Success factors critical for Small and Medium Enterprises (SMEs)

JavaScript isn't enabled in your browser, so this file can't be opened. Enable and reload.

This is a Master's thesis research with the topic: "An exploration of critical success factors for Lean Six Sigma implementation. A case study of SMEs". This study articulates the topic, aims, and objectives to investigate success factors critical for SMEs, the lack of prevalence of Lean principles and Six Sigma methodology, key obstacles, and the poor implementation in small and medium enterprises (SMEs).
These 13 success factors cover the most important managerial areas. We aim to identify critical ones for lean practices and the six sigma methodology implementation in SMEs. Therefore, we would kindly ask you to rate each factor on the questionnaire from your point of view, from least important to highly important for the business operations. Therefore, we would kindly ask you to rate each factor on the questionnaire from your point of view, from least important to highly important for the business operations.

Thank you for your time and support!

Rate success factors from not important to highly important: *

Not important

Less important

Neutral

Very important

Highly important

"Top management support" (Involved in improvements to increase performance)

"Shared improvement vision" (Objectives and goals = Vision and strategy)

"Good communication" (Ideas, information and knowledge are exchanged in all organisational directions)

"Leadership" (Team leaders facilitate, coordinate and balance improvements from shop-floor employees)

"People focus" (Organisational systems help employees to do their work)

"Learning focus" (Mistakes are considered opportunities for improvement rather than punishment)

"Sufficient resources for improvement" (Time and money)

"Improvement training" (Managers and shop-floor employees get training in improvement concepts, tools, techniques and team building)

"Performance management system" (Process data from all levels is measured and displayed to control production, prevent defects and indicate opportunities for improvement)

"Supplier's feedback"

"Customer's feedback for improvement"

"Support congruence" (All departments are in line with the improvement vision

"Cultural change" (WIthin the company)