Barriers to the Successful Implementation of Strategy in Large Manufacturing Companies: Evidence from Ethiopia

PurposeThe purpose of this paper is to introduce, summarize and combine the results of 11 articles in a special issue on the implementation of Industry 4.0. Industry 4.0 emerged as a phenomenon about a decade ago. That is why, it is interesting now to explore the implementation of the concept. In doing so, four research questions are addressed: (1) What is Industry 4.0? (2) How to implement Industry 4.0? (3) How to assess the implementation status of Industry 4.0? (4) What is the current implementation status of Industry 4.0?Design/methodology/approachSubgroups of articles are formed, around one or more research questions involving the implementation of Industry 4.0. The articles are carefully analyzed to provide comprehensive answers.FindingsBy comparing definitions systematically, the authors show important aspects for defining Industry 4.0. The articles in the special issue explore several cases of manufacturing companies that implemented Industry 4.0. In addition, systematic approaches to aid implementation are described: an approach to combine case-study results to solve new implementation problems, approaches to assess readiness or maturity of companies regarding Industry 4.0 and surveys showing the status of implementation in larger samples of companies as well as showing relationships between company characteristics and type of implementation. Small and large firms differ considerably in their process of implementing Industry 4.0, for example.Research limitations/implicationsThis special issue discusses implementation of Industry 4.0. The issue is limited to 11 articles, each of which with its own strengths and limitations.Practical implicationsThe practical relevance of the issue is that it focuses on the implementation of Industry 4.0. Cases showing successful implementation, measurement instruments to assess degree of implementation and advice how to build a database with cases together with large-scale studies on the state of implementation do provide a wealth of information with a large managerial relevance.Originality/valueThe paper introduces an original take on Industry 4.0 by focusing on implementation. The special issue contains both literature reviews, articles describing case studies of implementation, articles developing systematic measurement instruments to assess degree of implementation and some articles reporting large-scale studies on the state of implementation of Industry 4.0 and thereby combine several perspectives on implementation of Industry 4.0.

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Identification of the relationships between critical success factors, barriers and practices for lean implementation in a small company

Brazilian Journal of Operations & Production Management ◽

10.14488/bjopm.2018.v15.n2.a6 ◽

2018 ◽

Vol 15 (2) ◽

pp. 232-246 ◽

Cited By ~ 1

Author(s):

Laís Pereira ◽

Guilherme Tortorella

Keyword(s):

Critical Success Factors ◽

Success Factors ◽

Successful Implementation ◽

Analysis Tool ◽

Manufacturing Companies ◽

Small Company ◽

Structured Interviews ◽

Lean Implementation ◽

Critical Success ◽

Multi Criteria Analysis

This article aims to identify how the critical success factors (CSF), barriers and practices for lean manufacturing (LM) implementation in a small company are related. For this, the CSF, barriers and practices of LM related to small companies were initially consolidated from a literature review. Through semi-structured interviews and focus groups with the leaders of a small electronics manufacturing company in lean implementation, the relationships were evaluated and ranked through the incorporation of a multi-criteria analysis tool. The integration of a multi-criteria analysis tool into qualitative research methods (focused groups, semi-structured interviews and participatory observation) allowed quantifying these relationships in order to identify convergent efforts for a successful LM implementation. Existing frameworks for lean implementation are targeted at larger companies, disregarding the specific small company context. This study provides a guide to assist LM implementation in small manufacturing companies. Furthermore, the greater understanding of these relationships enables managers to anticipate potential problems, allowing a more successful implementation.

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Implementation of Target Costing in Indonesia: The Influence of Dynamic Capabilities, Dysfunctional Behaviour and Success Factors in Manufacturing Companies

Asia-Pacific Management Accounting Journal ◽

10.24191/apmaj.v14i2-02 ◽

2019 ◽

Vol 14 (2) ◽

pp. 23-49

Author(s):

Grahita Chandrarin ◽

◽

Normah Omar ◽

Dani Yuniawan ◽

Eni Lisetyati ◽

...

