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Literature Review of Lean Manufacturing in Small and Medium-sized

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Article  in  International Journal of Technology · October 2019

DOI: 10.14716/ijtech.v10i5.2718

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 A LITERATURE REVIEW ON LEAN MANUFACTURING IN SMALL AND
MEDIUM ENTERPRISES

Laila Driouach1, Khalid Zarbane2 and Zitouni Beidouri2

1
Higher National School of Electricity and Mechanics
2
Higher School of Technology Casablanca
Laboratory of Mechanics, Production and Industrial Engineering
Hassan II University
BP: 8118, Route El Jadida, km 7, Oasis - Casablanca Morocco
*
E-mail: [email protected]
1
Phone: +212607342564

ABSTRACT

Small and Medium-sized Enterprises (SMEs) represent an important component of the

economic system of most businesses in developed and developing economies. Moreover, they
are considered an important source to create wealth and employment in various
manufacturing sectors. The competitive industrial environment encourages these companies
to redesign their manufacturing practices. Nowadays, Lean Manufacturing (LM) has been
widely implemented in several industries and has show an efficient development towards
more performant companies. However, to benefit from the LM, implementation process needs
to be well-performed and certain Critical Success Factors have to be considered, such as
commitment and support from management, training sessions, employee involvement and so
on. The aim of the current review is to emphasize the recent progress of LM inside SME
worldwide. The current review shows that most successful LM initiatives are those
implemented in SME and big companies. However, Very Small Businesses (VSBs) are
struggling in order to introduce Lean Manufacturing to their process. A new approach has
been developed to establish a new Lean implementation framework that could be adapted to
the specific context of VSBs.

Key words: Lean Manufacturing, SME, benefits, critical success factors, Lean
implementation.

INTRODUCTION

Small and Medium sized Enterprises (SMEs) play a major role in international economies and
represent a vital component for economic growth in emerging economies [1]. Thus, SMEs are
considered as one of the main contributors to GDP and employment worldwide [2].
In Europe, SMEs are usually considered as the backbone of the EU economy and represent an
important potential source of employment and economic growth. According to the annual
report of the European Commission on SMEs named the Annual report on European SMEs
2016/2017, SMEs are the EU’s economic engine which are employing 93 million employees
and generating 57% of the added value. Almost all (93%) SMEs were micro business
employing less than 10 employees [3]. Germany, Spain, France, Italy, Poland and the United
Kingdom are the six largest EU states which have the biggest number of SMEs. These
countries represent 66% of all European SMEs (ie. 74% of the added value that is generated
by these companies and 69% of employment) [4].
In Morocco, according to the Moroccan confederation of SMEs statistics, SMEs represent
95% of the bulk of the economic fabric. Indeed, they are considered as the potential vector for
creating wealth and jobs with 40% of production and 31% of exports [5]. Thus, in 2002, the
interest granted to these companies was concretized by the creation of the National Agency
for Promoting Small and Medium Sized Enterprise (Maroc-PME) which contributes to
supporting SMEs [6].
SMEs are nowadays struggling to maintain their competitiveness due to the high competition
in the economic context. Therefore, they are usually expected being focused especially on
reducing costs and producing more customized products, in smaller batch sizes during a short
lead time. Lean manufacturing practices and techniques could help in terms of implementing
these changes.
Lean Manufacturing is a set of techniques which are designed to increase the creation of value
in terms of reducing all types of wastes. The Lean Manufacturing process was developed by
Taiichi Ohno [7] when the Toyota Production System was created in 1950. Besides, the term
“Lean” was introduced the first time by Krafcik (1988) who stated that “factories” operating
with a lean production policy are able to manufacture a wide range of models along with
maintaining a high level of quality and production”[8].
Many companies in different fields all over the world have launched initiatives and projects to
introduce Lean practices [9]–[15] . Typical Lean methods have been applied for many years
in order to structure Lean production process in certain multinational companies that are
mainly specialized in automotive industry and later in other industrial sectors and for smaller
companies as well [7].
The SMEs have also successfully introduced Lean practices according to previous research
based on different experience in Europe [8], [16]–[18], Malaysia [19], [20], Brazil [21] , India
[22]–[25] Morocco [26], [27], Italy [7], [18] and others [26], [28]–[33]
This review paper aims on one hand at highlighting, throughout an advanced analysis of LM
literature, the positive impact of Lean on companies’ performance. This positive impact is
reflected on operational, strategical, administrative and human sides. On the other hand, it
presents critical success factors determination as well as the lean implementation approach
deployed by SMEs. This research indicates that the Lean has proved its efficiency throughout
several studies carried out in several countries. However, these reported studies are usually
the result of large companies experiences as well as SMEs and does not take into account the
specific context of very small businesses (VSBs). Therefore, this study could be useful for
future investigation especially in terms of developing a new lean strategy which could be
suitable for the very small businesses (VSBs). In fact, we are suggesting throughout this
review an approach to design a new framework for Lean implementation that complies with
small companies’ characteristics.

