Malin E S Löfving

Manufacturing strategy frameworks suitable for SMEs

Purpose - The paper aims at increasing the understanding of how manufacturing strategy formulation can be facilitated in SMEs. Design/methodology/approach - The research presented in this paper follows a four-stage logic. Initially a literature review was conducted identifying a number of manufacturing strategy frameworks. Thereafter, theoretical and practical assessment criteria were established. The SME requirements were identified through five case studies. Based on these assessment criteria, identified manufacturing strategy formulation frameworks were evaluated. When a framework was found that fulfilled most of the requirements set out, a detailed analysis of the framework was done, based on criteria related to specific SME characteristics. Findings - In total 15 different manufacturing strategy formulation frameworks were identified in the literature. To evaluate the suitability of these frameworks in SMEs, a number of assessment criteria were established, both in theory and in practice. These assessment criteria were grouped into three parts based on their character: procedure, realisation and contextual issues. The assessment of the 15 frameworks revealed that among the identified frameworks there was one framework that stood out and fulfilled several of the criteria. However, the frameworks still need to be adapted to the specific SME characteristics. Practical implications - Based on an assessment of the existing manufacturing strategy frameworks we have been able to identify one framework that fulfils 10 out 14 of the theoretical and empirical requirements. Originality/value - Although a number of manufacturing strategy frameworks exist, their usability in practice has seldom been investigated. The results presented provide valuable knowledge for the continued work of rendering manufacturing strategy frameworks suitable and thereby useful for SMEs.

Homogeneity of manufacturing choices in subcontractor SMEs

Purpose – The purpose of this paper is to investigate the choices made in manufacturing decision categories by subcontractor small- and medium-size enterprises (SMEs) and determines if subcontractor SMEs make homogenous manufacturing choices. Design/methodology/approach – A literature review was used to develop theoretical propositions. A multiple case study with 19 subcontractor SMEs was conducted. Findings – Factors that might lead to homogenous choices in the manufacturing strategy decision categories were formalised into four theoretical propositions. The propositions were based on new institutionalism factors as well as SME factors. The findings reveal that there is considerable heterogeneity across the subcontractor SMEs in the various manufacturing decision categories. However, there are similarities between some manufacturing choices. This can partly be explained by the proposed factors and partly by other factors, such as SME characteristics and process choices. Research limitations/implications – The study reinforces the need for more research that is focused on manufacturing decisions and choices in SMEs. All cases were of Swedish SMEs belonging to three different industries, potentially limiting the generalisability of findings to other industries or countries. Practical implications – This study highlights the importance of the different choices made considering manufacturing and the factors influencing those choices. This provides guidance for managers when they make manufacturing choices in various decision categories. Originality/value – By addressing new institutionalism, SME characteristics and decision categories in the same study, the author provides new insights into the categories of manufacturing decisions.

Introducing the Hoshin Kanri strategic management system in manufacturing SMEs

Purpose – The purpose of this paper is to explore the basic principles and introduction of the Hoshin Kanri (HK) strategic management system, as related to the management practices in manufacturing ...

Manufacturing strategy formulation, leadership style and organisational culture in small and medium-sized enterprises

This study encourages an increased focus on managerial and organisational issues in manufacturing strategy formulation. The study investigates the relationship between manufacturing strategy formulation, leadership style and organisational culture in small and medium-sized enterprises (SMEs). Manufacturing strategy formulation is studied in three cases, and it is found that the formulation is different in each case. Leadership style is more visible than organisational culture in manufacturing strategy formulation in the case companies. Owing to the small number of employees in SMEs, the top managers decisions influence the whole organisation and the organisational culture. The leadership style and organisational culture are closely aligned in SMEs owing to the managers and to the centralised decision-making.

Manufacturing Characteristics of Subcontractor SMME:s - an Empirical Study

This paper presents empirical findings on manufacturing characteristics at subcontractor small and medium sized manufacturing enterprises (SMME). The SMME:s play a significant role in today’s economy, but they do not act to the same extent on the global market as the international larger companies. To remain competitive on the global market SMME:s should improve manufacturing.