Keyword(s):

Dynamic Capabilities ◽

Success Factors ◽

Asia Pacific ◽

Successful Implementation ◽

Company Performance ◽

Manufacturing Companies ◽

Target Costing ◽

Product Pricing ◽

Costing System ◽

Performance Results

The purpose of this research is to explore and describe the implementation of the Target Costing (TC) system as well as its effect on the dynamic capabilities (DC), success factors (SF) and dysfunctional behaviours (DB) of manufacturing firms in Indonesia. As there had been no prior research conducted on the consequences of the target costing implementation in Indonesia, this study, which had been one of the projects undertaken for improving the validity of variables and costing studies in Asia Pacific countries, was therefore performed by way of surveys along with the descriptive-quantitative and multiple regression analyses for gauging its impact on the company’s internal and competitive environment. It was found that better company performance results (PR) had not only stemmed from a low DB level, but were also influenced by the resulting strong DC from the implemented TC system. Apart from demonstrating the target pricing systems as being a triggering factor of DB, this study also discovered SF as being an insignificant aspect for determining the successful implementation of the target costing system. Keywords: target costing, dynamic capabilities, dysfunctional behaviour, target costing implementation, product pricing

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TQM in Small and Big Organizations

INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY ◽

10.24297/ijmit.v9i3.660 ◽

2014 ◽

Vol 9 (3) ◽

pp. 1723-1730

Author(s):

Enaam Faihan Mofreh Alotaibi ◽

Dania Mahmoud Ghalib Bahssas ◽

Syed Hamid Hasan

Keyword(s):

Cost Effectiveness ◽

Team Building ◽

Employee Motivation ◽

Technical Training ◽

Successful Implementation ◽

Manufacturing Companies ◽

Small Companies ◽

Quality Cost ◽

Administrative Procedures ◽

Scarcity Of Resources

An organizations flexibility, effectiveness and competitiveness can be improved through TQM. We can find a number of organization who have utilized TQM in order to achieve growth and cost effectiveness, we can also find some business that have not been so successful in realizing the benefit of TQM. There has been ample research done on the reason of the failure of TQM implementation in organizations and some of the reason for failure are quoted as: low employee involvement; no support from senior management and scarcity of resources. Whereas there are a number of other factors that have been covered by very few researchers, like lack of proper communication and handling of the transformation brought in the organization, improper training and awareness methods; that lead to failure of TQM in any organization. There were a number of studies done for evaluating the process of successful implementation of TQM in SMB manufacturing companies and this paper would cover such an exercise performed in three small companies. The areas where the implementation bought improvement were Administrative Procedures, Product Quality, Cost effectiveness and employee motivation, and the aspects that were still found to be weak were team building, continual improvement in quality and technical training.

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The Role of Consultant Knowledge, Top Management Support, and Operational Manager Competence to the Company Performance

SHS Web of Conferences ◽

10.1051/shsconf/20207601034 ◽

2020 ◽

Vol 76 ◽

pp. 01034

Author(s):

Pirmanta Sebayang ◽

Zeplin Jiwa Husada Tarigan ◽

Yessy Peranginangin

Keyword(s):

Organizational Learning ◽

Iso 9000 ◽

Top Management ◽

Successful Implementation ◽

Business Practices ◽

Company Performance ◽

Management Support ◽

Manufacturing Companies ◽

Top Management Commitment ◽

Best Business Practices

Successful implementation of ISO 9000 is determined by the knowledge of the appointed consultants that is demonstrated through their expertise in transferring knowledge to internal companies, the strong willingness of the top management commitment during the implementation, and the capabilities of the operational managers to implement all clauses of ISO to the company through the expertise and experience of managers in the operational section. These three components will perform a collaborative process by doing some organizational learning about quality management to properly implement ISO 9000 in order to have an impact on improving the best business practices in the company's operations and ultimately to improve the company's performance. Based on the results of the survey with questionnaires to a population of 159 companies with two incomplete informants, data processing is performed on 157 manufacturing companies in the area of MM-2100, Cikarang Bekasi, Indonesia. The results of the research analysis with the use of SEM Amos data analysis states that, first of all, the consultant knowledge and the competency of operation manager together can give an increase to the organizational learning. Second, the competency of the operational managers and organizational learning produce the best business practices for the manufacturing companies to improve their corporate performance in the area of MM-2100, .