METHODOLOGY

The Lean philosophy was developed at the beginning of the automotive industry. It starts
nowadays to be more integrated into different fields [9], [11], [34]–[38] (construction, health,
industry, administration…) and considered as a new way to design a management system in
order to improve processes efficiency.
The current review is based on a detailed literature analysis. The overall databases literature
was performed by combining two groups of key words presented in table 1. The review
combines all articles which have been published after 1990; the year of publication of
Womack et al’s famous book “The Machine that changed the world” [39], This book played a
major role in terms of spreading Lean Manufacturing concept all over the world.
 Table1. Details documentary research

Period Database used Key words group 1 Key words

group 2
1990-2018 Google scholar  Lean  SME
Science direct  Lean Manufacturing
Springer link  Lean benefits
Elsevier  Success critical factors
 Lean implementation

Following an assessment of many several studies, a limited number of 92 papers were

selected in this topic, figure1 shows papers distribution according to publication year. The
content of some selected articles is outlined in Table 2.

18
16
14
12
10
8
6
4
2
0
1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018

Figure1. Classification of references used in the current review since 1990

LITERATURE REVIEW

Manufacturing: Main concepts

Lean Manufacturing is the production system originally developed by Toyota in Japan in the
1950s, and continues so far to make the group more successful. It is also called “Lean
Management” [40]. Moreover, this concept was well known in the United States in the 1980s
[41].
The literature shows different definitions of Lean that varies depending on authors and certain
companies’ appropriation [41]–[44]. According to Drew et al [40] Lean “It is a whole
integrating many principles, tools and techniques whose aim is reducing all sources of value
chains inefficiencies and meanwhile bridging the gaps between actual performance and
customer requirements”. B. Lyonne [45] defines Lean according to six main concepts:
1) Wastes elimination: To create an effective value, it is necessary to identify wastes and to
eliminate any action that does not create value for customers. Therefore, eight forms of
waste were identified (MUDA in Japanese) [46] : overproduction, waiting times, useless
transportation, steps without added value (overprocessing), surplus stocks, unnecessary
 human movements, defective parts production (quality defects) and under-utilization of
human potential.
2) Just-in-time: Just-in-time operating mode is: “bringing the right part to the right place at
the right time with the right amount” [47]. This concept includes workload smoothing
(Heijunka), pull flows, inventory reduction, Kanban system use and changeover times
reduction (SMED).
3) Quality: The industry aimed to develop the best method in order to improve quality,
ranging from Quality control concept to Total Quality Management. The major goal of
promoting perfect quality is to provide a product that meets customers expectations [45].
4) Continuous improvement (Kaizen): It is a process based on a set of efficient actions,
productivity, process…The Kaizen is a state of spirit and a work culture, but above all a
management practice, using tools and resources. Kaizen generally includes some methods
such as 5S, Kanban, SMED, TPM [48] .
5) Visual management reveals the state of production; it consists of using visual means such
as billboards on which a set of indicators are published. 5S method, Kanban, and Andon
systems are the main visual management techniques [49] .
6) Employees management gathers all principles of team work, multifunctional teams,
versatility and staff involvement.

Lean approach impacts on industrial performance

Lean manufacturing aims to improve the whole system [40] , to optimize costs, quality and
delivery time, along with improving staff safety. Many research studies have investigated the
positive impacts of Lean on companies’ industrial performance [42], [43], [50]–[52]. These
benefits were classified into three main categories: operational, administrative and strategic
[50].

Operational benefits
The main operational benefits are an average of 80% stock reduction [50], ], 70% to 90%
reduction in quality defects [53], an average increase of 50% in productivity which
consequently cut down manufacturing costs [42], [50], [54]. Moreover, several operational
impacts have been reported, such as reducing cycle time (by 90%) [50], [54], improving stock
rotation [54], reducing occupied areas by 75% [50] and reducing changeover times which
could reach 70% [42].

