Develop a framework to improve lean implementation by leveraging organizational culture within small and medium manufacturing sector: the case of Saudi Arabia.
| dc.contributor.advisor | McLaughlin, Patrick | |
| dc.contributor.author | Alkhoraif, Abdullah Abdulaziz Ali | |
| dc.date.accessioned | 2023-04-12T14:31:18Z | |
| dc.date.available | 2023-04-12T14:31:18Z | |
| dc.date.issued | 2018-07 | |
| dc.description.abstract | Implementing Lean into manufacturing small and medium enterprises faces difficulties, whereas it is more likely to be implemented successfully in larger companies, which then gain the advantages of Lean systems (Karim et al., 2011, Pakdil and Leonard, 2015). In addition, Organizational culture is one of the most important factors to focus on to facilitate the implementation of Lean within Saudi Arabian manufacturing (Karim and Arif‐Uz‐Zaman, 2013). Thus, more research that focuses on Lean implementation in SMEs are needed. This article focuses on contributing to develop a framework to improve Lean Implementation into small and medium enterprise manufacturing organisations in Saudi Arabia by leveraging aspects of Organizational Culture. Qualitative research is confirmed to be useful for uncovering such insider views, (Corbin and Strauss, 1990).The thesis will be based on qualitative and grounded theory inside action research with and an inductive approach. Action research tends to be used for prompting conscious change within a somewhat controlled environment, (Collis and Hussey, 2013). The data collection generally employed to study culture consist of; semi structured interviews, observation and focus groups. A framework by identifying suitable interventions to facilitate lean culture. a series of interventions developed with participants. these interventions permitted a framework for SMEs to be developed. A plan of linked interventions designed to develop aspects of lean culture forms the output of phase three. The planned interventions for SMEs are should take place together as a series of interlinked interventions. The interventions come from two sources literature review and data gathering. The contributions of this study are threefold: First, there has been no previous framework of Lean implementation in SMEs manufacturing sector. In addition, It also contributes to knowledge about the failure of lean implementation. Concerning aspects of organizational culture that facilitate lean implementation. This knowledge is transdisciplinary and adds to the domains of lean implementation, organizational culture and lean culture Finally, it supports the academic society with scheme for proposal future research. | en_UK |
| dc.description.coursename | PhD in Manufacturing | en_UK |
| dc.identifier.uri | https://dspace.lib.cranfield.ac.uk/handle/1826/19449 | |
| dc.language.iso | en | en_UK |
| dc.rights | © Cranfield University, 2015. All rights reserved. No part of this publication may be reproduced without the written permission of the copyright holder. | |
| dc.subject | Organizational culture (OC) | en_UK |
| dc.subject | lean implementation (LI) | en_UK |
| dc.subject | King of Saudi Arabia (KSA) | en_UK |
| dc.subject | small and medium enterprises (SMES) | en_UK |
| dc.subject | manufacturing | en_UK |
| dc.subject | interventions | en_UK |
| dc.title | Develop a framework to improve lean implementation by leveraging organizational culture within small and medium manufacturing sector: the case of Saudi Arabia. | en_UK |
| dc.type | Thesis | en_UK |