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Application of Kaizen-Kata methodology to improve operational problem processes. A case study in a service organization

International Journal of Quality and Service Sciences ◽

10.1108/ijqss-07-2020-0113 ◽

2021 ◽

Vol 13 (1) ◽

pp. 29-44

Author(s):

Manuel F. Suárez-Barraza ◽

José Angel Miguel-Dávila ◽

Manuel Francisco Morales-Contreras

Keyword(s):

Service Organization ◽

Service Process ◽

Successful Implementation ◽

Manufacturing Companies ◽

Pareto Chart ◽

Content Type ◽

Operational Problem ◽

A Company ◽

Operational Service

Purpose The purpose of this paper is to explore, study, analyze and implement Kaizen–Kata methodology in a service food organization (first-level restaurant), facing challenges in different operational processes that affect and influence the case company performance and customer satisfaction. Design/methodology/approach The service organization implemented Kaizen–Kata methodology to improve one operational problem process. A case-study approach was used in this research to understand the effects of the Kaizen–Kata methodology in solving problems in their operational service process. Different Kaizen–Kata techniques and tools (histograms, Pareto chart and Ishikawa diagram) using the Plan, Do, Check, Act improvement cycle framework were used. Findings Successful implementation of the proposed methodology reduced the main impact of the problem’s effects (customer’s complaints, process reworking, extra-cost, delays, among others). The effects of the problem were reduced on average by 70%. Some Kaizen–Kata routines were identified in a service process environment. Research limitations/implications The main limitation of the research is that this work is a just one-case study. A main generalization is not possible, because it involves a company within a company. Practical implications Some other service companies can use the Kaizen–Kata methodology to solve any kind of operational problem within their processes. Service managers can learn about the methodology to apply and improve their operational performance and handle customer’s complaints. Originality/value A continuous improvement manufacturing methodology was imported to apply in an operational service process. The Kaizen–Kata methodology contributed significantly to reduce delays, handle customer’s complaints, process reworking and deal with extra costs, among other operational problems’ effects. In addition to that, in the literature, most of the Kaizen applications are in manufacturing companies. To the best of authors’ knowledge, this was the first study of applied Kaizen–Kata in a service organization (a fast-food restaurant).

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A new framework to support Lean Six Sigma deployment in SMEs

International Journal of Lean Six Sigma ◽

10.1108/ijlss-01-2018-0001 ◽

2019 ◽

Vol 10 (1) ◽

pp. 58-80 ◽

Cited By ~ 7

Author(s):

Carlos Abraham Moya ◽

Daniel Galvez ◽

Laurent Muller ◽

Mauricio Camargo

Keyword(s):

Case Studies ◽

Six Sigma ◽

Success Factors ◽

Performance Indicator ◽

Lean Six Sigma ◽

Organizational Capabilities ◽

Successful Implementation ◽

Manufacturing Companies ◽

Content Type ◽

Readiness Level

Purpose The purpose of this paper is to propose an assessment approach to evaluate the organizational capabilities to deploy a Lean Six Sigma (LSS) strategy. Design/methodology/approach Based on a comprehensive literature review, critical success factors required to deploy LSS were defined. These key factors are evaluated by a questionnaire based on maturity grids and structured as a multi-criteria model to compute a potential LSS performance indicator. This approach is illustrated through two case studies. Findings To promote a successful implementation of LSS in SMEs, it is necessary to consider five main critical factors. The evaluation of these factors could be achieved thanks to a multi-criterion-based maturity indicator for the LSS implementation. The case studies show that this approach allows SMEs to understand their strengths and weaknesses and thus better prepare the implementation of LSS. Research limitations/implications The proposed tool identifies characteristics of companies leading to successful LSS implementation; but is not yet able to provide a detailed strategy to improve them. The case studies were applied to manufacturing companies; therefore, there is no evidence of conclusions in the context of services. Practical implications The proposed methodology will help managers and practitioners to evaluate the readiness level of a company to implement LSS. Then, they could estimate the effort required to achieve the LSS deployment. Originality/value This paper proposes a new metric of the capacity to implement the LSS successfully in SMEs: the Lean Six Sigma Global Index. This indicator is based on a survey completed by managers and supported by observable phenomena to establish a tailored diagnosis before the LSS implementation.

