Identification and modeling of process barriers

Implementing lean manufacturing in small and medium-size enterprises

Critique Paper

Major Ideas

This research will shed light on the factors contributing to process

barriers that inhibit small and medium-sized firms from implementing lean
manufacturing. Small and medium-sized businesses are essential in bringing
wealth and prosperity to society. Many big firms increasingly outsource to
small and medium-sized enterprises (SMEs). Such initiatives compel SMEs to
adopt the same competitive strategy as large businesses. Total quality
management, Six Sigma, and lean manufacturing are commonly used
competitive approaches in large organizations. As a result, the study indicated
that it is critical to develop competitive tactics that SMEs may adopt. This
article identifies significant process bottlenecks such as high rejection rates,
frequent breakdowns, and employee absenteeism for lean manufacturing
deployment in SMEs.

Findings

According to the study's findings, intense competition and evolving

technology have resulted in a shortened product life cycle during the preceding
decade. Because of this phenomenon, every new product introduced to the
market is brimming with great features. This is supported by introducing new
mobile phone models with high-tech features such as video conferencing and
online browsing. This implies that prior incarnations of a product become
obsolete extremely quickly. This change means that large firms can no longer
afford to swiftly construct facilities to develop a new product and earn a profit.
Large organizations are now looking to SMEs for assistance with their
workloads.

Relevance/Contribution

The barriers to implementing lean manufacturing have been extensively

researched during the preceding decade. However, there needs to be more
precise data to support the assertion that this variable impedes the seamless
adoption of lean manufacturing in SMEs. As a result, more study into the
process barriers to implementing lean manufacturing in SMEs is needed.
Considering the SEM output and deleting the unnecessary route from the
present model can lead to a better model fit. Choosing a model change based
on the modification indices necessitates considerable caution. In order to select
the optimal model, caution was utilized in this investigation. Furthermore, the
high rejection rate, employee absenteeism, and frequent breakdowns
discovered by this study are three major issues that are significant process
barriers for lean adoption inside SMEs.

Strengths/Weaknesses

Implementing global manufacturing techniques such as lean requires

more than simply the correct equipment and processes. Top management may
significantly impact how a plan to overcome these obstacles is developed,
implemented, and successfully dispersed throughout companies. Practitioners
will benefit from being familiar with the material offered in this article,
including identifying process bottlenecks and their contributing variables for
lean to be effectively applied in SMEs. Based on these process barriers and the
discussion of their relevant aspects, a preliminary road map is provided to
assist SMEs in proposing a plan to overcome these obstacles to adopt lean in
SMEs effectively.

Opinions

Small and medium-sized firms (SMEs) contribute significantly to

economic growth yet frequently struggle to survive. A factory, for example,
would frequently experiment with new technologies and procedures to ensure
the long-term viability of its production system. Adopting lean manufacturing
principles is one such initiative, which assists small and medium-sized firms
(SMEs) in creating things with added value while decreasing costs and
optimizing profits. Adopting lean in small and medium-sized organizations
(SMEs) is challenging. Small firms were long ignored, and specialist studies on
the issue were rarely done. When we consider the statistics and information we
have on the economic relevance of small firms, we see that they are numerous
and account for a large share of the total value generated in the non-financial
company economy.

Potential Future Research Ideas

Managers in the field should examine their lean implementation plans

and how well they are integrated into their broader strategies. They will also be
able to prioritize the few resources required for future lean efforts. This
exploratory research should shed light on small enterprises' latent potential
and give a variety of viable productivity-boosting tactics. Some of the
conclusions presented were unexpected, while others were consistent with
earlier studies and shed light on the subject in innovative ways. More work
could be done to bring these models into practice; however, the research that
arises will aid in the testing and validating process barrier models.

References:

Matt, Dominik & Rauch, Erwin. (2012). Implementation of Lean Production in

Small Sized Enterprises. Procedia CIRP. 12.
10.1016/j.procir.2013.09.072.

Qureshi, K. Mewada, B. Alghamdi, S. Almakayeel, N. Qureshi, M. Mansour, M.

(2022). Accomplishing Sustainability in Manufacturing System for Small
and Medium-Sized Enterprises (SMEs) through Lean Implementation.
https://www.mdpi.com/2071-1050/14/15/9732/pdf

Ramadas T. Satish K.P. (2017). Identification and modeling of process barriers

Implementing lean manufacturing in small and medium-size enterprises.
https://www.emerald.com/insight/2040-4166.htm