Overcoming the barriers to the implementation of more efficient productive strategies in small enterprises

Abstract

PurposeThe purpose of this paper is to elaborate an empirical model of how small, family-owned companies can overcome the barriers that have been shown in different disciplines to hinder the implementation of lean production in this category of enterprises.Design/methodology/approachA multiple case study involving five carefully selected small manufacturing firms operating in Northern Italy was conducted through interviews with key managers and visits inside plants. This data was integrated by a specific seminar and by interviews with unions and training specialists.FindingsThe resulting empirical model highlights the significance of social relations among small entrepreneurs in overcoming any lack of commitment towards lean changes, the role of consultants and practical training in breaking the barrier of resource constraints and the channelling and control of employee involvement to encourage their participation in lean activities. Unions, when present, also play a role in preventing situations of excessive work intensity. Important variants within this common model also emerged among small firms on the grounds of their structure (e.g. size), product market conditions and managerial choices.Practical implicationsKnowledge on how to overcome the barriers to lean production implementation can help social actors both inside and outside of differently characterised small firms which are implementing, or intending to implement, the lean approach.Originality/valueThere is no existing literature on the subject of successful application of lean methods in small enterprises. The uniqueness of this paper’s contribution is reinforced by its broad analytical perspective on the lean system, stemming from an interdisciplinary analysis of different bodies of literature, including management, operations, human resources and employment relations in line with the definition of the lean system.