Operations Research Perspectives 6 (2019) 100089

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Operations Research Perspectives

journal homepage: www.elsevier.com/locate/orp

Lean implementation in small and medium enterprises: Literature review T

a,⁎ b a
Abdullah Alkhoraif , Hamad Rashid , Patrick McLaughlin
a
Cranfield University, College Rd, Cranfield MK340AL, United Kingdom
b
University of Sharjah

A R T I C LE I N FO A B S T R A C T

Keywords: There have been many literature reviews carried out on Lean implementation (LI) in larger organisations with
Lean manufacturing specific focus on the automobile industry. Lean implementation among Small and Medium Enterprises (SMEs)
Lean Implementation (LI) has not been so extensively researched. This paper attempts to bridge this gap by reviewing the literature that
Small and Medium Enterprise (SME's) discussed Lean implementation in SMEs with a perspective of identifying the main challenges faced. We applied
Literature review
the Systematic Review Methodology proposed by Tranfield et al. (2003). This methodology allows for more
Organizational Culture (OC)
Critical Successful Factors (CSFs)
comprehensive and profounder analysis along three stages: planning, conducting, and reporting. For this study,
403 papers were utilized, with their titles, abstracts and keywords separately studied at early stages of the
review. These were collated from specific databases that included: ABI/INFORM Global, Taylor & Francis,
Emerald, Sage, Inderscince, BSCO Business Source Premier, ScienceDirect and Scopus. The collected information
was classified into four categories for more synthesis. The aim of this study is to establish the current position of
global understanding of Lean implementation in SME's, including examining the main categories of Lean im-
plementation in the context of SMEs. Next, an inclusive discussion of associated Critical Success Factors (CSFs)
for Lean implementation within SME's is established that can be used as guide for SME's owners and managers.
Suggestions for future research orientations are thus provided.

1. Introduction improve their operations. This shows how Lean is not limited to one
type or size of company, but rather all types, sizes and industries that
These days, markets are characterised by strong competitive forces, strive to increase their competitive advantages, operations and profits
honed over the years [180]. The competitive nature of organisations in the regional and global markets. This review explains how Lean
has been encouraged by macroforces influencing both supply and de- manufacturing tactics should be altered to suit each individual com-
mand. Supply has been influenced by the rise in globalisation and the pany, a belief encouraged by Cooney [33] who states the value of the
deregulation of trade, which has allowed companies to trade with universal business environments, the character of the buyer/supplier
greater ease on a global scale [70]. In addition, advancements and relationship and the construct of social and political establishments.
accessibility to technology have facilitated better supply abilities The researcher will additionally discuss the significance of the business
among companies [70]. Demand has been shaped by the increase in cycles that influence the individual functions in companies.
options available to customers, who now take time to determine the Zhou [197] would be considered the main researcher into SMEs
best value or product available when deciding to purchase an item [13]. adopting Lean methods. To date, the research has mainly focused on
Companies now need to realise that they must increase their competi- larger companies implementing it [40], in particular in the automobile
tive capabilities in order to trade profitably in the markets today. This industry. However, it should be acknowledged that SMEs can also take
consists of a recognition of what the customer considers of value advantage of the Lean methodologies as long as they can successful
combined with the most effective methods of operation and production adapt them to suit their individual situations. Any company, regardless
in order to provide customers with what they want so as to generate of size, faces challenges and the Lean methods have proven themselves
profits for the company [20]. The “Lean” business ideology [14] is a beneficial, especially in the manufacturing industry, over the years.
business method that promotes efficiency and elimination of waste, This has been supported by the number of companies adopting the
while also focusing on a high level of awareness of what the customer methods and the large number of studies carried out that have sup-
wants [13,153]. Due to this ideology the method has been adopted by ported its success in their results [80].
many companies so as to direct their outlooks and exertions to best Companies come under one of two sizes: Large Enterprises (LEs);

⁎
Corresponding author.
E-mail address: a.a.alkhoraif@cranfield.ac.uk (A. Alkhoraif).

https://doi.org/10.1016/j.orp.2018.100089
Received 12 July 2018; Received in revised form 10 November 2018; Accepted 5 December 2018
Available online 07 December 2018
2214-7160/ © 2018 The Authors. Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/BY-NC-ND/4.0/).
A. Alkhoraif, et al. Operations Research Perspectives 6 (2019) 100089

and Small-Medium Enterprises (SMEs). It is noticeable that the level of short-term gratification and that successful companies recognise this
integration of Lean manufacturing in SMEs is quite low [154] and that and plan accordingly. Dombrowski et al. [40] have identified several
even knowledge of it is poor also [3]. Many reasons for this have been areas of activities that Lean consists of, including: continuous im-
identified, some of which will be discussed later on in this review. Al- provement; workplace organisation; 5S; process standardisation; visual
though there have been many studies based on the general im- management; total quality management (TQM); total productive
plementation of Lean [73,78,121] the majority of the research has maintenance (TPM); just-in time (JIT); and production levelling (hei-
concentrated on large enterprises and has omitted SMEs ([23,57]). This junka).
discrepancy is significant and deserves rectification. Therefore, this The term “Lean” was first used by Krafcik [94] in his thesis for the
study will complete a review on the Literature relevant to the im- Massachusetts Institute of Technology and was used to describe the
plementation of Lean in SMEs and will attempt to identify the main Toyota Production System (TPS) [153]. It was then referenced in two
issues and obstacles to this. books, The Machine that Changed the World [189] and Lean Thinking
This study started by a preliminary limited-scale review of con- [190], which lead to its mainstream introduction. Lean became a con-
temporary literature in Lean implementation with a focus on SME's. cept designed to describe the multiple activities carried out by Japanese
This initial review comprised 25 papers that explored literature companies that explained their heightened competitiveness advantages
spanned through the previous 15 years in the field. The purpose of the at that time. This was known as the “Japanese Way of Working” .
preliminary review was to establish researchable gaps that – when Elements of the “Lean Idea” include: operations methods (such as zero
answered – can provide for better understanding of Lean implementa- inventories [68]; just-in-time (JIT) [89] and lots of small volumes [24];
tion within SME's. Simple template analysis approach was applied to the reinforcing of quality processes demonstrated by complete pro-
basically identify these researchable gaps that are then presented in the ductive maintenance (TPM); and total quality management (TQM). Also
following set of research questions that this review will aim to answer: included were empowered workers and employee contributions which
questioned the bureaucratic top-down management structures and four
Q1 What are the main categories (and their characteristics) that function-orientated structures of organisation that had conventionally
have been identified in research studies that addressed Lean in characterised many “western” companies [77].
SMEs? This interpretation of Lean was validated by Shah and Ward [155]
Q2 What are the inhibitors and enablers of Lean implementation in who organised the Lean factors into four ‘bundles’: just-in-time bundle;
SMEs manufacturing firms? total quality management bundle (TQM); total productive maintenance
Q3 What are the most usual barriers and challenge facing lean im- (TPM) bundle; and human resources management (HRM) bundle. To
plementation in manufacturing SMEs? successfully implement these Lean factors in a company required a co-
Q4 What is the impact of contemporary research studying lean im- ordinated approach, steadfast management and a transparent align-
plementation on practitioners within manufacturing SME's? ment with the company's structural plan. Taking these factors into ac-
Q5 What areas could be further researched on this topic that would count, Lean would appear to be the opposite of the mass production
benefit SMEs when implementing Lean? method of manufacture, which is characterised by the competitive ad-
vantage of economies of scale. This is a bulk cost advantage considered
This review aims to achieve a contribution of three folds: to be advantageous, but in reality, creates substantial ineffectiveness
between the functions. The Lean method opposes this as it makes
• To provide an all-inclusive categorized literature review on the companies and their supply chains concentrate on reducing waste –
implementation of Lean methods in SMEs which is currently lacking. materials and time, and any activity that did not add value to the
• To provide information, guidelines and suggestions regarding Lean customers.
implementation for SME owners and managers. Some of the benefits of the Lean method include increasing a
• To suggest areas of further research for academia in the future. company's efficiency and effectiveness at an operations level. In addi-
tion to the apparent benefits there are less obvious benefits of Lean
The current review will be presented via the following structure: implementation:
(1) Supply chain members incorporation – the members of a supply
2. Contextualization of this review chain become co-dependent and so have a common goal to achieve
Lean implementation. This is translated across the entire supply chain,
2.1. An overview of lean typified by the Japanese Keiretsu supply networks [100]. These net-
works are based on a foundation of trust and common goals and can
Lean implementation refers to a company's management philosophy increase capabilities across the whole supply chain network. This ex-
and a long-term strategy [107]. In summary, it can be described as plains how the development of inter-organisation links built to facilitate
‘doing more with less’ and, although this may seem a simplification, it Lean implementation among companies leads to greater collaboration
sums up the Lean concept as a more efficient use of the resources and strategic so-operation between the supply chain members. (2) Lean
available, when needed. Waste, both time and materials, is identified facilitates a high-speed of learning – Spear [162] explored that this
and removed so as to maintain quality while reducing manufacturing advantage can be sustain. He clarified that by:
costs [153]. The successful implementation of Lean does not solely rely
on the application of specific tools. There have been studies carried out • The problems Identified and corrected in fast way;
that have identified several factors that can prove to be barriers to • Solving the problems in better way to structure new knowledge; and
success. Bhasin [14] has identified several such barriers arising in both • Sharing this knowledge more efficient across the firm.
small and medium sized companies, as well as large companies, while
Hancock and Zayko [69] have also recognised issues faced by manu- As part of the Lean process, these cooperative and collaborative
facturing companies while implementing Lean. On the other hand, behaviours are developed, and these are then developed at an in-
successful implementation has several factors associated with it. creasingly rapid rate, more so than companies who have not introduced
Abernathy et al. [2] identified that Japanese automobile companies, for the Lean method. There are obviously many direct and indirect ad-
example, Toyota, have a high implementation success rate due to their vantages to Lean but, in general, there is no single comprehensive de-
tenacity in thorough planned management of employees, resources and finition for it. There have been many studies completed on the Lean
equipment,” an observation agreed by Liker [108]. The researcher ex- method and many results reached. However, this has only led to several
plains that long-term planning and diligence is of more importance than interpretations of what it actually is and what precise “characteristics

