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Purpose Global competition has intensified pressure on small- and medium-sized enterprises (SMEs) to implement lean. Recently, the debate has converged to the role of lean implementation barriers (LIBs). The purpose of this paper is to contribute to this debate by exploring the LIBs in SMEs through three case studies. Design/methodology/approach A case study approach was employed followed by interpretive structural modelling (ISM) to model the interrelationship among the LIBs. Findings This study reveals that lack of management commitment, leadership and resources are the key barriers to lean implementation in SMEs in India. Furthermore, poor communication between different levels of the organisation and inadequate dissemination of the knowledge of lean benefits also creates hindrance in lean implementation. Managerial implications of the identified barriers for lean implementation in SMEs have been discussed. Originality/value The research regarding lean implementation in SMEs is scarce. This study is the first attempt of its kind to identify the lean barriers in a small industry setup through mathematical analysis.

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Purpose: Although lean thinking is deemed to be a gold standard of modern production management, a lot of scepticism still remains regarding its applicability in small and medium-sized enterprises (SMEs). This paper aims to understand the perception of lean in SMEs and establish the relationship between lean adoption and operational performance.Design/Methodology/Approach: With the help of a survey, data was collected from 425 SMEs in India and analyzed using structural equation modelling (SEM).

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