Improving operational performance of manufacturing SMEs: the interactive effect of technical and human lean practices

Al‐Hakimi, Mohammed A.; Goaill, Majid Mapkhot; Al-Hattami, Hamood Mohammed; Murshid, Mohsen Ali; Saleh, Moad Hamod; Moghalles, Sami Abdulkareem Mohammed

doi:10.1108/ijqrm-12-2021-0443

Cited by 18 publications

(7 citation statements)

References 97 publications

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“…According to the RBV, a firm’s valuable, scarce, non-replicable and one-of-a-kind resources can contribute to achieving a competitive advantage of the firm (Barney, 1991). The firm possesses a wide range of resources comprising “assets, capabilities, organizational procedures, characteristics, information, and knowledge” that are under its control, which empower it to formulate and execute successful strategies (Al-Hakimi et al , 2022b, 2023). Accordingly, human resources and distinctive qualities are important resources in firms’ survival and sustainability (Collins, 2021; Yong et al , 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Is knowledge management a missing link? Linking entrepreneurial competencies and sustainable performance of manufacturing SMEs

Al Koliby,

Mehat,

Al-Swidi

et al. 2024

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Purpose By combining relevant literature and using quantitative methodology, this study aims to look into the role of knowledge management (KM) as a mediator between entrepreneurial competencies (ECs) and the sustainable performance (SP) of manufacturing small and medium-sized enterprises (SMEs). Design/methodology/approach The relationships in the proposed model were examined with data collected from 122 Malaysian SMEs using a cross-sectional technique and a standardized questionnaire and analyzed using structural equation modeling path analysis. Findings According to the findings, ECs have a positive and considerable impact on KM as well as the SP of manufacturing SMEs. Importantly, KM partially mediates between ECs and the SP of manufacturing SMEs. Research limitations/implications This research provides a theoretical contribution through the integration of ECs, KM and SP within a unified framework that takes into account the viewpoints of the resource-based view, the knowledge-based view and the triple bottom line. The results corroborate that ECs directly affect SP and indirectly through KM. Nevertheless, the study’s use of cross-sectional survey data makes it impossible to draw conclusions about causes. This is because ECs, KM and SP all have effects on time that this empirical framework cannot account for. Practical implications The findings of this research provide valuable insights for managers and decision-makers in SMEs, who are expected to show an increasing interest in adopting KM processes into their companies through which ECs can be translated into SP. Social implications By applying the proposed framework, SMEs can conduct their activities in ways that do not harm environmental and societal well-being while achieving appropriate economic performance at the same time. Originality/value As a result, the findings of this study can add to the literature on ECs and KM, as well as boost the chances of SME sustainability. Directions for future research are also provided in relation to a better understanding of the factors affecting the SP of SMEs.

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Section: Literature Reviewmentioning

confidence: 99%

Is knowledge management a missing link? Linking entrepreneurial competencies and sustainable performance of manufacturing SMEs

Al Koliby,

Mehat,

Al-Swidi

et al. 2024

Self Cite

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“…Along with enhancing responsiveness towards change, it also enhanced qualitative aspects, work satisfaction, commitment among staff, job performance and output. 4) Leaders And Managers Competence -Leaders generate an atmosphere that enables staff to alter their organization in some manner that leads to not only improved work performance but also contributes to overall comprehension along with satisfaction (Al-Hakimi et al, 2022). Leaders build a future vision and then enlarge a rational approach on the ways to achieve change &to make it an actuality.…”