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A. Alkhoraif, et al. Operations Research Perspectives 6 (2019) 100089

should be identified with the Lean concept” [13]. Table 1

Pettersen [131] tried to summarise the Lean method by categorising SMEs definitions in different countries.
it into four main approaches. He used the works of Hines et al. [73] and Area Definition of SMEs
Shah and Ward [153] as his base and built on their proposals:
Australia To 200 employees

• “Leanness”, an operational philosophy; Canada To 199 employees

• “Lean thinking”, a strategic philosophy;

China To 999 employees
EU & UK To 250 employees
• “Tool box Lean”, an operational practice; and USA To 499 employees
• “Becoming Lean”, a strategic practice.
This highlights the various types of Lean and warns researchers to former, SMEs should only have less than 999 employees, while in the
consider the different categories as Lean refers to different things to latter, this number is 499. Table 1 illustrates the differences in SMEs
different people. In general, however, there are some common features worldwide.
shared by all categories of Lean [153]: Although it is important to keep in mind the differences between the
various definitions for SMEs, of greater importance in this study is
• To constantly look for and concentrate on those values important to whether there is a difference in how LEs versus SMEs apply Lean
methods [144]. The issue here is whether a company's size is a de-
customers;
• To align the function of the main and supporting processes with the termining factor in whether Lean methods can be applied in a company.
This research will try to answer this question by examining the litera-
delivery of these customer values;
• To make sure that the organisation as a whole is concentrating on ture based on SMEs and Lean and the issues related to this. The initial
explanation for Lean would indicate that any Lean-based improvements
supporting these processes so as to eliminate waste;
• To ceaselessly improve the fundamentals, for example, improving are beneficial and even initiating Lean methods at the simplest stage of
production will change and improve the overall values and beliefs of
quality, capabilities, empowering individuals and teams and en-
couraging affiliations between other companies; the company and its supply chain partners. This initial definition of
• To promote and encourage a system-wide belief in constant im- Lean is obviously simpler and quicker to employ, which indicates that
the scope of Lean needs to be determined for this literature review into
provements.
Lean and SMEs. In addition, the financial outlay needed to introduce a
2.2. An overview of SMEs full version of Lean could be out of the financial range of SMEs. Other
aspects that need to be considered alongside the size and available re-
Organizations such as SMEs are enormous role and function in sources of the company include the level of control the SME has over its
sector of manufacturing for around the world in term of production supply chain and the influence it has over the demand for its products
employment generation. In addition, Emerging technologies and glo- (some of the research has identified that this can heavily determine
balization have a massive impact on SMEs. SMEs firms are trying success rates, e.g. levelling off demand variability) [46,47]. Additional
roughly to apply a new methodologies /approaches /principle like Lean factors that influence the success rate for implementation are an ex-
to fulfil continues performance. Unluckily, for the concept of adopting perienced and capable management with a focused vision and com-
Lean Manufacturing has not been applied by a large number of Small mitment to the Lean method, an invested workforce with a strong
and Medium Enterprises (SMEs) regarding to the fright to time, cost and commitment to training, a salary and remuneration system that pro-
posterior advantages. Authors explored Critical Successful Factors motes success for the Lean method, a strong performance measurement
(CSFs) of Lean implementation within SMEs include: organization cul- system, an encouraging organisational culture and a commitment to
ture, finance position, expertise and skill, performance of evaluation quality. These can all be used to determine the extent that SMEs will be
system, and leadership style and management [3,133]. Panizzolo et al. successful, or not, when implementing Lean.
[129] proposed that Lean manufacturing permeation in Indian SMEs Several studies have been carried out on the Lean method literature,
and explored that organizational culture, vision and the strategy drives including the evolution of Lean by Hines et al. [73], the ancestry of
substantial improvement in the organization performance, most of the Lean production by Holweg [78], a guideline synopsis of Lean by
failure for implementing Lean in SMEs are: using wrong tool, using one Moyano-Fuentes and Sacristan-Diaz [121], and finally a literature re-
tool to solve the problems, misunderstanding the situation, badly de- view on Lean manufacturing by Bhamu and Singh Sangwan, [13]. None
cision-making process, poor of external support such as customers, of these studies, however, have specifically examined the im-
government, suppliers, organizational culture (wrong strategy and vi- plementation of Lean in SMEs as they all focused on large companies or
sion) and wrong consultants will collapse the implementation of Lean in Lean in general. The aim of this research, therefore, is to bridge this
SMEs to be successful [145]. In contrast, LEs are more successful to omission in the literature and complete a review on Lean im-
implement Lean Manufacturing usage than SMEs ([109]; [183]; [155]). plementation in SMEs and to supply information to SME owners and
However, firms were using Lean tools such as 5S, JIT, TQM, etc., ob- managers who wish to apply Lean methods and, finally, to propose
served considerable improvements in delivery cycles, lead time, quality further topics for research for academics and researchers.
levels and productivity, rejection rates, and satisfaction of the customer Source: [53], no date; [36]; Ministry of Industry and Innovation
[109,161]. Technology of PRC [117], 2011)
Although Lean has been accepted as a method capable of vast im- SMEs are the most common size of company in Europe and make up
provements within company operations, several researchers have stated 99% of all companies in the EU according to the EU Commission [53]
that, for the most part, only larger companies have implemented Lean and provide 90 million workers with jobs. Guidelines issued by the EU
and done so successfully ([155]; [13]). This has raised the issue of Commission outline the regulations for a company to be described as
whether SMEs would be able to benefit from the use of Lean methods, a small or medium, which include turnover or employee numbers. These
matter of importance as the Lean method is generally accepted to be two figures don't have to be considered concurrently for a company to
vital for the development of the World's economies. In the literature, it be deemed small or medium.
is worth noting how SMEs are defined. Importantly, that is no one Wymenga, et al. [193] have stated that SME companies in Europe
definitive definition worldwide [89], although the European Commis- are well behind those in Japan and the USA, particularly in relation to
sion (EC) have agreed on a description. the competitive capabilities. European SMEs lack innovation and fi-
This is not the same as in China or the US as, for example, in the nancial backing from their governments and, in addition, do not see the