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Justifying AMTs: Matching Tools and Technologies

Advanced Materials Research ◽

10.4028/www.scientific.net/amr.1039.562 ◽

2014 ◽

Vol 1039 ◽

pp. 562-568

Author(s):

Natalia Iakymenko ◽

Erlend Alfnes ◽

Maria Kollberg Tomassen

Keyword(s):

Global Markets ◽

Successful Implementation ◽

Advanced Manufacturing ◽

Manufacturing Companies ◽

Research Directions ◽

Competitive Position ◽

Advanced Manufacturing Technologies ◽

Manufacturing Technologies ◽

Different Levels

Manufacturing companies rely on advanced manufacturing technologies (AMT) in order to increase their competitive position in global markets. Successful implementation of AMT depends greatly on justification tools. The availability of a large amount of tools with varying complexity makes it difficult for managers to choose the most appropriate ones. This study investigates application of various justification tools for different levels of AMT integration. The results are presented in a framework for AMT justification tools selection that could be used by managers. The research also suggests further research directions.

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Exploring Approaches How to Measure a Lean Process

Organizacija ◽

10.2478/orga-2014-0012 ◽

2014 ◽

Vol 47 (3) ◽

pp. 132-142

Author(s):

Christer Österman ◽

Anders Fundin

Keyword(s):

Evaluation Method ◽

Practical Method ◽

General Level ◽

Successful Implementation ◽

Group Level ◽

Manufacturing Companies ◽

Key Factors ◽

Factors Affecting ◽

Multiple Case ◽

Definition Of

AbstractPurpose:The purpose of the research is to explore a practical method of measuring the implementation of lean in a process. The method will be based on examining the abilities of a group. At this scale the ability to work standardized and solve problems is important. These two abilities are dependent of each other and are fundamental for the group's ability to create a stable result. In this context the method of standardized work (SW) is define to be the methods used in a process to generate stable results. Problem solving (PS) is defined as the methods used to return a process to a condition where SW is possible.Methodology /approach: The research is conducted in a multiple case study in four large global manufacturing companies. The order of the data collection is: Firstly, interviews with the individuals that are centrally responsible for overall implementation of lean in the organization. Secondly, observe the implementation of SW and PS at the group level. In total 7 groups have been studied and 19 respondents interviewed.Findings: Results show that the central definition of the methods for standardized work does not by itself have a direct impact on success of implementation of SW at group level. The method of SW where similar on a general level in the different cases, but with varying levels of implementation at group level was applied. Results also show that key factors for a successful implementation of standardized work on group level are: Ownership of the process, Direct connection to result of process, Correct workload and Leader demand. Methods of PS at group level where dissimilar despite a superficially similar approach. The evaluation method used was successful in providing comparable results between the cases.Research limitations: A limitation of this research is within the scale of the measurement, as it only examines the group level. The research is further limited to four companies and seven groups.Originality/value of paper: This paper aims to fill a gap in the established measurement methods of lean, as it examines the abilities of SW and PS at the group level of a process. These abilities are often referred to as essential in lean theory. However, there has been little scholarly work in defining the methods of SW and PS or the key factors affecting the methods at an operational level.

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CSFs for Six Sigma in service and manufacturing companies: an insight on literature

International Journal of Lean Six Sigma ◽

10.1108/ijlss-08-2017-0092 ◽

2018 ◽

Vol 9 (4) ◽

pp. 543-561 ◽

Cited By ~ 6

Author(s):

Sonali Udeeka Pathiratne ◽

Ali Khatibi ◽

Md Gapar Md Johar

Keyword(s):

Six Sigma ◽

Success Factors ◽

Future Research ◽

Successful Implementation ◽

Sri Lankan ◽

Manufacturing Companies ◽

Company Strategy ◽

Content Type ◽

Critical Success ◽

Core Areas

PurposeThis paper aims to identify and review the critical success factors (CSFs) for successful Six Sigma implementation in service and manufacturing companies given in published literature.Design/methodology/approachA descriptive evaluation of the literature body is followed by future research opportunities. Studies published on the topic of Six Sigma during 2005-2016 are reviewed to retrieve identified CSFs.FindingsFrom published literature, 48 CSFs vital for Six Sigma implementation were identified. The identified CSFs were classified under eight core categories. As per the categorization, 35 out of 48 CSFs identified are either Company Strategy related, Six Sigma Project related or Human Resources related. Only a limited number of studies are carried out mainly focusing on the stated three core areas. Hence, it is vital that these three core areas are further explored in future research.Originality/valueWith the outcome of this paper, the identified CSFs for Six Sigma will be taken for further studies, where they will be applied to service and manufacturing companies based in Sri Lanka. Hence, it would provide Sri Lankan service and manufacturing companies guidelines for successful implementation of Six Sigma for future endeavors.

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