Lean Implementation in Small and Medium-Sized Enterprises in Less Developed Countries: Some Empirical Evidences From North Africa

Belhadi, Amine; Touriki, Fatima Ezahra; Elfezazi, Saïd

doi:10.1111/jsbm.12396

Cited by 33 publications

(21 citation statements)

References 43 publications

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“…More recently, Govindan et al (2017) have prioritized the indicators to enhance the organizational supply chain’s (SC) effectiveness using the fuzzy AHP method. The literature provides many other examples of applying AHP to set priorities such as Chin et al (2008); Thanki et al (2016); Belhadi et al (2017a, 2017b).…”

Section: Methodsmentioning

confidence: 99%

Evaluation of critical success factors (CSFs) to lean implementation in SMEs using AHP

Belhadi

Touriki

Elfezazi

2019

IJLSS

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Purpose In an attempt to promote the implementation of lean in small and medium sized enterprises (SMEs), the purpose of this paper is to determine and to evaluate success factors critical to the implementation of lean in SMEs. This will help SMEs to redirect and stepwise strategies for implementing lean and overcome the financial and technical limitations that are hindering smaller companies to address a large set of factors at the same time. Design/methodology/approach This research proposes the use of a two-phase research methodology. First, 28 critical success factors (CSFs) were identified and grouped into five categories: policy, leadership and management, funding, technic and process, culture, humans and competencies, market, customers and suppliers and understanding, methodology and implementation. Second, a structural model based on the analytical hierarchy process (AHP) was proposed to prioritize the identified CSFs. A practical case study is conducted in a small automotive supplier to validate the proposed model, take inputs and solve the problem under study. Findings The results show that CSFs related to “Policy, leadership and management” are found to be the most significant for SMEs to successfully implement lean production. This is followed closely by CSFs from the category of “Understanding, methodology and implementation”. CSFs of “Culture, humans and competencies” and “Funding, technique and process” are the third and fourth prominent categories. At the end of the priority list come CSFs of “Market, customers and suppliers”. Originality/value The present study has a twofold contribution that complete the existing literature. First, the study is focused on small companies which have not received sufficient attention. Second, it provides a more accurate, effective and systematic decision support tool for selecting the most prominent CSFs to redirect lean efforts in SMEs in a stepwise manner.

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Section: Methodsmentioning

confidence: 99%

Evaluation of critical success factors (CSFs) to lean implementation in SMEs using AHP

Belhadi

Touriki

Elfezazi

2019

IJLSS

Self Cite

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“…Reactive strategies mainly rely on a real-time information system, and are based on data-driven decision-making ( Kamble and Gunasekaran, 2020 ; Belhadi et al., 2019 ; Belhadi et al., 2018 ), creating virtual marketplaces ( Sharifi et al., 2006 ) and using supply chain simulation ( Hofmann et al., 2019 ). Besides, extant literature emphasized other concurrent strategies (first and swift responses during or in the instant aftermath of a disruption), such as transportation and lifeline maintenance ( Graveline and Grémont, 2017 ; Ivanov et al., 2016 ; Haraguchi and Lall, 2015 ), inventories and reserve capacity ( Lücker et al., 2019 ; Simchi-Levi et al., 2015 ), business continuity plans ( Hernantes et al., 2017 ; Zsidisin et al., 2005 ) along with decision-making proximity ( Zsidisin et al., 2005 ).…”

Section: Theoretical Background and Literature Reviewmentioning

confidence: 99%

Manufacturing and service supply chain resilience to the COVID-19 outbreak: Lessons learned from the automobile and airline industries

Belhadi

Kamble

Jabbour

et al. 2021

Technological Forecasting and Social Change

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493

512

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Highlights Insights into the impact of COVID-19 outbreak on automobile and airline supply chain is provided. Integrated time-to-recovery and financial impact analysis, empirical survey and semi-structured interviews were used. Localized supply sources and industry 4.0 technologies identified as significant strategies by automobile industry. Business continuity by defining operations at the airport and flights perceived significant strategy by airline industry. Real-time information sharing and cooperation among supply chain stakeholders is critical.

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“…While identifying and reviewing the literature, it appears that most of the previous studies have separately explored Lean and Six Sigma methods (Henrique and Godinho Filho, 2020; Belhadi et al , 2018; Ramadas and Satish, 2018; Alaskari et al , 2016; Moeuf et al , 2016; Antony, 2008; Achanga et al , 2006). Only limited articles combined both the methods to explore the LSS concept (Laureani and Antony, 2018; Campos, 2013; Prasanna and Vinodh, 2013; Gibbons and Burgess, 2010; Kumar et al , 2006).…”

Section: Literature Reviewmentioning

confidence: 99%

Analyzing barriers and strategies for implementing Lean Six Sigma in the context of Indian SMEs

Gaikwad

Paul

Moktadir

et al. 2020

BIJ

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PurposeThe purpose of this study is to investigate the barriers for implementing Lean Six Sigma (LSS) in small and medium-sized enterprises (SMEs) and present a framework that provides prioritized strategies to overcome the barriers.Design/methodology/approachThe barriers and strategies are identified via a comprehensive literature review and validated by industry experts. The study uses the fuzzy Technique for Order of Preference by Similarity to Ideal Solution (fuzzy TOPSIS) to analyze the barriers and strategies for determining the prioritized list of strategies.FindingsThe findings reveal that there are sixteen barriers to LSS implementation in Indian SMEs. To overcome these barriers, this study reveals twelve strategies. The analysis shows that “effective management” is the most crucial strategy to overcome the barriers for implementing LSS in Indian SMEs.Research limitations/implicationsThis research guides SMEs practitioners to efficiently and effectively implement LSS, which, in turn, can enhance the performance of SMEs.Originality/valueThis study contributes to the literature by integrating the strategies with the barriers for implementing LSS in Indian SMEs. Besides, this study provides the prioritized list of strategies to overcome the barriers for implementing LSS in Indian SMEs.

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Lean Implementation in Small and Medium-Sized Enterprises in Less Developed Countries: Some Empirical Evidences From North Africa

Cited by 33 publications

References 43 publications

Evaluation of critical success factors (CSFs) to lean implementation in SMEs using AHP

Evaluation of critical success factors (CSFs) to lean implementation in SMEs using AHP

Manufacturing and service supply chain resilience to the COVID-19 outbreak: Lessons learned from the automobile and airline industries

Analyzing barriers and strategies for implementing Lean Six Sigma in the context of Indian SMEs

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