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benefit of introducing new management methods or even researching meetings, the researchers also agreed on the bibliographic databases to
them like, for example, the Middle East where there is very little re- be used, and included Taylor & Francis, Emerald, ABI/INFORM Global,
search carried out on Lean implementation [87]. On the other hand, a EBSCO Business Source Premier, Scopus, Sage, Inderscince finally
company's size may provide benefits, for example, in their ability to be ScienceDirect and the core databases in the area of business and man-
flexible to change with their manufacturing processes (Floyd and agement. In addition, keywords were established for searching the lit-
McManus, [55]. Also, smaller companies can respond quicker to the erature. As the topic of this study is Lean implementation within SMEs,
changing needs of their customers because they can observe the need to ‘Lean’ and ‘SMEs’ were the main phrases used in the literature search.
increase variety quicker. Additionally, Deros [38] has explained how Also, because ‘Lean’ was established subsequent to 1988, phrases such
small and medium enterprises are better able to present personalised as TPS and JIT [150] were also included as keywords in the research as
services, which they can use as a competitive advantage. Most im- they are core components of Lean. SME is short-hand for small medium
portantly is that because SMEs are usually young companies, they are enterprise so small organisation, small business and small company
staffed by younger employees with a more fluid organisational struc- were used in the search also. The panel's expertise was beneficial for
ture who may be more inclined to try innovative ideas and take risks. providing suggestions for cross-checking the viability and strength of
These authors also point out how SMEs are responsible for minimising the method used, for example by identifying omissions or exclusions
the efficiency disparity between the EU and the USA. These ideas have among the search phrases, periods of time or suitable databases. This
been validated by Seitz [151] who stated that SMEs are, by their dis- provided validation for the systematic review process.
position, better able to become Lean. He explains this statement by
listing the company advantage that could enhance the implementation
of Lean methods. These include: centralisation of power; empowering 3.2. Conducting stage
the workforce; simplifying the difficulty of interactions; organised
communication; a fast decision-making process; transparent plan for At the conducting stage, ‘search strings’ were composed from the
the future; and the willingness to deliberate every idea and every em- search phrases agreed in the planning stage (see Table 3). Every search
ployee's opinion. These were chosen because they are the character- sentence was then input in an identical manner into the bibliographic
istics of SMEs that potentially could cause barriers for the im- databases and organised by abstract, title and keywords. The result was
plementation of Lean. 405 papers, with a cut-off date of the 2nd of Dec 2017.
This research aims to investigate theses aspects through the litera- These 405 papers were then reviewed by each researcher to ensure
ture review. that their title, abstract and keywords matched the focus of the re-
search. This resulted in 196 papers being excluded as inconsequential.
3. Review methodology Among these were non-academic literature, for example, ‘grey litera-
ture’ and other writings that did not include information into Lean
The aim of this research was to complete a literature review on lean implementation matters in SMEs. This led to an additional 70 papers
implementation in SMEs, based on the research questions. It was being excluded as they were listed in two or more databases. This left
decided to use the systematic review methodology [178] for several 126 papers, containing either empirical research or conceptual re-
reasons. First, the systematic review can achieve a clear, scientific and search, that were again reviewed independently by the same four re-
reproducible process of analysis from previous research, ([166,178]). searchers for relevance. These papers were then entered an Excel
Second, although there are other systematic review guidelines available spreadsheet and their information noted. This included the title, the
([5], [48], and [152]), the version proposed by Tranfield et al. [178] publication year, authors, journals and further aspects of the articles
was deemed the most appropriate. This is because this method ex- that included the research topic, Lean implementation method,
panded the medical science systematic review method and applied it to methods used in the research, areas of geographic research and the
management research, including greater descriptive details on ex- authors’ profiles. Any papers that seemed ambiguous were classed as
hibiting results and evaluating the literature [139,174]. ‘unsure’ and were reviewed by the other three panel members for re-
This method had been extensively used across the management vision. The researchers and the panel had a discussion on the reasoning
research area, in both innovation and organisational learning [178] for behind the panel's decisions and suggestions and a consensus decision
example (e.g. [11,34,139]) operations management and the supply was agreed for each item. This level of scrutiny and cross-checking of
chain [30,63,166] and in the management of small companies (e.g. the documents for the literature review was to improve the validity of
[56,85,111]). The systematic review devised by Tranfield et al. [178] the study and the results. This sorting and subcategorising of the 126
suggested three stages for review: the planning stage; the conducting papers distinguished four main categories among them (like the method
stage; and the reporting/dissemination stage. used by Suarez-Barraza et al. [166] in Lean literature review). The final
organisation was reviewed, cross-referenced and agreed by the entire
3.1. Planning stage panel.

A review panel was established during the planning stage made up

of four researchers, all experienced in academia and industry. This was 3.3. Reporting and dissemination stage
done to comply with Tranfield et al.’s [178] recommendations that a
group be created consisting of experts from the relevant area. Following As per the Tranfield et al. [178] method, it is recommended that this
four meetings, the direction of the systematic literature review was stage should include two sections: a descriptive analysis; and an ana-
agreed, the research questions were formulated and the criteria to be lysis of the categories input onto an Excel spreadsheet, to present the
included and excluded were defined (see Table 2). “current state map” from the selected articles a descriptive analysis was
English-language papers were included, from both academic and undertaken. Secondly, four key categories that emerged from the lit-
trade journals as the researchers agreed that scholars frequently publish erature review in categories analysis presented an in-depth look. In
their findings on Lean in trade journals. However, newspapers, maga- addition, a critical analysis of the review presents a discussion of how
zines and reports were not included as it was felt that these pieces some factor strongly effecting the adopting of Lean Implementation
provided only a glimpse into lean implementation instead of the com- (SeeFig. 2 for literature review methodology).
prehensive specific information or debate required for this research.
Working papers were also omitted as it was felt that these contained
personal opinions, and that these could be changed. During the

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Table 2
Critical paper of selection.
Criteria Reasons

Inclusive criteria
Papers written in English Most leading academic journals are published in English
Papers published in both academic and trade journals The authors recognised many Lean-related articles written by scholars are published in trade journals
Papers study Lean implementation issues This review is designed for Lean implementation
Papers focus on SME SME is the main focus of this review
Exclusive criteria
Newspapers, magazines and reports These types of articles were more likely to provide a snapshot of Lean implementation
Working papers These often represent researchers’ temporary thinking and are subject to change
Papers do not focus on Lean and SME They They do not fit the thematic areas of this review
General commentaries or grey literature They They do not provide sufficient insights into the research area

Table 3
Keyword search.
Search string combinations Database

(Lean implementation) AND (small and medium enterprise) ABI

(Toyota Production System (TPS)) AND (small and medium enterprise) EBSCO
(Just in Time (JIT)) AND (small and medium enterprise) ScienceDirect
(Lean) AND (small and medium business) Emerald
(Toyota Production System (TPS)) AND (small and medium business) SAGE
(Just in Time (JIT)) AND (small and medium business) Scopus
(Lean) AND (small and medium organization) Inderscince
(Toyota Production System (TPS)) AND (small and medium organization) Taylor & Francis
(Just in Time (JIT)) AND (small and medium organization)
(Just in Time (JIT)) AND (small and medium company)
(Toyota Production System (TPS)) AND (small and medium company)
(Just in Time (JIT)) AND (small and medium company)
(Lean) AND (small and medium manufacturing (SME))
(Just in Time (JIT)) AND (small and medium manufacturing (SME))
(Lean implementation) AND (small and medium manufacturing)
(Toyota Production System (TPS)) AND (small and medium manufacturing)
(Toyota Production System (TPS)) AND (small and medium manufacturing)

