Sustaining lean in SMEs: key findings from a 10-year study involving New Zealand manufacturers

Grigg, Nigel P.; Goodyer, Jane; Frater, Thomas Gregory

doi:10.1080/14783363.2018.1436964

Cited by 29 publications

(34 citation statements)

References 15 publications

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“…Effective implementation of lean manufacturing (LM) depends upon people, both leaders and followers, regardless of the kind of organization in which it takes place (Sawhney and Chason, 2005;Grigg et al, 2018). LM is deemed to be grounded on principles such as 'continuous improvement' and 'respect for people' (Toyota, 2001;Emiliani and Stec, 2005;Dinis-Carvalho, 2020).…”

Section: Introductionmentioning

confidence: 99%

Analysing the influence of organisational culture and leadership styles on the implementation of lean manufacturing

Tortorella

Fettermann

Fogliatto

et al. 2020

Production Planning & Control

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This paper aims at identifying the combination of organizational culture profiles and leadership styles that best support companies implementing lean manufacturing practices. For that, 225 leaders from manufacturing companies at various stages of lean implementation were surveyed.The analytical approach clustered respondents and their respective firms according to prevailing organizational culture, leadership style and level of implementation of lean practices, testing for frequency differences among clusters. This study states that organizational culture profiles are related to leadership styles and lean manufacturing implementation level, suggesting different-from-expected effects of this relationship on lean manufacturing implementation. The study bridges a gap in the literature by exploring how the association between organizational culture and leadership styles occurs in companies that are adopting lean practices.

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Section: Introductionmentioning

confidence: 99%

Analysing the influence of organisational culture and leadership styles on the implementation of lean manufacturing

Tortorella

Fettermann

Fogliatto

et al. 2020

Production Planning & Control

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“…Easy-to-use practices such as workplace organization, visual management, and customer involvement should be given more weight in the beginning stages of the implementation than in the more advanced ones (line balancing, onepiece flow, pull, and Kanban). It has been proven, especially in SMEs, that early success and quick wins help firms sustain quality initiatives (Sony 2019;Grigg, Goodyer, and Frater 2020). We subscribe to the idea that contextualization is necessary for better understanding and clarification prior to moving forward.…”

Section: Literature Reviewmentioning

confidence: 98%

Lean techniques impact evaluation methodology based on a co-simulation framework for manufacturing systems

Possik

Zouggar-Amrani

Vallespir

et al. 2021

International Journal of Computer Integrated Manufacturing

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Lean implementation plays a major role in optimizing productivity and reducing waste. Applying the adequate integration of Lean Techniques (LT) can ensure a higher profitable benefit. Many companies face difficulties in choosing the LT that best suit their situations to reach their objectives. In this study, we propose the simulation of specific modeled industrial contexts and check the impact of implementing LT simultaneously. Market fluctuation, demand diversification, and uncertainty of resources contexts are studied to perceive how LT behaves accordingly. Four KPIs (Key Performance Indicators) are retained for the analysis: Work in Progress, Lead-time, Production Throughput, and Defect Rate. An aeronautical company is modeled and experiments are performed to demonstrate the usefulness of a developed co-simulation framework to perceive the sensitivity of LT to some industrial contexts. The results showed that Poka Yoke and 5S are context-free LT valid in any industrial context. Pull, SMED, and Cross training are contextual and deserve careful applicability regarding the simulated context. Cross training, suitable for uncertainty of resources, does not show any significant improvements when the company was exposed to market fluctuations and demand diversification contexts.

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“…Summary of some of such studies in the context of manufacturing SMEs is presented in Table 1. It can be seen from the above discussion that SMEs are vital to the economy and empirical analysis are needed to further understand their continuous improvement journeys and factors affecting the success and failure of implementation and their operational sustainability (Hu et al , 2015; Belhadi et al , 2018; Grigg et al , 2020; Alexander et al , 2019).…”

Section: Research Background and Hypothesesmentioning

confidence: 99%

“…SMEs in a developing country like India operate in a very challenging environment, and previous research has shown that the spread of lean manufacturing in India and other developing countries is sluggish due to constantly shifting mentalities of entrepreneurs, the lack of experience of management, the lack of knowledge among employees and higher adoption cost over time (Panizzolo et al , 2012; Jaiswal et al , 2020). It is assumed that by progressive orientated cultural transformation, all of these organizational challenges related to adoption of lean practice can be resolved for Indian SMEs (Ahmad, 2013; Bhasin, 2013; Grigg et al , 2020). Hence, given the lack of empirical evidence on the relationship between lean practices, organizational culture, and operational performance in the context of Indian manufacturing SMEs is clearly the motivation for this study.…”

Section: Introductionmentioning

confidence: 99%

Lean practices and operational performance: the role of organizational culture

Sahoo

2021

IJQRM

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PurposeThere is a scarcity of research about cultural aspects of organization related to lean implementation. The purpose of this research is to investigate the effects of lean practices and organizational culture on the operational performance of small- and medium-sized manufacturing enterprises.Design/methodology/approachThe study is based on a survey conducted and data collected from 215 manufacturing SMEs in India. The hypothesized relationships are then analyzed with structural equation modeling.FindingsThe results showed that the constructs of lean practices and organizational culture have significant and direct effects on the operational performance of Indian manufacturing SMEs. Further, this research shows the mediating effect of organizational culture on sustaining lean processes within small-medium manufacturing business setups.Research limitations/implicationsFuture research is required in a more diverse context to confirm the generalization of the results. Future research may be extended to investigate the effects of lean and organization cultural aspects on measures of financial, social and environmental performance.Practical implicationsThe results obtained would help managers of manufacturing SMEs to better understand the linkage between lean and operational performance, considering the aspect of cultural change management in an organization. The outcome of this research provides useful indications of how organizations can work to sustain the philosophy of lean manufacturing within their workplace.Originality/valueThere is a lack of research at the critical intersection of organizational culture and sustainability of lean implementation. Culture is key to making changes required for lean implementation and in sustaining the drive toward lean production and management. This research is an attempt to fill that gap.

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Sustaining lean in SMEs: key findings from a 10-year study involving New Zealand manufacturers

Cited by 29 publications

References 15 publications

Analysing the influence of organisational culture and leadership styles on the implementation of lean manufacturing

Analysing the influence of organisational culture and leadership styles on the implementation of lean manufacturing

Lean techniques impact evaluation methodology based on a co-simulation framework for manufacturing systems

Lean practices and operational performance: the role of organizational culture

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