 Cycle time /Lead time/delivery time reduction: “Lead time” or crossing time is the time
which elapses between the beginning of a process and its end. It is a usual indicator of
Lean. However, cycle time refers to time interval separating two similar consecutive
entities or events in the same process. Therefore, eradicating wastes effectively reduces
both lead-time and cycle time (reduced by 90%) [50]; which influences positively the
delivery time.
 Reduction of production costs: when production time is considerably reduced, it follows
that operating costs incurred by the use of various resources (energy, wages, working
time) will also be significantly reduced. Lean Manufacturing is considered as a cost-
cutting mechanism and a guideline for making a world-class organization (if
implemented properly) [55].
 Costs reduction/ space reduction: Lean Manufacturing aims to optimize the use of all
production resources for the company. In fact, Lean Manufacturing tools allow stocks
reduction, Human resources optimization, and the reduction of occupied surfaces with
75% [50].
  Increasing productivity/ quality: Lean Manufacturing improves productivity and
products quality thanks to changes undergone by the entire system, including
manufacturing process and work efficiency. Several research studies reported that Lean
practices implementation leads to an increase of nearly 70-90% in quality [53] and 50%
in productivity [50].

These benefits have been observed in both large Enterprises (GE) and Small and Medium
sized ones (SMEs) [42], [43], [50], [54] operating in many sectors of activity including
Services activities [56].

Administrative and strategic benefits

Most organizations implemented Lean to improve operational indicators. However,
administrative and strategic benefits of Lean are so impressive [50]. Certainly, when it comes
to the administrative benefits of LM, they are mainly:
 The simplicity of administrative processes [50].
 Documentation and rationalization of processes activities. Consequently, outsourcing
of non-critical functions becomes easier, so that the company concentrates its efforts
on customers’ requirements.
 Provide customers with a better service quality.
 25% increase in customers’ orders accuracy in terms of quality and delivery [57].
 Reducing control errors [50].
 Reduction of turn-over and resulting attrition costs.
 Reduction of administrative costs.

When it comes to strategic benefits, we point out gains related to sales volume increase (20%)
and sales revenue increase for companies that have implemented Lean approach [42], [50].
An improvement of service level was also highlighted following LM deployment within
French SMEs [42].

Lean impacts on staff

LM benefits are not covering only operational strategic and administrative performance.
Human resources are one big pillar of LM success within an organization [40]. Indeed, many
research studies have identified some positive impacts of Lean system on the staff. LM
implementation contributes to improving employees’ motivation [42], [58], develop new
skills, foster versatility [42], improve working conditions [59] and enhance staff skills through
solving problems and training [58].
Other studies revealed that Lean is inclined to reduce stress and cheer up employees [42].
Thus, Lean system influences the entire business because of its positive impacts on many
sides [60]. It would help to get the whole company committed to continuous improvement and
focused on customers’ expectations. Besides, Lean approach helps with improving
employee’s relationships management. In addition, it encourages teamwork based on effective
productivity, rigor, discipline, and organization. [61].
 • Simplifying administrative
processes
• Increasing productivity /quality • Lightening documentation
management
• Reducing Stocks and occupied
space • Outsourcing non-critical
administrative functions
• Improving stocks rotation
• Improving service levels for
Operationnal • Reducing production costs Administrative customers
• Reducing cycle time /Lean time/ • Reducing staff
delivery time
• Reducing turnover and resulting
• Reducing changeover times attrition costs.
• Reducing costs of administrative
functions.

• Increasing staff motivation

• Enhancing staff skills and
versatility
• Better work conditions
• Reducing stress
Human • boosting teams spirts
Ressources • Making the company committed
to continuous improvement
process
• Developing employees
relationship management
• Encouraging teamwork based on
effective productivity and rigor