4. Review findings [16].

4.1. First fold of findings: descriptive analysis

4.1.2. Division of the global research field
A descriptive analysis of Lean SMEs literature considered in this Nearly all research in Lean implementation is carried out by aca-
section. Tranfield et al. [178] described that the descriptive analysis demicians utilize manufacture information. In aggregate, 104 of re-
should consist of a “descriptive account of the field” by sorting the searchers (82.78 %) are essentially in the academic field
literature into categories. These categories are the research methods, [3,42,43,71,72,75,95,153] also only 6 authors (4.78 percent) are
distribution of author profile and geographic areas. practitioners (e.g. [41,79,147,167,168]). In total, 16 of the researchers
(12.44 percent) are both academics and practitioners (see Fig. 4).
4.1.1. Research methods used to investigate lean implementation in SME's
The single case study was the main method of research used in the
126 papers, which made up 34% of the overall documents (see Fig. 3) 4.1.3. Geographic areas associated with research in the field
(e.g. [66,110,160,195]). Surveys made up 30% of the documents (e.g., Out of the 126 papers 87 detailed the geographic area used. During
[25,43,83,102,140]). At 16% were the conceptual papers that were the analysis stage, it became apparent that the majority of previous
based on the development of theoretical frameworks, models or guides research has been based in western regions as 32% of the papers were
for SMEs to implement Lean (e.g. [84,182]). The shortage of research EU based, 29% in the USA (United State of America) and Canada and
into Lean implementation in SMEs in multiple case studies, mixed 8% were from New Zealand and Australia (see Fig. 5 and 6). In Asia
methods research and action research now becomes apparent. Only 14 (West Asia countries) which is arguably a major player in the global
papers (11%) used multiple case studies (e.g. [3,165]). A further 9 market, only 20 of the papers (28%) were based here (e.g.
papers (7%) used mixed methods, to include surveys, interviews or case [64,95,102,106,129,137,143,158,168]). Of these 20 Asian papers, it
studies [14,102,133,176]. As explained by Bhasin [14] mixed methods was found that the majority of them were based in India. Only 2 of the
is the best method to guarantee validly of the results, for example a papers were concerned with the implementation of Lean in China and
questionnaire, as the various data sources can be cross-checked and these examined Wenzhou's industrial industries [133] and the auto-
cross-referenced. A recent study carried out by Emmitt et al. [50] using mobile industry in Taiwan [64]. There are currently 10 million SMEs in
an action research method detected and introduced variations in a China, or 90% of all of China's companies, which make up 60% of
small building company with the introduction of Lean. Emmitt et al.’s China's overall GDP [7]. This would indicate the importance of further
[50] used Lewin's [105] action research processes and proposed a research into Chinese SMEs and their progress with Lean implementa-
comprehensive account of Lean implementation and included details of tion and a necessity for additional SME Lean research in the World's
the collaboration between the researchers and the practitioner to apply other developing areas such as South America, Africa and the Middle
Lean methods. Hence, this led to the opportunities for researcher to East.
apply other methodology such as grounded theory and ethnography

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Fig. 1. Current research layout template.

4.2. Second fold of findings: categorization analysis 4.2.1. Category 1: the scope/type of lean that is implemented in SMEs
The model or process used for Lean implementation in SMEs was
Tranfield et al. [178] stated that investigation into the literature identified in the literature review by its apparent stress on internal
review categories would explain the extent of whether there is an operations (Table 4). The studies by Wanitwattanakosol and Sopadang
agreement or not regarding the categories of applicable literature re- [182] and AlManei et al. [9] made reference to the importance of in-
view areas and would highlight the developing categories and pro- cluding supply chains within lean implementation roadmaps and fra-
spective questions for the research. There were four main categories meworks. This agrees with the results of a study by Bhasin [14] on Lean
recognised from the categorising and subcategorising exercise, com- in UK manufacturing companies where he discovered that although
pleted in a manner similar to that used by Suarez-Barraza et al. [166] in 80% of the companies had implemented Lean internally, only 20% had
literature previous lean literature review: applied it to their entire value chain. Referring to Pettersen's [131]
typology of Lean, SMEs would seem to be concentrate more on opera-
• Category 1: examined the Lean range/type found in the literature as tions, the Lean method implementation seen as a variation of an op-
used by SMEs; erational custom or an operational belief. SMEs wouldn't often consider
• Category 2: reviewed on the degree to which Lean is implemented in it strategic or beneficial to connect and integrate with their supply
SMEs; chain partners. This is in contrast to the Lean in LEs literature, where is
• Category 3: assessed the influence of Lean implementation on SMEs; it usually considered to be a strategic belief. Also, Stuart and Boyle
and [165] stated that Lean application is not often observed outside of the
• Category 4: assessed Lean implementation in SMEs’ critical success factory of SMEs. However, Karlsson and Ahlstrom [89] argue that Lean
factors (CSFs). is applicable to SMEs supply chains, although there is not much to in-
dicate if this is true.

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A. Alkhoraif, et al. Operations Research Perspectives 6 (2019) 100089

Fig. 2. Methodology stage.

4.2.2. Category 2: how lean is implemented in SMEs Exchange of Die, Level scheduling and Kaizen (SMED). Bhasin [14]
Most of the studies based on Lean in SMEs is focused on how SMEs discussed the unpopularity of some tools among SMEs compared to
go about implementing Lean. There are two subcategories to the cate- the popularity of those same tools among LEs. SMEs also seem to
gorisation analysis: prefer a more varied choice of tools, rather than LEs, when im-
plementing Lean. Mathur et al. [113] advise SMEs to choose and use
1 Approaches to implement Lean in SMEs. The literature shows that the simpler less expensive tools because of the limited time and
there are many approaches and Lean tools available to SMEs that budgets available to them. Despite this advice, there is very little in
would help to implement the Lean method (see Table 5). There are the literature that discusses the justification or motivation for the
several articles that discuss and demonstrate this (Table 5). Some of selection and permutations of the tools or methods used. This seems
these tools include mapping tools, Value Stream Mapping (VSM), to be an obvious omission as the holistic approach is best re-
Kanban and 5S/6S work place organisation schemes that can work commended for the successful implementation of Lean [76].
in conjunction with visual management. TPM and standardised
work are two other options. 1 How other supporting initiatives can be combined with the Lean
approach in SMEs. There is another aspect worth noting in the lit-
There are several less popular tools mentioned in the SME Lean erature and that is the blending of Lean methods with additional
literature, including 5 Whys, Small Lot Sizing and Single Minute supportive methods (Table 6). The most common method is the

34%
30%
35%
30%
25% 16%
20% 11%
15% 7%
10% 2%
5%
0%

Single-case study Survey Conceptual study

Mulple-case studies Mixed methods Acon research

Fig. 3. Research method percentage of papers.

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A. Alkhoraif, et al. Operations Research Perspectives 6 (2019) 100089

82.78%

12.44%
4.78%

ACADEMICIAN PRACTITIONERS BOTH

Fig. 4. Distribution of author profile.

implementation of Lean and Six Sigma. Six Sigma is a method that example VSM and TPM, for every stage of DMAIC. Gnanaraj et al.,
focuses on quality control and assists improvements by collecting [58] criticised this approach because they argued that the majority
data and completing statistical analysis [123], with the end goals to of SMEs were unable to implement Lean for various reasons and so,
be the reduction of manufacturing and services costs and an increase taking these into account, they suggested the DOLADMAICS model
in customer satisfaction [172]. Lean and Six Sigma have an obvious ([57]a, p. 300). This version considers the features specific to SMEs
connection and several SMEs are making use of this. Where this has that would hinder them and devises solutions through 5 levels ([58],
occurred, it is observed that some researchers who have used Lean 2012). This was a much more realistic model applicable to SMEs and
with Six Sigma have developed their own models, or Lean Sigma included both Lean and Six Sigma factors. There was very little
models, while others have generated less specific processes or practical evidence that verified the entire implementation of this
methods for implementing Lean in SMEs. The focus in the Lean model.
Sigma model is on assimilating certain Lean applications into the
DMAIC methodology (define measure, analysis, improvements and IT is another extremely important support system for Lean im-
control). A case of this is where Kumar et al. [95], Roth and Fran- plementation and indeed all aspects of modern-day company opera-
chetti [146] and Thomas et al. [172] detail the use of Lean tools, for tions. This means that systems such as Material Requirements Planning

AFRICA 1%

CROSS-COUNTRY (MIDDLE EAST,SOUTH AMERICA AND

2%
WEST EUROPE)

AUSTRALIA/NEW ZELAND 8%

ASIA 28%

UNITED STATES OF AMERICA/CANADACANADA 29%

EU 32%

Fig. 5. Geographic area percentage of papers.

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A. Alkhoraif, et al. Operations Research Perspectives 6 (2019) 100089

Fig. 6. Geographic map.