Section: Overcoming Employee's Resistance To Changementioning

confidence: 99%

Management of Change and its Impact on Productivity: A Case in Point

Dwivedi

2023

SEBR

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Today change has turned out to be an essential element of everyone’s lives and for business existence as well. Most of the organizations with the necessity of change in their day-to-day operations have different ideas on change. The main focus of the paper is to understand the effect of change and its management in the achievement of business goals. Moreover, the study aims to throw light on the prime concepts & various applications of change management with the help of the various change models on employee’s productivity. The effort to bring about change may face retaliations so businesses should incorporate means to curtail the resistance level and promote an even shift of change. Top level management have huge role to play in executing the change and they serve as a role model to successfully handle the change. With respect to implement an unbeaten change initiative, management and businesses must make sure that any prior plan for change must be associated with the company’s objectives as witnessed by many literatures in this current study certifying the relationship between change, change management and the accomplishment of corporate objectives. This present paper has been designed to analyze and to assess the effect of change management on worker’s productivity and the adverse effect of resistance to change by examining the case study of Nokia. It also explores the range of models that the management could pertain to minimize resistance towards change. In the present case study of Nokia McKinsey’s 7s framework model fits well.

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“…In respect to smart manufacturing, automated factory operates with less human involvement, the use of sensor networks and automated guided vehicles (AGVs) for remote operations. Furthermore, the sensors monitor the working conditions, reports situation at work and trigger alarm with regards to abnormalities in production line (Al-Hakimi et al, 2023). Hence, system and production engineers in manufacturing SMEs can control and guide the robots from a far.…”

Section: Lean Six Sigmamentioning

confidence: 99%

Implementation of lean manufacturing practices and six-sigma among Malaysian manufacturing SMEs: intention to implement IR 4.0 technologies

Ibikunle

Rajemi

Zahari

2023

IJQRM

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PurposeIn this paper, the implementation of lean manufacturing and six sigma practices among Malaysian manufacturing SMEs toward achieving sustainable performance was investigated. Furthermore, intention to implement IR 4.0 technologies among manufacturing SMEs was also examined.Design/methodology/approachThe primary data were collected from 120 manufacturing SMEs across Malaysia using organization as the unit of analysis. The data were collected using the six-point Likert scale questionnaire.FindingsBased on research findings, about 86% Malaysian manufacturing SMEs implement 6s. Nevertheless, lean and 6s has an influence on sustainable performance among Malaysian manufacturing SMEs. Only about 32.5% Malaysian manufacturing SMEs have the intention to implement IR 4.0 technologies. This study results imply that IR 4.0 technologies implementation among Malaysian manufacturing SMEs are still at infant stage though lean and 6s concept is known by the manufacturing SMEs.Research limitations/implicationsThis study has implications for future researchers to explore application of IR 4.0 technologies among manufacturing SMEs. Therefore, there is need to create awareness about the application of IR 4.0 technologies suitable for manufacturing SMEs in order to remain sustainable for local and foreign competitors. From the perspective of system theory, there is an interconnection network across each department in a whole system. More so, sustainable performance can continuously change and improve the system in any organization.Practical implicationsFrom the view of SMEs policy makers, this study should be use to encourage SMEs to adopt technologically inclined practices. Accordingly, this research recommends government bodies to help support the implementation of sustainable practices due to their sizes and inadequate resources involved. Therefore, the role of government in providing suitable policies that could be beneficial to manufacturing SMEs toward achieving sustainable practices cannot be overlooked. Through proper government support, Malaysian manufacturing SMEs will be able to survive both locally and internationally and also gain competitive advantage.Originality/valueThe main contribution of this paper includes integrated effect of lean manufacturing practices and six sigma implementation among manufacturing SMEs and prioritizing implementation of IR 4.0 technologies to be executed by manufacturing SMEs.

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Improving operational performance of manufacturing SMEs: the interactive effect of technical and human lean practices

Cited by 18 publications

References 97 publications

Is knowledge management a missing link? Linking entrepreneurial competencies and sustainable performance of manufacturing SMEs

Is knowledge management a missing link? Linking entrepreneurial competencies and sustainable performance of manufacturing SMEs

Management of Change and its Impact on Productivity: A Case in Point

Implementation of lean manufacturing practices and six-sigma among Malaysian manufacturing SMEs: intention to implement IR 4.0 technologies

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