• Raising sales volume

Strategic
• Increasing sales revenue

Figure2. Lean Manufacturing contribution to boosting performance

Lean manufacturing in SMEs

SMEs play a major role in the manufacturing sector around the world. Thus, to survive in an
era of challenges, these companies need to improve their current system and meet customers’
needs. Lean Manufacturing is one of the best management practices for all industries. In
Europe, SMEs have a strong contribution in terms of enhancing efficiency and improving
productivity. This provides the basis for the European Commission to support the Innovative
Productivity project in European Regions (ERIP). The project comprises six partner countries
(Norway, Belgium, Sweden, Germany, Netherlands and United Kingdom). A common
methodology for implementing Lean manufacturing practices has been developed by the
partners ERIP and tested in participating SMEs (In each country, 4-7 small and medium-sized
enterprises were selected) [8].
 In 2000, 18.2% of North East England population was working in the manufacturing industry,
which was 20% more than the British national average of 15.1% [62]. However, productivity
level (measured in terms of gross value added) in the Northeast region was 25% lower than
the national average. This situation has made the support of manufacturing companies a major
policy objective of One North East (ONE) and the Regional Development Agency (RDA).
Indeed, ONE has funded the North East Productivity Alliance (NEPA), which aimed to
improve the productivity of regional businesses in order to make them more competitive by
applying LM practices. The overall project lasted 6 years (2003-2006) and involved 93
companies in all manufacturing sectors [62].
The industrial sector in Greece recognized the important role of LM in improving industrial
performance. Indeed, a study which was conducted by Salonitis et al [63] in 2016, focused on
the assessment of LM implementation and the impact of this change on the organization. The
objective was to determine the level of LM understanding, identify some barriers and success
factors to implement an effective Lean process.

In SMEs, quality and production departments were interested in Lean approach more than
other entities [25]. In Italy Rauch et al [7] ] also reviewed the application of Lean in the R &
D department of SMEs, a survey of 54 SMEs showed that the implementation of Lean could
promise a high potential for improvement and optimization in product development.

In Malaysia, SMEs represent 96% of all enterprises, produce 30.7% of total industrial output
and generate 26.3% of total added value [64]. Malaysia took the initiative to benefit from LM
and started a program in 2006 within the scope of Malaysia-Japan Motor Co-operation
(MAJAICO) [65]. The program aimed to improve automotive spare parts manufacturing
sector by producing higher value-added products and to improving production capacity and
competitiveness by the means of Lean production system[66].
Lean concept has been known around the world. For instance, in Morocco, INMAA
(Moroccan Initiative for Improvement) program was initiated in 2011 by two Ministries
(Industry; Trade and New Technologies and (Maroc-PME). INMAA program has for mission
to deploy the principles of Lean Manufacturing in the Moroccan industrial fabric, particularly
SMEs and very small businesses (VSBs). In 2015, a diagnosis of Lean maturity level in
Moroccan SME has been performed based on a survey of 18 companies that had been
involved in INMAA program. Overall, this diagnosis showed that most SMEs were in the
process of integrating Lean principles [27].

Table 2: Research articles addressing Lean Manufacturing in SMEs

Authors Investigated Methodology Research objective Main results

Country
[19] Malaysia Case studies (6  Exploring  A Lean Project begins with
SME 4 Large preparations that constituting the Steering
companies) precede the Committee
implementation of  The implementation of 5S is
Lean. the easiest among Lean
 Investigating practices.
benefits and  All companies started
barriers of the LM implementing LM on the
deployment. production line that has most
important waste.
[21] Brazil Literature Lean implementation The implementation approach
 review in micro and small used
Semi-directive bakery companies in  VSM (Value Stream
interviews and Brazil based on Mapping)
visits Wilson model  5S
A case study  Kaizen
in a bakery  Improvement actions
 Lean assessment
[67] Various Survey of Identifying obstacles  Lean adoption by SMEs is
countries some Printing and success factors of more difficult due to lack of
Companies LM implementation top management
(Small in SMEs. This could commitment and limited
Business <100 be concluded through resources.
and large a comparison with  The difficulty of
company ≥100 large companies. implementing Lean in small
employees) print shops remains in the
diversity of their products
which makes VSM
application more difficult
 - SMEs are highly flexible
because they have a large
number of general
equipment , most workers
are multifunctional and
management staff are closer
to production operations
[18] Italy  Interviews Analyzing the current  Most small businesses
with 10 small situation of deploying consider that implementing
businesses and implementing Lean is expensive and time-
(10-49 LM in small consuming.
employees) businesses.  The Lean is less known for
 A practical most small businesses.
case study in Sometimes, these companies
a company of put in place some LM
25 practices without realizing
employees that it is LM.
working in  25% increase in productivity
furniture thanks to Lean
manufacturig implementation (practical
study)