Table 4
Lean implementation process.
The scope of the implementation processes Authors

External – supply chain [182]; AlManei et al. [9]

Internal – production and operation processes ([31,40,57,64,66,95,160,172,146]; [59]; [17]; [116]; [179])

(MRP) and Enterprise Resource Planning (ERP) are necessary for every in SMEs. Lean SMEs are mainly focused on efficiency incentives for
SME planning to introduce Lean. Powell, et al. [135] devised a system example decreases in stock, storage, time (i.e. substitution time, dis-
for incremental IT implementation over a long period of time to take tribution time, lead time and throughput time) and the price of pro-
into account the Lean method of operating. Some of the other ap- ducts, all of which, if successful, can provide huge benefits to SMEs
proaches sometimes combined with Lean include Accounting Method, [19,62,110]. Quality and efficiency (the use of the workforce) are two
Cellular Manufacturing, Project Management, Quality Function De- other areas where progress is important [43,43,106,146]. Among the
ployment (QFD), Theory of Constraints (TOC) and Quick Scan although literature, only one study mentions Lean implementation in the supply
none of these are as popular [80]. chain (see Category 1), while several studies discuss the results of Lean
on SMEs in terms of suppliers and customers [60,160,181]. Again, only
4.2.3. Category 3: the impact of lean implementation on SMEs one paper could be found that detailed the financial benefits of Lean
Generally, Lean implementation is examined at a micro level (the implementation in SMEs, which would seem an obvious area of im-
in-house manufacturing or processes of operation in SMEs) resulting in portance [198].
waste reduction arising as the main goal for the implementation of Lean This means that there could be a possible lag between execution and

Table 5
The key main tools used in SMEs.
Lean tools Authors

Value stream mapping (VSM) Kumar et al. [95]; Lummus et al. [110]; [27]; Roth and Franchetti [146]; Wanitwattanakosol and Sopadang [182] and [184]
TPM Gunasekaran and Lyu [64]; Lee, [102]; Gunasekaran and Cecille, Gunasekaran and Cecille, [65]; Kumar et al. [95]
5S/6S and visual management Gunasekaran and Lyu, [64]; Gunasekaran and Cecille, [65]; Kumar et al. [95]; Rose, Deros and Rahman, [144]
Fishbone diagram Sohal and Naylor, [160] and Thomas et al. [172]
Kanban Sohal and Naylor, [160]; Lee, [102]; Abdul-Nour, Lambert and Drolet, [1]; Gunasekaran and Cecille, [65]; Roth and Franchetti, [146]
Kaizen Deb, et al (2010) and Rose et al. [144]
5 whys [27] and Deb et al (2010)
Level scheduling Sohal and Naylor [160]
Small lot sizing Mathur et al. [113]
SMED Chin and Rafuse [31] and Mathur et al. [113]
Standard work Gunasekaran and Lyu, [64]; [27] and Rose et al. [144]

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A. Alkhoraif, et al. Operations Research Perspectives 6 (2019) 100089

Table 6
Supporting approaches for implementation of Lean.
Other approaches Authors

Six sigma Kumar et al. [97]; Kumar et al. [96]; [173]; Nabhani and Shokri [123]; Gnanaraj et al. [[58]; [59], Roth and
Franchetti [146]; [28] and [177]
IT (MRP, ERP, computer simulation, CAD/CAM and fuzzy Santacecilia, [148]; Chin and Rafuse [31,106], Achanga et al. [4], Wanitwattanakosol and Sopadang [182], [52],
system) Powell et al., [135] and Iris and Cebeci [83]
Accounting (ABC accounting and VSM accounting) Chiarini, [29]
Cellular manufacturing Boughton and Arokiam [19]
Project management Abdul-Nour et al. [1]
QFD Ramaswamy et al. [138]
TOC Lee [102]
Quick scan Thomas et al. [173]

Table 7
Critical for assessing the impact of Lean on SMEs.
Efficiency (e.g. waste reduction, cost reduction, quality and ([54]; Kaufman, [90]; [112]; Erem and Massey, [51]; [23,60,64,66,132,160]; [183]; [19]; Kinney and Wempe,
productivity improvement) [91]; [110,158]; Koh et al., [93]; [150]; [62]; Kalafsky, [86]; [119]; [137,146]; Deb et al., 2010; [106]; Thun
et al., [175]; Bhasin, [15]; [113]; Mazanai, [114]; [129,181]; [198]; [28]; [50,144]; Seay and Narsing, [149];
[38,43]; [12]; Cunha et al., [35]; Lande et al., [101])
Effectiveness
Organisational Cultur ([112]; Albliwi et al., [6]; Wong, [191]; Stock et al., [163]; Lacksonen et al., [99]; Kamis, [118]; Testani and
Ramakrishnan, [170]; [14,43]; Bortolotti et al., [18]; Knapp, [92]; Oudhuis and Olsson, [126]; Pakdil and
Leonard, [128]; [3]; Burdett, 2007; Woehl, [188]; [116])
Employee empowerment [150]
Employee motivation, interests and ability [60,64,66,132,160]

any monetary benefits, but Chiarini's [29] analysis of accounting ben- organisation's culture and the improvement of skills among individuals
efits from implementation show that the impact cannot be clearly ob- and teams were some of the crucial factors to include for successful
served from conventional methods of accounting. A further tendency Lean implementation in SMEs. Further newer emphasis on cultural
observed is where few researchers have examined how certain CSFs for factors of individuals that can facilitate a change towards adopting lean
the implementation of Lean in SMEs can be altered or developed. Some and overcoming human and cultural barriers was presented by De-
of these CSFs include employee participation, support from senior Sanctis et al. [39] who showed that reducing uncertainty, identifying
management, dedication to the goal, teaching and learning, and future orientation and adopting an institutional collectivism are key
changes to the organizational culture. Increased motivation among inputs in such an orientation. . Although Bhamu and Singh Sangwan,
employees, interests and ability [60,64,66,129,132,160] and the em- [13] agreed that these were all vital aspects they argued that they were
powerment of employees [150] were examined, however Manoochehri crucial aspects for companies of any size and so not specific to SME
[112] alone illustrated changes in organisational culture through the concerns. Ormsby et al. [125] first stated that small companies should
implementation of JIT. This can all be observed in Table 7, which be urged to promote a supportive environment in its supply chain
clearly shows the that Lean SME research has mainly concentrated on partners to successfully implement JIT. So and Sun [159] showed how
improvements in efficiency as opposed to effectiveness. the continuous use of Lean in SMEs shows beneficial influences from
supplier integration policies, for example, the sharing of information
and including ebusiness. The importance of incorporating customers
4.2.4. Category 4: Critical Success Factors (CSFs) of lean implementation in
and working in unison with supply chain members was also highlighted
SMEs
by Timans et al. [177]. This would indicate that the inclusion of supply
Only a single study could be found that focuses on examining CSFs
chain members should be an important addition to the CSF list (this was
for Lean implementation in SMEs [3]. The results of this study so far
not mentioned in Achanga et al.’s [3] study. Panizzolo et al. [[129], p.
have identified that organisational culture, governance and manage-
786] explained the importance of top management and their level of
ment's strategies, funding availability, employee professionalism and
commitment towards a long-term vision of added value for not just
ability are the most important aspects for a SME to take into account
customers, but society in general, and to the improvement and support
when trying to implement Lean successfully. CSFs are, however, men-
of employees and partners. Importance of management commitment
tioned both directly and indirectly in several of the other papers (see
towards lean was further recently emphasized by Mutingi et al. [122].
Table 8). When these papers were examined, several trends became
In another fold, Mazany [115] stated that the main barrier to successful
apparent. The first is that Achanga et al. [3] considered employee in-
implementation isn't technical but human. In the papers, Achanga et al.
volvement and participation to be additional and important factors.
[3] pointed out the financial restrictions of SMEs but only a single study
Panizzolo et al. [[129], p. 785] agreed that by including employees in
identified available finances as a CSF. This would indicate the lack of a
quality improvement initiatives and increasing their levels of in-
definitive agreement towards the relevance of available finances in
dependence and accountability has been extremely beneficial in certain
SMEs for implementing Lean successfully. It is also important to note
improvements in the performances of companies. [76], (p. 18) also
that the research into CSFs goes beyond internal organisation to the
verified this view, stating that it is vital to include all staff in the process
supply chain in recognition of how necessary it is to incorporate sup-
of implementing Lean, regardless of the dimensions of the company.
pliers and customers.
Other regularly observed CSFs include senior management assistance
Two more important CSFs to consider are communication and
and dedication, teaching and learning and organizational change
personal experience. Lee [102] claimed that only by maintaining direct
(which includes the beliefs, plans and vision of the company), all of
communication between management and the workforce would JIT
which support Achanga et al.’s [3] findings. Additionally, Panizzolo
implementation be successful. Timans et al. [177] discussed the re-
et al. [129] corroborated this view by stating that willingness, senior
levance of personal experience, for example a prior role as a quality
assistance and dedication, competence and willingness to alter an

