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The purpose of this paper is to develop a measurement framework to evaluate the lean readiness level (LRL) and lean systems (LS) within Kuwaiti small and medium‐sized manufacturing industries (K‐SMMIs). A measurement framework which encompasses the quality practices related to LS (processes; planning and control; human resources; top management and leadership; customer relations; and supplier relations) is used to assess the quality practices in K‐SMMIs and determine whether they have the foundation to implement LS.

The authors conducted a comprehensive literature review, semi‐structured interviews with 27 senior managers, and a quantitative survey administered to 50 K‐SMMIs. The responses were entered into SPSS software to conduct a reliability test and independent sample t‐test.

The results indicate that current quality practices within K‐SMMIs are not very supportive towards LS. Many factors are revealed to affect K‐SMMIs with respect to LS, including language barriers, and deficiencies in aspects including quality workers in terms of education and skills; technology; government attention; know‐how regarding LS; market competitiveness; and urgency for adopting LS.

Very limited information is available on LS and QI in Kuwait. The LRL framework should be tested in small and medium‐sized manufacturing industries (SMMIs) that successfully use LS, in order to provide a benchmark. The study's findings can be used as an internal checklist prior to and during lean implementation.

This LS and LRL measurement framework relating to K‐SMMIs represents a unique effort in the area of lean management.

The purpose of this paper is to present the Lean “Leadership People Process Outcome” (LPPO) implementation model.

The model is developed from existing models through literature review and its success from use in lean implementation is reported in case studies.

The LPPO model is a Lean implementation model that is flexible and easily adaptable. It is system based, people driven, customer centred, with measurable outcome and a drive for continuous improvement.

This work is based on existing literature and case studies.

The paper would be of interest to Lean practitioners as the model developed is system generic and easily adaptable.

The LPPO model presented in this paper has been newly developed and the successful application is seen in the case studies.