[17] Poland Questionnaire Presenting the Lean barriers: lack of

survey obstacles faced by knowledge, poor
SMEs when understanding of Lean, lack of
implementing Lean support, companies don't have
concept necessary prerequisite to
implementing LM (lack of
preparation, limited financial
resources), SMEs are not
sufficiently convinced by the
 benefits of Lean.
[26] Morocco  Literature Developing an  The Lean project generally
Spain review effective framework takes place in 3 phases
France  Multiple that includes all (preparation, execution,
China case studies required components generalization).
(4 SME (processes, tools,  The proposed framework is
from success factors) to adapted to the characteristics
different implement LM of SMEs, as it derives
sectors) appropriately within directly from the own
SMEs experience of these
companies

[68] ------ Literature Presenting doable  Lean best practices are:

review Lean practices for reducing installation time,
implementing Lean in kanban, small production
SMEs batches, suppliers
management, preventative
maintenance, employees
multifunctionality, uniform
workload, visual control,
employees involvement
(quality circles), total quality
management TPM, training,
teamwork, production
smoothing, continuous
improvement, 5S, and
standardization.
 The three Lean practices
most suggested by
researchers: reduced
installation time, kanban and
small batches. These
practices were considered
more critical to facilitate
implementation.
 Among Lean practices that
require less financial
investments are 5S, control
and visual display,
standardization, statistical
process control (SPC) and
quality circles.

[69] ------ Literature Evaluating Lean Many companies are finding it

review implementation difficult to implement Lean
frameworks based on although the literature is rich
the needs of SMEs. and presents too many
implementation frameworks.
In fact, implementing lean is
not a straightforward process;
 most roadmaps are for large
manufacturing companies, and
not targeting small and
medium-sized enterprises.

[23] India Case study Implementing LM  Value Stream Mapping

system using VSM (VSM) has emerged as one
concept. VSM is used of the best ways to support
to identify non- and implement Lean
added-value activities approach within companies.
and to reduce waste  VSM can be a good
and delivery time. departure for any company
that is willing to be Lean: It
allowed reducing cycle time
by 33.18%, reducing
changeover time by 81.5%,
reducing lead time by
81.4%, and eventually
reducing added time value
by1.41%
[16] Poland Case study, Investigation of LM The sample studied shows that
Questionnaire in SMEs :
survey of 49  94% of companies
companies confirmed that waste
(53% medium elimination is their main
and 14% objective behind
micro) implementing LM
 58% of companies did not
implement the Lean
philosophy.
 12% of companies plan to
implement LM.
 2% of companies have
already had their own LM
system for over 5 years.
 LM techniques that were
applied (in decreasing order)
25% 5S, 20% 5 why, 16%
SMED, 16% group work,
12% standardization, 12%
TPM
[8] Belgium Literature Critical Success Critical success factors:
Norway review Factors for  Strong involvement of
Multiple case Implementing Lean in management
studies (7 SMEs.  Active participation of
SMEs in employees
Belgium, 4  More enough time for
SMEs in change
Norway)  Motivation
  "learn it, do not buy it"
 Performance measurement
and KPI reporting

Approaches to implement Lean in SMEs

Shingo [70], an engineer at Toyota company, was the first to suggest a roadmap for Lean
implementation. In fact, he presented the first actions that should be undertaken during the
first year of Lean transformation. He identified fifteen Lean tools and techniques to be
implemented, such as SMED, Poke Yoke and Kanban ...etc. Kowalski [71] and Beck [72],
every one of them has proposed a 10-step Lean implementation model. The comparison of the
two approaches revealed that Kowalski's model focused more on efficient work systems
development and tasks standardization. However, Beck’s model concentrated on production
resources design and implementation [69]. Hilbert has also suggested a two-phased model
(Table 3). Most of steps in this model went far beyond the operational aspect and focused
more on the social and cultural ones.
Other researches go over the stages sequence of implementing Lean concepts. Thus, Melton
[57] proposed to start collecting data, Alarçon et al [73] recommended to start by an analysis
stage along with mapping the value chain, while Womack and Jones [74] suggested the
implementation of certain principles at one time. Baglin and Capraro [42] defined the Lean as
a global approach, the main elements of which are interacting. Åhlström [75] advocated the
principle of Zero defects as the first steps of the implementation of Lean. He identified as
basic principles waste elimination, multifunctional teams creation and production planning
according to customers’ needs (pull scheduling).

