Lean principles, practices, and impacts: a study on small and medium-sized enterprises (SMEs)

Zhou, Bin

doi:10.1007/s10479-012-1177-3

Cited by 223 publications

(236 citation statements)

References 15 publications

(11 reference statements)

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“…Moreover, the framework contains guidelines, tools and practices affirmed to be suitable for SMEs by several authors (Matt & Rauch, 2013;Zhou, 2012;Real, Pralus, Pillet & Guizzi, 2007). For these reasons, the proposed roadmap meets the criterion of "Implementable".…”

Section: Features Of the Proposed Framework Of Lean Implementation Inmentioning

confidence: 99%

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

Belhadi

Touriki

Elfezazi

2016

JIEM

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Abstract:Purpose: The present paper aims at developing an effective framework including all the components required 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. This will allow 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 -786-Journal of Industrial Engineering and Management -http://dx.doi.org/10. 3926/jiem.1907 the successful experiences of small companies in implementing lean programs and then proves that lean can give relevant results even for SMEs. Research limitations/implications: the proposed framework presents a number of limitationsand 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 are derived from the practical experiences of four SMEs, the identified elements need to be generalized and enriched 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. Researchers 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.

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Section: Features Of the Proposed Framework Of Lean Implementation Inmentioning

confidence: 99%

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

Belhadi

Touriki

Elfezazi

2016

JIEM

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“…According to Aspinwall (1999, 2000) and Dora, Kumar, and Gellynck (2016), a lack of resources can act as an excuse not to improve, and the measurement of results, progress and performance is critical for implementing lean practices. Zhou (2016) found that the lack of time and budgets was high for companies with initial implementation of lean practices and Hu et al (2015) found that training was important to diffusing lean implementation. The criticality of support congruence in the initial stages of implementing lean is also plausible because employees act, or refrain from acting, based on the rewards they receive, both intrinsically and extrinsically.…”

Section: Focus On Shop-floor Activities When Starting With Leanmentioning

confidence: 99%

“…Sakakibara, Flynn, and Schroeder (1993) and Danese, Romano, and Bortolotti (2012) found no direct link between external JIT and performance, and argue that external JIT might be necessary for internal JIT rather than directly linked to performance. Saraph, George Benson, and Schroeder (1989), Motwani, Mahmoud, and Rice (1994), Aspinwall (1999, 2000), Hu et al (2015) and Zhou (2016) found that suppliers came in at a later stage, after many of the internal improvements had been accomplished. This order of improving the supply chain was replicated in our findings.…”

Section: Downstream Improvements Precede Upstream Improvementsmentioning

confidence: 99%

Implementing lean practices in manufacturing SMEs: testing ‘critical success factors’ using Necessary Condition Analysis

Knol

Slomp

Schouteten

et al. 2018

International Journal of Production Research

107

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Lean practices are known to increase operational performance. Previous research has identified critical success factors for implementing lean practices. This research aims to examine the extent to which success factors are critical for various degrees of lean practice implementation. Using multiple-respondent self-assessments from 33 Dutch manufacturing small and medium-sized enterprises (SMEs), we conducted a Necessary Condition Analysis. Our findings indicated that the criticality of success factors is progression dependent. In the initial stages of the lean journey, SMEs could improve their lean practices in a bottom-up manner through local factors such as a learning focus, improvement training and support congruence. When lean practices are more advanced, some company-wide factors must be present: top management support, a shared improvement vision and a supplier link. Our findings question the universality of success factors such as strategic involvement and indicate the need for a more dynamic model of lean implementation.

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“… Some definitions speak about value as perceived by the customer (Arbulu et al, 2003;Eswaramoorthi et al, 2011;Arumugan et al, 2012;Zhou, 2012); value for the (end)…”

Section: The Concept Of Waste As Non-value Adding Activitymentioning

confidence: 99%

On the meaning of ‘Waste’: review and definition

Thürer

Tomašević

Stevenson

2016

Production Planning & Control

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Waste reduction is one of the main principles of lean, but it has been taken for granted that we have a common understanding of what waste means. We first present a critical, qualitative discussion that identifies four distinct waste concepts. We then conduct a systematic review of the literature that examines the different uses of these concepts. We find that only the classic concept of the seven wastes and the concept of waste as non-value adding activity are widely applied. However, both concepts are, at times, not only incompatible but used in a way that leads to open contradiction. A new definition, centered on an efficient, timely transformation process seeks to consolidate the literature. We outline two distinct waste types:(i) obvious waste, to refer to any waste that can be reduced without creating another form of waste; and, (ii) buffer waste, to refer to any waste that cannot be reduced without creating another waste. The paper has important implications for practice. To reduce waste, managers must undertake three interlinked tasks: the elimination of obvious waste; the reduction of variability to transform buffers into obvious waste; and, the balancing of remaining buffers to best achieve performance targets. The paper supports managers in their endeavors to identify waste, which is an important precursor to waste reduction/elimination.

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Lean principles, practices, and impacts: a study on small and medium-sized enterprises (SMEs)

Cited by 223 publications

References 15 publications

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

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

Implementing lean practices in manufacturing SMEs: testing ‘critical success factors’ using Necessary Condition Analysis

On the meaning of ‘Waste’: review and definition

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