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A. Alkhoraif, et al. Operations Research Perspectives 6 (2019) 100089

Table 8
Summary of CSF.
CSFs Authors

Employee involvement and participation Chin and Rafuse [31], Gupta and Brennan [66], Mazany [115], [103], Ramaswamy et al. [138], Kumar et al.
[96] and Panizzolo et al. [129]; AlManei et al. [9]; [26].
Effective Leadership ([21]; Bamber and Dale, [10]; Lewchuk, Stewart and Yates, [104]; Motwani, [120]; Papadopoulou and
Özbayrak, [130]; [3,192]; Sim and Rogers, [157]; Boyle and Scherrer‐Rathje, [22]; Puvanasvaran et al.,
[136]); [156]); [26].
Top management support and commitment Chin and Rafuse [31], Lee et al. (1994), Lee [102], Achanga et al. [3], (Kumar et al., [96]; Emmitt et al. [50],
Panizzolo et al. [129], Rose et al. [143] and Timans et al. [176]; [156]); AlManei et al. [9]; [26].
Training and education Gupta and Brennan [66], Lee [102], Ramaswamy et al. [138], Achanga et al. [3], Kumar et al. [96], [177] and
Dora et al. [44]; AlManei et al. [9]; [26]; Mutingi et.al [122].
Organisational culture (change, strategy, vision and [3]; Kumar et al. [95], Panizzolo et al. [129], Timans et al., [176]; Bhamu and Singh Sangwan, [13];
performance evaluation system) Ravikumar et al., [141]; Rymaszewska, [46]; Dora, Kumar and Gellynck, [45]; Gupta, Sharma and Sunder M.,
[67]; Lande, Shrivastava and Seth, [101]; Albliwi et al., [6]; ([112]; Albliwi et al., [6]; Wong, [191]; Stock,
McFadden and Gowen, [163]; Lacksonen et al., [99]; Kamis N. Mohammed, [118]; Testani and Ramakrishnan,
[170]; [14]b; [43]; Bortolotti, Boscari and Danese, [18]; Knapp, [92]; Oudhuis and Olsson, [126]; Pakdil and
Leonard, [128]; [3]; Burdett, 2007; Woehl, [188]; [116]); [156]); AlManei et al. [9,26,26].
Financial capability Achanga et al. [3] and Ravikumar et al. (2013a, b); [156,26].
Supply chain integration Ormsby et al. [125], [103], Kumar et al. [96] and So and Sun [159,156]); AlManei et al. [9].
Direct or good communication [103], Rose et al. [143] and [177]; [156,26].
Personal experience Achanga et al. [3] and Timans et al. [177]; AlManei et al. [9].
Technical factors (on-going improvement, JIT concepts on shop Chin and Rafuse [31]
floor, etc.)

manager, as a CSF. Despite this, however, there is little actual evidence JIT delivery and standardised workloads was unrealistic as SMEs had
for these CSFs as Lee came to his conclusion following a conceptual not the negotiating power with their suppliers. Manoochehri [112]
analysis and Timans et al. [177] devised his results following a single expanded on this and stated that in order to fully implemented JIT, the
interview. It has been suggested, at this point, that successful Lean company, regardless of magnitude, needs to be able to:
implementation requires a clear guiding framework and not a reliance
on the Lean tools, although this is not summarised in the papers re- • Alleviate demand;
viewed. There have, however, been several standard frameworks pro- • Produce merchandise or parts in smaller JIT runs; and
posed to facilitate synchronised use of Lean tools and methods (see • Take receipt of component materials from suppliers in the necessary
[66]). amounts at the correct time.
A usual starting point for Lean implementation is to develop en-
gagement and education between employees and managers to prepare Manoochehri [112] accepts that, due to the status of the majority of
them for Lean. Chin and Rafuse, [31]; Gunasekaran and Lyu [64] and SMEs in the marketplace, they are unable to achieve the first and third
Van Landeghem [179] agreed with this when they recommended of these. This would indicate that Lean in SMEs is more like JIT pro-
starting with training and developing employees and managers instead duction (i.e. an improvement in the operations through waste reduc-
of diving straight in with Lean tools. Chin and Rafuse [31] also sug- tion) rather than JIT delivery, where it can be included into the supply
gested continuing this education and learning throughout the Lean chain. Therefore, it is more common for SMEs to promote the JIT
implementation. Dombrowski et al. [40] completed an exercise where process and aim for influencing the Lean supply chain, instead of actual
he equated and compared three methods of acquiring Lean-based in- compulsory practice (see e.g. [129]).
formation, that could be taught at various stages of the process. There A study carried out by Karlsson and Ahlstrom [89] considered
will be a summary of the results and conclusions reached in this re- whether the Lean method and principles could be used by SMEs. The
search that will be illustrated later that can educate SMEs on how to results stated that, for the most part, they could the principles con-
implement Lean. cerned with procurement and distribution would need to be adapted for
SMEs. No other found paper in the literature review examined SMEs
ability to apply Lean to their supply chains. Further barriers to Lean
5. Discussion: synthesizing lean implementation in SME's
application within SME's were identified by Shrimali et al. [156] who
listed lack of support of top management, resistance to change from the
5.1. Is the size of the SME an enabler or inhibitor of lean implementation?
middle management as main drawbacks. Other barriers that arose from
the literature for Lean implementation were at an operational level and
SMEs are, obviously, smaller than LEs, but the relevance of that for
included poor processes and quality control systems ([103] and [102]).
this research is whether size influences a company's ability to success-
Additionally, in SMEs, the majority of the workforce are taken up with
fully implement Lean? The literature would seem to suggest that it does,
day-to-day operations and so any changes to these operations could be
in both the company and the supply-chain, and also that several aspects
difficult. Organisational culture would seem to be the remedy for this as
of SMEs that are of actual advantage when applying Lean.
this would include more than just a plan for improving operations
[129]. The benefit of this is that it would also manage the organisa-
5.2. Inhibiting factors of lean implementation in SME's tional strategic issues needed for Lean implementation and the HR
department, for example: developing the employees, encouraging au-
A consideration in relation to size is the issue of the control over the thorisation and inclusion in making decisions and guaranteeing that
supply chain. This plays a part in the degree to which a SME can de- there is an accommodating organisational culture for Lean (if none,
velop dependable supplier networks and how much they can include develop it). Most of the research didn't take the importance of organi-
them into the Lean scheme. Dowlatshahi and Taham [47] and Wilson sational culture into account, focusing instead on operations and not
and Roy [186] explained how the usually smaller volumes produced by considering any of the cultural issues and factors that need to be
SMEs limited their negotiating powers in contrast to the larger sup- managed simultaneously [3,44,98,171]. Another study by Chaple et al.
pliers. Finch [54] further said that including customers and suppliers in

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A. Alkhoraif, et al. Operations Research Perspectives 6 (2019) 100089

Table 9
Enablers and inhibitors for SMEs.
Aspects Enablers Inhibitors

Supplier relationship Suppliers may be highly dependent on a SME focusing a market niche SMEs may lack the market power to influence supplier network in
(there are no other customers for the supplier to switch to, so SME has adopting Lean practices ([61]; [125]; [103], [47,102,186]; Mazanai,
more power to influence the Lean agenda) [89] [114]); AlManei et al. [9]
Intra-SME Organizational Owner's long-term commitment to survival and profitability can give Lean Potential lack of vision, management commitment and support as the
the backing and support it may need [142]; Bevilacqua et.al. [12] SME leader may be highly involved in day to day operations and other
matters ([103]; [102,129]; Rymaszewska, [46]; [186,195,156])
Multi-skilled, cross-functional employees better positioned to be able to Lack of support for training and knowledge development required for
support Lean process improvement across the organisation ([142]; [103]) Lean initiatives ([61]; [47,102]; Mazanai, [114]; [129] Rymaszewska,
[46]; Yang et al., [194])
Higher level of group teamwork and cohesiveness, a feature of the Lean Workforce fluctuation (SME employee turnover maybe higher so the
way of working ([103]; [47]) Ease of communication (Rymaszewska, knowledge of Lean may be more easily lost) (Rymaszewska, [46];
[46]; Winston and Heiko, [187]) Williams, [185])
Supporting a culture change towards lean implementation thus Lack of adequate skills of lean processes within SME's higher
overcoming human barriers (resistance) towards it [39] management and supervisory levels [26]
Operational Poorer process and quality control tools and systems ([103], [102])
Financial Government support more likely to be available [47] – but dependence on Lack of sufficient funding and capital ([61]; [125]; [103]; [47]; Mazanai,
outside agencies like consultants to implement Lean can be problematic [114]; Rymaszewska, [46]; [173])
(Hu et al., [82])
Lack of infrastructure and facilities [19,129,196])
Customer relationship More direct contact with customers [142] Less able to influence demand volatility and variability ([19,47];
Rymaszewska, [46])