McKinzey (consulting firm) suggested a methodology to implement lean approach based on a

balance among the three different pillars of every business:
The operational system that represents all processes, activities and resources that create added
value for customers with the lowest waste.
The management system that supports sustainably the operational system in order to improve
the performance management process and put in place a continuous improvement approach.
The corporate culture: it is important to monitor mind-sets, to inculcate a culture of durable
change, to train the staff about kaizen spirit and problem solving approach…etc.

Gupta & Jain [76], suggested several steps in order to implement a Lean Manufacturing
approach: firstly, identifying wastes and recognizing their types and causes. Then, finding
solutions for deep problems by identifying their causes and using Lean concepts. Finally,
testing the suggested solutions and implementing them afterwards.

Anvari et al [77] went over the Lean implementation approaches that were presented in the
literature between 1996 and 2001, and highlighted the main similarities that they may present.
According to their study, three major steps could be identified when implementing a Lean
approach: preparation, design and implementation. The different steps of this approach are
presented in Table 3. The authors also suggested a dynamic roadmap model for Lean
implementation taking into account economic conditions volatility and the environment
variability.
Belhadi et al [26] have developed an effective roadmap that includes all prerequisites
(processes, tools, success factors) required to implement appropriately lean in SMEs. This
suggested framework takes into account SMEs characteristics (Table 3) as it was developed
based on their own actual experiences.
Finally, we can conclude that there are several points in common between the suggested
approaches. However, the literature does not point out that there is one standard process for
Lean implementation that suits all organizations.

 Table 3. Comparison of the main LM implementation approaches studied in the

literature
Anvari et al [77] Belhadi et al [26] Hilbert [78]
Preparation Pre-implementation Step 1
 Assess the strategic  Come out with a LEAN  Nominate a Lean team
planning gaps. Policy /Set up LEAN  Establish a shared vision
 Understand the waste Objectives among all stakeholders
 Set up goals  Create a Lean team  Assess the effort needed
 Get the right organizational  Train the lean team for changes.
structure  Define the initial scope for  Make sure the current
 Identify global change implementing LM system is stable enough.
factors  Deploy the master plan  Define the appropriate
 -Create a Lean team  Define and evaluate relevant policy to incorporate
 Train staff about Lean Lean indicators lean practices
principles  Create a design process
 -Involve your Customers to "leanness"
and suppliers  Provide alternatives and
 Recognize the need for solutions to resolve
change potential conflicts.
Design Implementation (execution) Step2
 Map your value stream.  Upgrade staff and  Build a shared vision
 Identify opportunities for workstations  Design and plan changes
improvement  Make sure that lean culture is  Handle changes
 Plan the necessary changes deployed  Assure continuous
 Identify relevant indicators  Model and analyze the improvement
to measure your current situation
performance.  Identify opportunities for
 Create a feedback improvement
mechanism  Implement pilot projects
Implementation Generalization -------
 Start with a pilot project  Follow-up the results
 Then launch the following  Make sure that Lean goals
implementation projects are accomplished
 Assess and maintain  Capitalize and standardize
changes lean practices
 Change systems and  Generalize best practices
philosophies  Extend the Lean Perimeter.
 Sell the benefits of thinking
 "Lean"
 Pursue the perfection
 Extend the scope of Lean
process

Success factors of Lean manufacturing in SMEs

Many previous empirical studies showed that some companies implemented successfully
Lean, yet some of them struggled to implement it [64], [79]–[81]. Therefore, Lean
implementation could be exposed to several obstacles such as the lack of knowledge and the
poor understanding of Lean due to inadequate training, lack of commitment and support from
management, inappropriate preparation, limited financial and human resources, lack of
organizational communication, employee’s attitude and so forth.
A successful LM transformation depends on many factors. Therefore, it is mandatory to
identify the most "critical" ones that can allow organizations, especially SMEs, to implement
successfully certain managerial practices such as LM.

According to the American Society for Quality, “Critical Success Factors (CSFs) may enable
an organization to assess the success of a project, process, or other activity with stated
objectives” [66]. CSFs identification should provide an overview for decision making to
choose the right Lean implementation process. Based on LM literature, there are many CSFs
for successful LM transformation. Some of these factors are summarized in the table below
(Table 4).
Table 4: Critical success factors for successful Lean implementation in SMEs

