology/approach The research adopted a subjective ontological perspective with the researcher using participant observation as the main research instrument. Denzin and Lincoln (2005) note that it is now common for scholars to argue that the only relevant data are those based upon the personal experience of the researcher; this served as an informing foundation for the approach for the exploration of the topic. Based on multiple case studies, chosen because they operate in different sectors, the paper adopted an extended case method (Burawoy, 1998) to analyse and gather the research. The organisations were chosen because they both were at a similar stage in their continuous improvement (CI) journey. The main reasoning behind the selection of the two different organisations is to reach “Thick Description” (Geertz, 1973, p. 3, 2001). Findings The findings suggest that there are still significant benefits of implementing a large-scale lean agenda in particular when using an LSS methodology. The paper finds that there are also significant gaps in achieving full integration within the organisation and argues that lean and CI are still the remit of the operations manager. The document goes on to argue that if the CI initiative is driven by the corporate social responsibility (CSR) plan, then any lean/lean green implementation will enable the company to drive CI integration with all stakeholders. Research limitations/implications The research has implications for those responsible for the CSR function within the organisation and the operations manager who is charged with implementing any lean/lean and green CI. Practical implications The paper argues that the lean and green agenda can drive integration of any CI activity throughout the organisation and suggests that the way this can be achieved is any CI activity that is included in the wider CSR plan. Social implications This paper contributes to the “lean and green” agenda and offers a solution for the problem of integrating LSS activities throughout the whole organisation by placing CI and LSS within the CSR remit. Originality/value There is little consensus how this holistic integrated approach should be implemented by the company. This research uses multiple case studies to critically examine the application of LSS as an improvement programme within two large UK-based organisations, each company operating in very different industry sectors to identify the benefits of LSS but also the missed “green/societal” opportunities and argues that if any lean and lean and green agenda is to be holistically adopted, then any CI activity should be driven by the CSR department.
Purpose – The purpose of this paper is to assess the current use being made of the sustainability message within business improvement activity and project justification within individual businesses. Design/methodology/approach – This is a reflective paper that looks at an illustrative case study against the wider perspectives of Lean Six Sigma (LSS) implementation, market orientation and business improvement initiatives in general. Findings – The piece discusses the gains derived from the LSS projects and identifies gaps in potential benefits in particular the paper questions how well any potential marketing messages were exploited by the organisation. The findings critically evaluates the impact that marketing function involvement could have in helping to promote the wider productivity message and its contribution to the wider corporate social responsibility (CSR) strategy for the organisation. The document also suggests how the company could leverage internally focused projects to adopt a companywide marketing orientation and use such leverage to support future LSS project selection and justification. Research limitations/implications – The observations are limited to a single case study, although tempered by the authors’ wider experience. Further empirical research is required to validate the observations and conclusions. Practical implications – The proposed approach to future improvement initiatives can help to increase the wider productivity message and assist organisations to exploit their internal projects in external communications and wider CSR strategy. Originality/value – The paper proposes an approach that can be used to widen organisational involvement in improvement initiatives allowing future project justification to be less internally cost focused, more holistic with a focus on customer voice.
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