[26] showed that lean application within SME's may also be hindered forward and staff and management work closer together, which enables
due to insufficient management time, lack of adequate supervisory lean greater opportunities for one-on-one interaction [47]. Production sys-
processes skills and, in fact, inadequate senior management specialized tems in SMEs are more adaptable due to their smaller size and are able
skills in the field. to manufacture products in small runs to comply with multiple re-
Financially, the majority of the researchers explained that most quirements of their customers [103]. This actually gives them the ad-
SMEs lacked the budget necessary for the implementation of Lean vantage over LEs that are designed around economies of scale for their
([61]; [125]; [103]; [47]; Thomas et al., implementation [173]; Ma- product manufacturing policies. SME leadership can also be of benefit
zanai, [114]) and buildings or amenities (Bought on and Arokiam, as SMEs are usually owned privately. Therefore, the owner usually has a
2000; [129]). The continuous implementation of a full Lean method long-term focus with a strong commitment to progressing and main-
necessitates large financial outlays prior to any benefits being observed taining their business.
and most SMEs simply may not have this level of finances available to This is vital for a successful Lean implementation, so it is extremely
them, in addition to the time needed for education and the development supportive if the owner/leader is committed to the Lean strategy [142].
of knowledge (see e.g. Mazanai, [114]). Take, for instance, infra- This is also recently concluded by Bevilacqua et.al [12] who showed
structure, which has been identified as a key performance indicator that operations in SME's – by default – could largely reflect the owner/
(KPI) system supportive of Lean but is also a barrier for SMEs as they mangers way of thinking – including positive adoption of various lean
might not have needed such a system previously, compared to LEs. In processes and tools. Again, due to size, the owners/leaders of SMEs also
the same vein, Zhang et al. [196] highlighted that successful im- have greater access to their customers and can better appreciate and
plementation of lean usually requires advanced technologies of high foresee their needs and values. This gives them the ability to respond
costs, that may not be available for SMEs. In consequence they would quicker, which is a vital component in any Lean project.
rely on their conventional manufacturing facilities, thus resulting in As mentioned previously, SMEs can often experience difficulties
lean implementation failures. when trying to finance a serious project like Lean, however,
Also, SMEs may not have the budget to employ specialised Lean Dowlatshahi and Taham [47] highlighted that there is often support
facilitators. From the point of view of the customer, some of the papers and grants available from governments or other agencies that specifi-
stated that varying demands was a problem for SMEs as, due to their cally focus on SMEs. Unfortunately, dependence on external assistance,
size, they had limited control over their customers with which to direct like a consultant, for implementing Lean can cause its own problems
trends. This made them predictable and secure ([19,47]; Rymaszewska, [81]. Table 9 illustrates the barriers and benefits connected to the size
[46]). of an organisation when considering SMEs trying to implement Lean.
So, although there are some obvious advantages to a smaller size, SMEs
are generally at a disadvantage when it comes to implementing Lean.
5.3. Enabling factors of lean implementation in SME's Therefore, the barriers to this need to be eliminated or reduced or the
benefits need to be used to their maximum advantage.
Karlsson and Ahlstrom [89] noticed that SMEs usually focused on
certain areas of business, which meant that their suppliers were reliant
on them because there are no other alternative buyers available. This 5.4. Small and medium enterprise lean practice
actually provided the SMEs with the ability to direct the supply chain,
which provides a counterbalance to the barriers discussed above. SMEs There are implications for practitioners in this paper. It contains a
have other beneficial factors for implementing a Lean strategy. Com- comprehensive list of Lean CSFs and possible enablers and barriers for
munication is a vital component of successful strategy, both up, and an effective and workable Lean implementation, which practitioners
down, within the company hierarchy and among roles and sections need to know when they begin their project. These CSFs and possible
[89]. This actually suits the structure of SMEs because some of their enablers and barriers were collated during this systematic review and
main characteristics include a lot of groups working together and a provide a guide for the SME owners, managers and practitioners.
positive culture of interconnection that aren't limited by functional The very first thing a SME needs to consider when introducing Lean
limitations. Also, communication in small companies is more straight is the organisational culture. The owners or managers need to ensure

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A. Alkhoraif, et al. Operations Research Perspectives 6 (2019) 100089

that this is supportive and fully engaged in Lean implementation. now has focused on the Western countries and have largely ignored
Operational issues need to be reviewed during the planning process for developing countries such as the Middle East and Asia. Suitable aspects
Lean and these can include organisational level issues, for example, of research based on this could include comparative case studies of
planning the investment strategy (when to buy new equipment of or SMEs implementing Lean in developed versus developing countries to
improving the processes surrounding the existing equipment), which determine the application of Lean tools in SMEs in developing econo-
are key for an SME strategic implementation plan. SMEs need sufficient mies. Third, Lean's current focus is in academia, mainly due to its ori-
resources to finance Lean and not need immediate performance awards gins in the academic sector, but, as it is now finding popularity in the
to come through. manufacturing sector, research is needed in this context.
Also, because of the various types of Lean, the owners/managers Six areas for further research became apparent from the ‘categories’
need to agree the version they plan on implementing before beginning. literature review. It was obvious that prior studies had mainly con-
This version can be reviewed and amended during the process. In ad- centrated on methods used to implement Lean in SMEs. Further, fo-
dition, SME owners or managers need to continuously pursue external cusing on soft issue is needed for example, influenced by organisational
sources of funding and support, for example, from government agencies culture, rather than on technical and tools issue on why certain tools
or Lean specialists. and techniques were chosen. Lean also needs to be scrutinised at a
Lean success depends on recognising what is considered as ‘of value’ higher organisational and theoretical level, which would explore issues
by the customers. This, therefore, needs to be established from the concerned with strategy and philosophy. Additionally, areas such as
outset and will guarantee that SMEs can direct the Lean process towards why Lean is adopted by SMEs, how it is assimilated into their existing
a concise comprehension of what the customer values. These values strategies and how Lean influences business direction and culture in
could be constantly reviewed as they sometimes change. SMEs usually SMEs are all worth investigating. Lean is a method with substantial
have a flat organisational structure and work to informal working re- ramifications to the way an entire company is operated. A study on the
lationships. This enables direct and rapid communication between difference between SMEs and LEs based on this would also be worth
management and employees. This type of structure allows a more ef- investigating. As previously discussed, SMEs are limited in the extent of
ficient dispersal of the Lean method throughout the SME and guaran- their influence over their supply chain, but this is seen as a crucial
tees employee engagement. Employee training is another vital issue to component for a fully implemented Lean method and so would seem to
consider for Lean implementation, but SMEs have long been considered be an important area to research further. Again, as discussed pre-
remiss in the development of knowledge, which is necessary for Lean. viously, the size of SMEs causes certain issues in comparison to LEs, so
This is why SME owners or managers may find that the use of specialists an area for further study is: how much of an issue is this when im-
may be beneficial. Prior to the commencement of the Lean im- plementing Lean?
plementation, SMEs need to be assured of their processes’ quality, Another area worth concentrating on is the financial issues faced by
components and end products. Lean eliminates time and inventory SMEs. Monetary capabilities and the effect on Lean in SMEs, in addition
waste but needs a ‘right first time’ operation. If quality is inconsistent to financial benefits from Lean should all be reviewed. Research should
this could mean a failure of Lean, which has disastrous consequences also be carried out on the operational benefits that go beyond devel-
for the customer. A quality audit is recommended to determine if a opments in improvements.
company is ready to commence Lean or not. Due to the financial and Finally, because much has been made of the issue of organisational
human resource constraints experienced by SMEs, the most necessary size when implementing Lean, this has been identified as a common and
Lean tools need to be applied initially (for example visual management, vital issue for SMEs. Further information is needed on the differences
5S/6S, VSM and Standard Work) in addition to organisational im- and similarities in Lean implementation between SMEs and LEs in re-
provements such as performance evaluation systems and appraisal gards their sizes. Further empirical studies, for example longitudinal
criteria, while the more complicated tools (TPM) and supportive in- studies, would be useful for additional examining of CSFs discovered in
itiatives (IT) that require greater financial outlay, time and training prior research, and to assess their effectiveness for both SMEs and LEs.
(performance investment) can be introduced later on in the Lean pro- In addition, there is a need for a framework for SMEs manufacturing to
ject. It is important to recognise that no improvement in organisational facilitate Lean implementation by levering aspects of organizational
performance might be apparent until, at minimum, the basic tools have culture.
been utilised. This reflects the time lag that occurs between the im-
plementation of Lean and any visual benefits. This was explained by 5.6. Organizational culture challenges in lean manufacturing
Chiarini's [29] review of the usual accounting process that prevents any implementation
immediate observable advantages of the implementation of Lean.
The “performance improvement” stage requires constant financial First, the link among organization culture as well as Lean manu-
input, but the performance benefits are apparent. Another character- facturing implementation is highly critical and sensitive. The different
istic of SMEs is their inability to influence their supply chain due to between nations have different labor intensity, development, culture,
their size so, instead, it is recommended that they utilise Lean internally customs relation, industrialization position, education and training,
up to the point of their supplier. This paper concludes that im- land cost, traffic situation, etc. firms should take these challenge mat-
plementing Lean is a long-term process and that SMEs need to take the ters into their consideration when adopting and apply Lean manu-
long-view approach by improving their organisational process gradu- facturing. Organizational cultural contribute for Lean cooperation is
ally. recommended to apply and the implementation basics of the Lean
manufacturing ([127]; Chen and Meng, 2010a). Organizational cultural
5.5. Small and medium enterprise lean research variation relate fundamentally for the openness and change's resistance
internally [37]. The gaining of Lean manufacturing implementation
One of the aims of this review was to identify areas of additional relies on broadly on the work firm's practices. For instance, Toyota have
research on Lean implementation. These areas will be detailed as fol- done in 1990 s works with skill based on practices from a seniority
lows. Initially, three areas became apparent from the ‘descriptive’ lit- based on strategy planner. Several crucial work firms’ practices wide-
erature review. The first is that there was very little research carried out spread to the manufactories that succeeded implemented the principle
that used grounded theory and ethnography, the mixed method, or of Lean manufacturing are: discipline and control, standardization,
action research when researching Lean implementation in SMEs. These team-based organization, continuous training as well as learning, multi
methods are particularly good for obtaining a more in-depth view of skilling, participation, empowerment, reward system, common values,
Lean implementation in SMEs. Second, most of Lean research up until commitment, methods of work, communication, etc. [49,124]. In the

