A study of supporting programs for small and medium enterprises: a first stage going to &amp;#x201C;Lean&amp;#x201D;

Real, Romain; Pralus, Magali; Pillet, Maurice; Guizzi, Ludovic

doi:10.1109/ieem.2007.4419243

Cited by 12 publications

(10 citation statements)

References 1 publication

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“…Workers are empowered to stop the production line if abnormalities occur Black (2007), Saurin et al (2011), Liker (2004, Monden (1998), Nordin et al (2012), Dahlgaard and Dahlgaard-Park (2006), Balle (2005) 2008), Worley and Doolen (2006), Knuf (2000) Commitment to improvement MGT05 Company uses external experts/consultants on a regular basis to evaluate the overall company performance and to improve production and quality level Achanga et al (2006), Golicic and Medland (2007), Boughton and Arokiam (2000), Inman and Mehra (1990), Kundu and Manohar (2012), Nordin et al (2012), Real et al (2007)…”

Section: Pr02mentioning

confidence: 99%

Lean readiness level within Kuwaiti manufacturing industries

Alnajem

Dhakal

Labib

et al. 2013

Lean Six Sigma Journal

119

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Purpose -The purpose of this paper is to develop a measurement framework to evaluate the lean readiness level (LRL) and lean systems (LS) within Kuwaiti small and medium-sized manufacturing industries (K-SMMIs). A measurement framework which encompasses the quality practices related to LS (processes; planning and control; human resources; top management and leadership; customer relations; and supplier relations) is used to assess the quality practices in K-SMMIs and determine whether they have the foundation to implement LS. Design/methodology/approach -The authors conducted a comprehensive literature review, semi-structured interviews with 27 senior managers, and a quantitative survey administered to 50 K-SMMIs. The responses were entered into SPSS software to conduct a reliability test and independent sample t-test. Findings -The results indicate that current quality practices within K-SMMIs are not very supportive towards LS. Many factors are revealed to affect K-SMMIs with respect to LS, including language barriers, and deficiencies in aspects including quality workers in terms of education and skills; technology; government attention; know-how regarding LS; market competitiveness; and urgency for adopting LS. Research limitations/implications -Very limited information is available on LS and QI in Kuwait. The LRL framework should be tested in small and medium-sized manufacturing industries (SMMIs) that successfully use LS, in order to provide a benchmark. The study's findings can be used as an internal checklist prior to and during lean implementation. Originality/value -This LS and LRL measurement framework relating to K-SMMIs represents a unique effort in the area of lean management.

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Section: Pr02mentioning

confidence: 99%

Lean readiness level within Kuwaiti manufacturing industries

Alnajem

Dhakal

Labib

et al. 2013

Lean Six Sigma Journal

119

View full text Add to dashboard Cite

show abstract

“…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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“…The four highest frequencies of sources of LM information are the organisation's customers, followed by top management, government agencies and seminars. In order to ensure successful LM implementation in Malaysian automotive component manufacturers, all parties must be involved; which includes all 1 st tier, 2 nd tier, and 3 rd tier vendors, and they should play a role in supporting LM practice implementation (Real et al, 2007). Commitment from the SMEs' top management and government agencies, especially in terms of financial support, could also influence LM implementation success (Achanga et al, 2006).…”

Section: Results and Analysismentioning

confidence: 99%

Lean Manufacturing Perceptions and Actual Practice Among Malaysian SME’s in Automotive Industry

Rose¹,

Deros²,

N.³

2013

Int J Automot Mech Eng

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Stiff business challenges and product competition faced by automotive component manufacturers has forced them to look into lean manufacturing (LM). Presently there are more than 100 LM practices. However, small and medium enterprises (SMEs) are not able to implement all LM practices due to financial, expertise and skill constraints. Therefore, in this study the authors investigated the level of perception and actual practice within 24 LM practices, regarding actions believed feasible to be implemented in SMEs. In addition, the authors gathered LM information sources, reasons for implementing LM and its benefits to SMEs. A questionnaire survey was conducted in 35 SMEs involves in manufacturing automotive components. The majority of SMEs have a high perception of the importance of LM practices but in reality are not undertaking them. The SMEs mainly received their LM information from their customers, and they strongly believe that LM practices could improve their long-term business sustainability and competitiveness in the market place.

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A study of supporting programs for small and medium enterprises: a first stage going to “Lean”

Cited by 12 publications

References 1 publication

Lean readiness level within Kuwaiti manufacturing industries

Lean readiness level within Kuwaiti manufacturing industries

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

Lean Manufacturing Perceptions and Actual Practice Among Malaysian SME’s in Automotive Industry

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