Accomplishing Sustainability in Manufacturing System for Small and Medium-Sized Enterprises (SMEs) through Lean Implementation

Karishma M. Qureshi (), Bhavesh. G. Mewada, Saleh Y. Alghamdi, Naif Almakayeel, Mohamed Rafik N. Qureshi and Mohamed Mansour
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Karishma M. Qureshi: Department of Mechanical Engineering, Parul Institute of Technology, Parul University, Waghodia 391760, India
Bhavesh. G. Mewada: Department of Mechanical Engineering, Parul Institute of Technology, Parul University, Waghodia 391760, India
Saleh Y. Alghamdi: Department of Industrial Engineering, College of Engineering, King Khalid University, Abha 61421, Saudi Arabia
Naif Almakayeel: Department of Industrial Engineering, College of Engineering, King Khalid University, Abha 61421, Saudi Arabia
Mohamed Rafik N. Qureshi: Department of Industrial Engineering, College of Engineering, King Khalid University, Abha 61421, Saudi Arabia
Mohamed Mansour: Department of Industrial Engineering, College of Engineering, King Khalid University, Abha 61421, Saudi Arabia

Sustainability, 2022, vol. 14, issue 15, 1-22

Abstract: Business enterprises such as small and medium-sized enterprises (SMEs) play a significant role in economic development but struggle for sustainability. A business enterprise such as a manufacturing unit tries many technological innovations and strategic initiatives to accomplish sustainability in the manufacturing system. Lean manufacturing implementation is one such initiative that helps SMEs manufacture value-added products with increased profitability and waste minimization. However, lean implementation in SMEs is challenging. Hence, it is essential to follow a systematic framework and control the critical success factors (CSFs) in attempting lean implementation. The purpose of this research is to find, evaluate, and rank the CSFs of lean implementation of SMEs so that they may be controlled to accomplish successful lean implementation. The CSFs of lean implementation found by an in-depth assessment of the literature are modeled using the interpretative structural modeling (ISM) approach. MICMAC analysis is also used in classifying and understanding the significance of each lean implementation CSF. ISM and MICMAC provide the relationship modeling to reveal the inter-relationships of each lean implementation CSF. Subsequently, the ISM model is validated using the Delphi technique. The interpretative ranking process (IRP) has been applied to rank the CSFs of lean implementations. The results show that sustainability in a manufacturing system, financial capability, and employee involvement hold significant importance in lean implementations in manufacturing SMEs. Practicing managers may benefit from revisiting their lean implementation plans and respective aligned strategies. They will also be in a position to identify and focus on the scarce resources required for the subsequent lean implementations.

Keywords: Delphi technique; interpretative ranking process; interpretive structure modeling (ISM); lean implementation; MICMAC; MSME; small and medium enterprises (SMEs) (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2022
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (8)

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