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A. Alkhoraif, et al. Operations Research Perspectives 6 (2019) 100089

beginning of the research Lean implementation has indicated that the topic; being more systematic, broader, and deeper. The presentation of
function of rewarding system, the support of the management level, the harvested information in a detailed tabular arrangement adds more
accounting management system. [21,88,89,192]. Conti et al. [32] used usability of the current review.
the model of Karasek job stress to relate Lean shop floor application and The explanatory part of the current research identified that SME
practices to expected operator overwork and found that the overwork Lean research consists mainly of single case studies and survey research
and lead to stress, also is notable at managerial scale in operating the methods. Most of SME Lean research base has concentrated on Lean
system of Lean implementation and designing teams and not just only implementation in smaller manufacturing companies in the Western
in the level of workshop scale. countries. Four main categories were identified through the compre-
The globalization has caused more demands for organizations in hensive analysis of the literature: what type of Lean is applied by the
terms of labour market and many SMEs organization are hiring con- SMEs; how its applied and implemented; the effect of Lean im-
tractual operators to support their productivity to stay sustainable and plementation on SMEs; and finally, what are the critical successful
Lean. Organizations should train temporary labour to progress the ef- factors for the implementation of Lean in SMEs? Analysing these main
fectiveness as well as the efficiency of the lean implementation con- categories has resulted in nine suggested areas for further research for
tinues improvement initiatives, also should control as well as manage academics.
develop [169]. Organisational culture that is supportive to Lean is of It is hoped that the gathering of the information contained in this
huge advantage to a company when implementing Lean [74,108]. In- research will provide a comprehensive understanding of Lean in SMEs,
volving the employees from all functional areas of the company is of in contrast to the current, fragmented views currently held [13]. The
great benefit as their input and feedback can determine whether Lean overall contribution of the current study can be specifically claimed as
implementation is successful or not. Inclusion increases employee per the following points:
participation and having ideas listened to increases their job satisfac- Research methods:
tion levels. It also promotes positive team work, provides opportunities
to demonstrate leadership qualities and problem solving. Storch and • The use of the systematic review methodology [178] is demon-
Lim [164] explained how Lean requires effective application, which in strated to be adequate for a large extensive review like the current
turn necessitates open and effective communication between all con- study.
cerned participants of the value operation. • The current paper showed that academic research on lean for SME's
Prior to the introduction of Lean, all parties need to agree and sa- is mostly based on discrete single case studies (34%,), Surveys
tisfied with the goals and objectives. Change, in general, usually re- (30%), conceptual papers that were based on the development of
quires some form of training and development, and this is true for Lean theoretical frameworks, models or guides (16%). It further showed
implementation also, which requires multi-skilled, adaptable workers lack of research that applies multiple case studies, mixed methods
This is supported by Mutingi et al. [122]. Finally, organisational culture research, or action research in contemporary research in the field.
can be a powerful, positive enabler for Lean in SMEs [8]. Table 10 il- This is an identified methodological gap that needs addressing.
lustrates some of the factors associated with HR that can assist the • As explained by Bhasin [14] mixed methods is preferred for
implementation of Lean [13]. studying lean implementation in SME's to guarantee validly of re-
sults when it comes to complex fields like lean implementation in
SME's where various data sources can be cross-checked and cross-
6. Review conclusion referenced.

There is a consensus that SMEs are a crucial component for a strong, Conceptual and theoretical confirmatory gain of the current study:
successful economy. Lean is a well-established method of organisational
philosophy that enables companies to improve operations and trade
more effectively with greater value and less waste. Taking both into
• It is concluded that Critical Successful Factors (CSFs) of Lean im-
plementation within SMEs include: organization culture, finance
account, it is no wonder that the topic of Lean implementation in SMEs position, expertise and skills, performance of evaluation systems,
is such an important issue and a matter of concern that there is such and leadership style and management.
poor take up of Lean among SMEs [155].
This research has demonstrated the lack of information and
• It is concluded that Major barriers to successful Lean implementa-
tion in SME's embrace inadequate organizational culture (wrong
knowledge concerned with the implementation of Lean in SMEs, in strategy and vision), using the wrong Lean tool, using one Lean tool
comparison with implementation among LEs. The aim of this research is to solve many interlinked problems, misunderstanding of the firm's
to bridge this gap through completing an inclusive comprehensive situation (especially financial state), incapable decision-making
evaluation of academic research writings referring to the implementa- process, inadequate know-how outsourcing, poor external support
tion of Lean in SMEs. Tranfield et al.’s [178] procedure for classifying such as that involving customers, government, and suppliers.
the literature was the method used here after deemed most appropriate
as it does so through explanatory and category lines. This is a major
• This research showed that SMEs would not often consider it as a
strategic or beneficial matter to connect and integrate with their
advantage of the current study over the previous reviews done on the supply chain partners. This contrasts with the Lean applications in
LE's, where is it usually considered to be a strategic belief.
Table 10
Organizational culture-related important factors for successful Lean im-
• This research showed that literature would seem to suggest that the
size of the firm would influence lean implementation, in both a
plementation.
company and its supply-chain. The current standpoint of literature
Culture (organizational societal and societal) Dealing with inhibition suggests that, for the most part, only larger companies have im-
plemented Lean and done so successfully.
Communication Performance feedback
Hiring, contractor, recruiting, and training Focus on deployment and
Communication policy Practical implications gain from this current study:
Communication Development of employee
Human resource systems
Spread out knowledge into decision making.
Leadership quality
Multi-functional sector and
• There are implications for practitioners in this paper that include a
comprehensive list of Lean CSFs and possible enablers and barriers
team
Responsibilities and roles for an effective and workable Lean implementation, which practi-
tioners need to know when they begin their projects.

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A. Alkhoraif, et al. Operations Research Perspectives 6 (2019) 100089

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