Lean-excellence business management for manufacturing SMEs focusing on KRI

Abstract

Purpose

The purpose of this paper is to develop an effective framework for implementing Lean strategies in small- and medium-sized enterprises (SMEs) in the Kurdistan Region of Iraq (KRI).

Design/methodology/approach

Based on the integration of LM tools and techniques with the Malcolm Baldrige National Quality Award (MBNQA) criteria a systematic Lean implementation framework for manufacturing SMEs has been proposed. The core values, drivers and tools of the proposed framework were further developed based on case studies in three SMEs in the KRI.

Findings

Proposed framework is able to provide a simple pathway for SMEs to systematically implement Lean techniques in seven functional areas in order to create Lean culture in the organisation. Business performance measurement in terms of profitability, customer satisfaction, employee’s satisfaction, competitiveness growth and ergonomic improvement is presented in favour of evaluating Lean outcomes appropriately. It also presents the experience of small firms in implementing Lean programmes to show that Lean is valid in SMEs.

Research limitations/implications

The framework concentrates only on the internal issues of the organisation, while external variables such as national culture and external support are excluded.

Practical implications

The framework assists improvements in SMEs that either initially attempt to start Lean journey or those that are at more advanced levels towards excellent-Lean manufacturing. The framework can also be used as a self-assessment model to determine the degree of Lean readiness.

Originality/value

To the best knowledge of the author, it is the first framework that integrates Lean techniques with MBNQA criteria to support Lean implementation in SMEs. It is also the first study regarding Lean-excellence in the KRI.

Citation

Mohammad, I.S. and Oduoza, C.F. (2020), "Lean-excellence business management for manufacturing SMEs focusing on KRI", International Journal of Productivity and Performance Management, Vol. 69 No. 3, pp. 519-539. https://doi.org/10.1108/IJPPM-11-2018-0389