Document Type

Article

Publication Date

1-12-2026

Publication Title

International Journal of Lean Six Sigma

DOI

https://doi.org/10.1108/IJLSS-06-2025-0161

Abstract

Purpose

The review examines how small and medium-sized enterprises (SMEs) in developing nations adopt and implement Lean manufacturing. Despite their central role in economic development, SMEs often face inefficiencies from limited resources, skill shortages and institutional barriers. Although Lean is widely promoted, evidence on the sustained application of Lean in SMEs across diverse contexts remains limited. Design/methodology/approach

A systematic review, following the PRISMA 2020 guidelines, synthesized 123 empirical studies (2015–2025) and developed the SME Lean Capability Pathway, a three-phase model of context-driven Lean maturity. The analysis identifies implementation trends, contextual adaptations and performance outcomes, focusing on core Lean tools, such as Kaizen, 5S, just-in-time (JIT), total productive maintenance (TPM) and value stream mapping (VSM). Findings

SMEs adopt Lean incrementally through phased, hybrid and locally tailored approaches rather than standardized models. Leadership commitment, workforce engagement and organizational readiness enable progress, while resource shortages and resistance remain key barriers. Regional contrasts are evident: formalized Lean Six Sigma in South Asia, incremental “Lean-Lite” adaptations in Africa and sector-specific Lean–Green in Latin America. Contextual tailoring yields the strongest gains in operational outcomes, followed by sustainability, financial and customer performance. Overall, patterns indicate staged capability building, consistent with the SME Lean capability pathway. Research limitations/implications

This review is limited to English-language, peer-reviewed studies, which may have excluded relevant sources. Cross-country and sectoral variation may constrain generalizability. Although single-coder analysis was mitigated through audit trails, memos and an independent peer-coding check, this limitation remains. Future work should use multi-coder designs, expand to under-studied regions and use longitudinal or mixed-methods approaches. Practical implications

SMEs should implement Lean as an integrated system, progressing from 5S/Kaizen to TPM/JIT only when discipline, engagement and leadership readiness are evident. Managers should invest in modular, hands-on training and adapt tools to local conditions. Policymakers can accelerate adoption through training support, shared infrastructure, targeted incentives and inclusive programs that engage women and workers transitioning from the informal sector. Social implications

Lean adoption can foster job creation, stabilize employment and support transitions from informal to formal work. It also promotes inclusion by expanding opportunities for women and underrepresented groups through targeted training and leadership pathways, contributing to more equitable and sustainable industrial development in developing economies. Originality/value

To the best of the author’s knowledge, this is the first cross-national systematic review of Lean implementation in manufacturing SMEs in developing economies. It advances Lean theory by framing capability development as a staged, context-adaptive process. It introduces the SME Lean capability pathway, a three-phase model with actionable guidance for managers and policymakers.

Comments

The pdf passed the Adobe Accessibility checker prior to upload. 

This is an Accepted Manuscript of an article published by Emerald in the International Journal of Lean Six Sigma on January 12, 2026, available online: https://doi.org/10.1108/IJLSS-06-2025-0161 

This author accepted manuscript is deposited under the journals self-archiving policy. If you wish to use this manuscript for commercial purposes, please contact permissions@emerald.com

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