Challenges and success factors for implementation of lean manufacturing in European SMES

Small and medium-sized enterprises are crucial to value creation in the European economy. The SMEs need continuous improvement initiatives to stay competitive. However, SMEs are less likely to implement lean practices compared to larger companies. Limited research exists on the factors that are vital for succeeding with Lean implementations in SMEs. A case study of Norwegian and Belgium SMEs has been conducted in the European research project ERIP (European Regions for Innovative Productivity). Six critical success factors are suggested, which correspond well with previous research: 1) Ensure strong management involvement. 2) Develop thorough employee participation. 3) Allocate sufficient time for preparing the organisation. 4) Focus on creating motivation to complete initiatives. 5) Build competence internally in the organisation. 6) Establish a performance evaluation system

Impact of Lean and Sustainability Oriented Innovation on Sustainability Performance of Small and Medium Sized Enterprises: A Data Envelopment Analysis-based framework

Lean and Sustainability Oriented Innovation both enhance competitiveness of small and medium enterprises (SMEs) in a sustainable way. Lean is efficiency focused, whereas Sustainability Oriented Innovation emphasizes on responsiveness. Although lean and sustainability oriented innovation have been separately researched, there is a gap in knowledge on the combined effect of lean and sustainability oriented innovation (SOI) on SMEs Supply Chain sustainability. SMEs have limited resources and face numerous competition. Therefore, their supply chain sustainability can only be achieved through most appropriate trade-off between economic, environment and social aspects of business. The purpose of this paper is to understand the combined effect of sustainability oriented innovation and lean practices, on supply chain sustainability performance of SMEs. The study uses a Data Envelopment Analysis (DEA) based framework and applies this to a group of SMEs within the Eastern part of India. Lean and sustainability oriented innovation are considered as input criteria, and economic, operational, environmental and social aspects are considered as output criteria of the proposed framework. DEA segregates inefficient SMEs and suggests at least a SME to benchmark. Subsequently, the study undertakes qualitative approach to suggest improvement measures for the inefficient SMEs. The results reveal that combined lean and SOI helps achieve SMEs' supply chain sustainability. The findings are useful for policy makers and Individual SMEs' owners and managers to undertake measures for improving sustainability. Theoretically this research contributes a DEA-based framework to study the effect of combined lean and SOI on sustainability that helps improving SMEs’ sustainability performance

How do supply chain management and information systems practices influence operational performance?:Evidence from emerging country SMEs

This study first provides a comparative analysis of the impact of supply chain management (SCM) and information systems (IS) practices on operational performance (OPER) of small- and medium-sized enterprises (SMEs) operating in two neighbouring emerging country markets of Turkey and Bulgaria. Then, we investigate moderating effects of both SCM–IS-linked enablers and inhibitors on the links between SCM and IS practices and OPER of SMEs. To this end, we first empirically identify the underlying dimensions of SCM and IS practices, and SCM–IS-related enabling and inhibiting factors. Second, a series of regression analyses are undertaken to estimate the impact of the study's constructs on OPER of SMEs. The results are discussed comparatively within the contexts of both Turkish and Bulgarian SMEs and beyond. The study makes a significant contribution to the extant literature through obtaining and analysing cross-national survey data of SCM and IS practices in emerging country markets

An empirical investigation on the deployment of Operational excellence in SMEs

Purpose: This study investigates the quantitative aspect of the various strains of Operational excellence (OE) and “Competitive-potential (CP)” in the SME sector. It has five steps, i.e., identifying the key performance constructs of OE and their hypothesized relationship pattern from literature, validating these constructs through factor analysis, formalizing their empirical relationships by structural-equation-modeling (SEM), path analysis of performance constructs with the empirical results, and lastly proposing a framework for OE deployment in SMEs. Design/methodology/approach: Data for the deployment scores of Operational excellence procedures (OEPs) were collected through a structured questionnaire survey. Nine hundred participants from a stratified random sample were approached for the survey, and 473 responses were received. Sample stratification was based on Gender, Education, Experience, Position, Department, and Industry. Respondents had 5 to 30 years of experience managing manufacturing operations, holding the Manager position and above. Findings: The path analysis of the structural model provides unique insights into OE’s practical aspects in SMEs (Small and Medium Enterprises). Such as Contractual-conformance and Process-efficiency play pivotal roles as both have a significant positive impact on CP. Supplier efficacy, Consistency, and Product-excellence do not improve CP unless mediated by Contractual-conformance or Process-efficiency. Research limitations/implications: The study provides important implications for academia, policymakers, and managers. The study identifies and validates the operational excellence key performance practices and proposes a framework for manufacturing organizations. SME managers can follow the framework to develop effective operational excellence strategies to help them achieve their organizational goals. Additionally, the study emphasizes the need for continuous culture in SMEs, which will help to support operational excellence deployment. Overall, the implications presented in the study will help SMEs to enhance their competitiveness and operational performance. Originality/value: The study explores the empirical investigation of the operational excellence deployment in SMEs. The study uses a mixed method approach for research design, including qualitative and quantitative approaches, and uses SEM to test the proposed framework. Validation of OE’s six key performance constructs and establishing their empirical relation is an attempt to advance the Operations excellence theory. Unlike large enterprises, SMEs demonstrate an incohesive response to the practices pertaining to Supplier efficacy, Consistency, and Product-excellence. This unique response pattern requires special treatment, which is incorporated into the proposed framework

Supply chain sustainability performance measurement of small and medium sized enterprises using structural equation modeling

Sustainability of small and medium sized enterprises (SMEs) is significant as SMEs contribute to GDP substantially in every economy. This research develops an innovative sustainable supply chain performance measurement model for SMEs. Prior researches predominantly use balanced score card (BSC) approach that presume causal relationship of criteria and Data Envelopment Analysis (DEA), which derive efficiency of units from a few input and output criteria. While DEA is effective for policymakers, BSC is more suitable for individual SME. The proposed method that uses structural equation modeling (SEM) approach to derive the relationship of criteria and criteria weights formulates regression-type models for a specific region as well as for specific SME. The SEM-based supply chain sustainability performance measurement model is beneficial to policymakers as they can determine means for improvement at a regional level. The proposed method could also facilitate managers/owners of individual SMEs with measures for improving their supply chain sustainability performance. The method has been applied to three varied geographical locations in the UK, France and India in order to demonstrate its effectiveness

Less for More: The Structural Effects of Lean Manufacturing Practices on Sustainability of Manufacturing SMEs in Malaysia

As one of the important determinants of the health of the global economy, small and medium enterprises (SMEs) are responsible for several environmental degradations. The increase in resource consumption, climate change, biodiversity, water scarcity, and demographic changes and instability triggered society to consider sustainability issues. One of the operational initiatives related to sustainability is lean manufacturing (LM), which has become an imperative factor of organizational excellence in today’s volatile competitive market. However, it remains a critical question, does it positively affect corporate sustainability? This quantitative cross-sectional study examined the impact of LM on the triple bottom line (3BL) dimensions. A total of 159 manufacturing SMEs in Malaysia participated in this study. The analysis using the structural equation modeling (SEM) approach evidenced that the holistic implementation of LM practices contributes positively to all dimensions of 3BL. It implied that in order to enhance sustainability performance, SMEs should adopt the LM concepts holistically. This paper extends the boundary of knowledge by lessening the existing gaps in the literature to support the notion of potential implications LM on sustainability. Practitioners could grab benefits by understanding the critical initiatives and strategies towards the future sustainability of their businesses