Citation: Qureshi, K.M.; Mewada,
B.G.; Alghamdi, S.Y.; Almakayeel, N.;
Qureshi, M.R.N.; Mansour, M.
Accomplishing Sustainability in
Manufacturing System for Small and
Medium-Sized Enterprises (SMEs)
through Lean Implementation.
Sustainability 2022, 14, 9732.
https://doi.org/10.3390/su14159732
Academic Editors: Antonella Petrillo,
Wen-Hsien Tsai and Radu Godina
Received: 14 April 2022
Accepted: 3 August 2022
Published: 8 August 2022
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Article
Accomplishing Sustainability in Manufacturing System for
Small and Medium-Sized Enterprises (SMEs) through
Lean Implementation
Karishma M. Qureshi
1,
* , Bhavesh. G. Mewada
1
, Saleh Y. Alghamdi
2
, Naif Almakayeel
2
,
Mohamed Rafik N. Qureshi
2
and Mohamed Mansour
2,3
1
Department of Mechanical Engineering, Parul Institute of Technology, Parul University,
Waghodia 391760, India
2
Department of Industrial Engineering, College of Engineering, King Khalid University,
Abha 61421, Saudi Arabia
3
Industrial Engineering Department, College of Engineering, Zagazig University, Zagazig 44519, Egypt
* Correspondence: kariq18@gmail.com
Abstract:
Business enterprises such as small and medium-sized enterprises (SMEs) play a signifi-
cant 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 ini-
tiative 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 implemen-
tation. 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)
1. Introduction
Organizations can be broadly classified into small and medium-sized enterprises
(SMEs) and large enterprises. SMEs and large enterprises differ in many ways when com-
pared under the criteria of organization structure, organization culture, human resources,
and their skills, resources, assets, age, etc. SMEs are classified differently in different
territories. Many factors influence this, including the number of people, the scale of the
industry, the turnover of the industry, assets, resources, and so on. SMEs are considered
the most important economic units [
1
], helping in economic growth, industrial output, and
job generation [
2
]. According to the World Bank, SMEs account for up to 60% of overall
employment. It is also worth noting that these SMEs contribute up to 40% of the nation’s
Sustainability 2022, 14, 9732. https://doi.org/10.3390/su14159732 https://www.mdpi.com/journal/sustainability
