Enterprise-wide diagnostic in the UK SME: focus beyond tools and techniques

Abstract

The paper proposes a theoretical framework that integrates the harder aspects of enterprise-wide diagnostic methodology, that is tools and techniques, with softer issues to understand and analyze enterprise-wide issues in the UK manufacturing SME. Enterprise-wide diagnostics application that considers hard and soft practices for managing change in an SME context is less evident in the literature and practice. A case study was conducted in the selected SME and data triangulation was achieved through on-site observations, interviews, and company reports. The use of the integrated framework, influenced by Watson, led to the identification of several gaps between the three levels- enterprise, business, and operations, that were impacting on demand management and capacity planning. The paper demonstrates the benefits of conducting enterprise-wide diagnostic as a first step to enhance better integration between organizational levels and departments when embarking on continuous improvement journey.

Keywords:

• SME
• enterprise-wide
• diagnostic
• case study
• framework

Acknowledgement

The authors would like to express their gratitude to Sam S. for his support in relation to this research.

Disclosure statement

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Maneesh Kumar

Maneesh Kumar is a Professor of Service Operations at Cardiff Business School, Cardiff University. He conducts cross-disciplinary research in the area of Operational Excellence including topics such as Lean Six Sigma (LSS), Process/Service Innovation, Industry 4.0, Circular Economy and Knowledge Management within SMEs, Automotive Industry, Service Industries and Public Sector organizations. This has resulted in publications of over 120 journals and conferences papers, edited books, and conference proceedings. He is an active member of EUROMA. He has initiated a first practice based forum on Lean Green and Innovation (iLEGO) that brings practitioner community together to have engaged discussion on synergies and misalignments between the three topics and promote cross learning between different industries. He has been involved in delivering LSS training up to Black Belt level and delivered several workshops on LSS application in different type and size of industries including Kwik-Fit Insurance Services, Standard Life, Admiral, Principality, Bakkavor Group, Norbert Dentressangle, Norgine Ltd., Celsa Steel, NHS Grampian, NHS Sheltand, Edinburgh City Council, Aberdeenshire Council, and Tata Motors. He is also a regular speaker at International Conferences and Seminars on Operations Management, LSS & Operations Excellence.

Irina Harris

Irina Harris is a Deputy Section Head (Research, Innovation & Engagement) and a Senior Lecturer in Logistics and Operations Modelling at Cardiff Business School, Cardiff University. Irina’s background is Computer Science and her PhD focussed on multi-objective optimization for strategic and tactical network design from economic and environmental perspectives as part of the Green Logistics project. Her research interests focus on different aspects of sustainable logistics and operations modelling. It includes facility location-allocation problems, international distribution, horizontal collaboration, IT in business and sustainable procurement. She has gained extensive knowledge of operations modelling and sustainable supply chains through a partnership with industry, public sector and other academic partners.