CSFs References
Leadership [8], [26], [53], [69], [82]–[84]
Management commitment and support [19], [24], [26], [62], [82], [83], [85]–[88]
Alignment with the overall strategy of the [8], [26], [88]
company
Long-term vision [26]
Good methodology for implementation [26]
Training [8], [19], [26], [63], [83], [86], [88]–[90]
Competence and expertise [82], [84], [91]
Appropriate selection of Lean perimeter [26]
Good planning before implementation [26], [69]
Culture change / organizational culture [8], [17], [26], [63], [69], [82]–[85], [88], [91]
Financial Capabilities [82], [84], [91]
Communication [8], [63], [83], [86], [90]
Improvement with small pilot projects [26]
Allocation of time and resources [8], [26], [63], [69]
The involvement of all employees / motivation [8], [26], [62], [63], [86]
Performance measurement [8], [26]
Standardization and capitalization of best [26]
practices
Continuous improvement [83], [92]
We can see that success factors of Lean implementation are not only related to technical
practices but they are based mainly on human practices such as leadership, support and
commitment from management, organizational culture , communication, employees
participation, training and education.
Top management commitment and support is an efficient success factor. In fact, many SMEs
failed their first Lean implementation test due to weak management commitment [19].
Moreover, the Management commitment helps employees to understand the new Lean
implementation project [19] . Then it must be supported by training sessions for a better
understanding of LM principles. In addition, a study based on the establishment of several
case studies [19] showed that the training of LM team members is mandatory to implement
successfully LM. Employee’s motivation stimulates their initiative in LM activities.
The organizational culture of a company plays a fundamental role in successfully
implementing the Lean concepts [17]. More communication with employees also facilitates
the transition to LM.
Moreover, companies should benefit from a financial support and an adequate allocation of
time and resources when implementing LM. The LM implementation should also be
consistent with the overall business strategy. Besides, the Lean program should be managed
properly through good pre-implementation planning. LM success is also determined by
choosing an efficient implementation methodology along with defining an appropriate Lean
perimeter.

DISCUSSION AND CONCLUSION

Various researches and publications related to Lean Manufacturing in SMEs were carried-out:
Lean advantages, implementation steps, key success factors, implementation barriers, level of
maturity and so on. Lean has proven its effectiveness through many initiatives presented in
the literature. However, these initiatives are most often the result of large companies and
SMEs experiences and do not take into account the specific context of very small businesses
(VSBs).
VSBs became the focus of scientific work in the last years, as they play an increasingly
important economic and social role and are generally the nerve center of the economy [18],
[81]. Despite the multitude of Lean implementation frameworks presented in the literature,
VSBs are still struggling to implement LM in their organizations. Indeed, Lean
implementation is not an obvious process that only consists of copying roadmaps from large
and medium manufacturing companies. The review of the existing key Lean implementation
frameworks has pointed out the most important gaps in the literature and emphasized the lack
of an appropriate framework for very small businesses.

It is for this sake we are suggesting an approach to convert the use of Lean from the SME to
the VSB. To that end, it is necessary to start with exploring the existing Lean approaches and
examining the main Lean implementation frameworks.
We propose the following approach:
- Establish a literature review to collect LEAN implementation approaches and successful
initiatives in SMEs. The goal is to juxtapose these steps to develop a new framework,
convenient, effective and especially suitable for the specific VSB’s features. The
implementation framework should contain all items (processes, tools, success factors) needed
to implement LEAN in very small businesses.
- Put together all quantitative and qualitative features related to VSBs in order to design a lean
approach more suitable to their context.
- Conduct an investigation by means of semi-structured interviews and visits of VSEs who
have experienced the implementation of Lean to discover the approach followed, the
difficulties encountered and the success factors of their experiences.
- Collect and analyze relevant data in order to define the characteristics of the future Lean
approach addressed to small businesses.
- Establish a theoretic model of Lean implementation adapted to VSB (steps, tools, success
factors)

The diagram below (Figure 3) recaps all followed steps:

Literature review

Main approaches for Qualitative and quantitative

implementing Lean in SMEs characteristics of VSBs

Defining the problem

Survey (semi-directive
interviews and visits)

Defining the appropriate

characteristics of Lean
implementation approach to VSB

Establishing a theoretical model

of Lean implementation that is
adapted to VSB (steps, tools,
success factors)

Figure 3: Proposed approach to developing a new Lean implementation framework suitable

for very small firms.

ACKNOWLEDGEMENTS

The authors would like to thank the editors and reviewers for their constructive comments and
their helpful suggestions, which helped us to improve the quality of this paper in order to
make it appropriate for publication in Journal of Mechanical Engineering and Sciences.

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