Challenges in Implementing Design-Led Technologies in Small Manufacturing Companies

This study intendsto examine the effect of budget emphasis and budget participation on budgetary slack practiced in small manufacturing companies. The practices of budgetary slack are often thought to occur only in large companies, but depends on agency theory it can be apply to any agency relationship at every level and type of organization, the practices of budgetary slack, as a form of control costs, or part of agency costs, is suspected to occur in small manufacturing companies. Budgetary slack is worth investigating because this practice does not provide real economic results for the company. This research was conducted through a survey of 80 small manufacturing companies located in Tangerang. Data analysis techniques used linear regression.The resulthas indicatethat: (1)budgetemphasis isthe maindeterminantof budgetary slack practice; (2) budget participation, although it has a strong correlation with budgetary slack, is a significant determinant of small manufacturing companies.

Purpose A review of relevant literature supported the need to examine the nature of the relationships (if any) between visionary leadership, continual improvement and product quality. This study examined the relationship between visionary leadership and product quality and investigated the mediating role of continual improvement in the relationship between visionary leadership and product quality. Design/methodology/approach Visionary leadership, continual improvement and product quality were measured through a questionnaire developed based on a theoretical framework derived from the literature and distributed to quality assurance managers in small and medium-sized companies in the engineering, electrical and information technology sectors in Jordan. Findings The results indicated that the levels of visionary leadership, continual improvement and product quality are good and more from the perspective of quality assurance managers in these companies. The results also indicated that there is a positive, statistically significant relationship between visionary leadership and continual improvement and between continual improvement and product quality. Moreover, the results indicated that the relationship between visionary leadership and product quality is partially mediated by continual improvement. This indicates that there is a direct, positive and statistically significant relationship between visionary leadership and product quality. Originality/value To the author’s knowledge, this is the first study that examined the relationship between visionary leadership, continual improvement and product quality and investigated the mediating role of continual improvement in the relationship between visionary leadership and product quality. This study concluded that visionary leadership is the driver of all improvement initiatives and activities, which in turn improve the final products. The study contributes to the literature by revealing that visionary leadership leads to continual improvement and thus product quality, supporting the sequential relationship between them. Accordingly, the study provides useful theoretical insights and practical implications.

Organizational culture is an important factor influencing knowledge management processes in small companies. Small entities usually have limited resources, both human and financial, to be able to develop advanced knowledge management systems. However, little research has been done so far to investigate the characteristics of organizational culture in small companies, in terms of knowledge management processes. Therefore, the aim of this research is the examination of organizational culture in small Polish companies with the application of a symbolic-interpretive perspective.

Information systems in small manufacturing companies can have a big impact on increasing economy and productivity. Due to limited human and financial resources, these companies generally use cheaper commercial solutions or develop specialized information system solutions that are adapted to their needs. In order to properly solve the problem of introducing an information system, a thorough analysis of information flows in the company and corresponding business processes is necessary. The main subject and goal of the research in this work is related to the investigation of time losses due to the absence of an information system from the aspect of managing the flow of cutting tools, as well as the presentation of the foundations for its development in a small manufacturing company.

As digital transformation (DX) develops, various security threats occur, mainly in the manufacturing industry. This study considers the characteristics of small and medium-sized manufacturing companies in the DX environment. Moreover, the security threats to small and medium-sized manufacturing companies are derived, security areas are established from technical and management perspectives, and minimal guidelines for each area are proposed. Based on these results, small and medium-sized manufacturing companies can establish security policies that are tailored to the size of the company, assets, importance of work, and business areas that require digital transformation.

The study analyzed the entrepreneurs’ choice for explorative and exploitative innovation and their effects on product innovation. Death anxiety, a psychological factor, is analyzed as it is assumed to be important in mediating the relationship between explorative or exploitative innovation and product innovation. A sample of 60 entrepreneurs from small manufacturing companies was analyzed in three waves over three consecutive years, while the data was analyzed using PLS-SEM. Empirical evidence supports the assumption that entrepreneurs’ fear of death partially mediates explorative and exploitative innovation influence on product innovation. The findings show that death anxiety is negatively affecting explorative innovation, with negative effects for radical innovation, and positively influencing exploitative innovation, supporting incremental innovation. The effects may be far reaching, only if considering the current SARS-COV-2 epidemics, which may radically change not only the social landscape, but also the way the entrepreneurs are substantiating their decisions.

This paper deals with the effects of intergenerational learning and forms part of an empirical study of intergenerational learning in the workplace that was conducted in a small manufacturing company. The main objective of the study is to answer the following question: What are the effects of intergenerational learning in the workplace? In order to investigate the issue as thoroughly as possible, the entire research survey was designed as a case study, applying both qualitative and quantitative data collection methods. Answers to the main research question of this paper were obtained by conducting fourteen individual semi-structured interviews that enabled us to identify the effects of intergenerational learning, ranging from positive to negative.

An effective quality management system is critical for having a smooth and efficient supply chain system. Establishing and maintaining quality systems is more challenging for smaller companies compared to larger organisations. This paper presents a cost effective and do-it-yourself approach to design and implement a quality management system for smaller organisations. It proposes a quality system implementation framework for small-medium sized companies to enable their transition from a no-quality system to having a more effective quality system. The study also proposes an effective continuous improvement and system maintenance plan after implementing the quality system. The proposed framework is validated using a case study of a small door manufacturing company. The findings of this study reveal several setbacks during quality management implementation and suggest means to overcome them. Benefits and results achieved by implementation of proposed framework will be useful for quality practitioners, quality managers, consultants, and engineers, especially in small companies.

Results of an investigation conducted in Slovenia in 1998, focusing on the Year 2000 problem in small Slovenian companies are presented. The level of awareness of the problem among managers of these companies is assessed, and actions, plans expectations and approaches to the solution of the problem is surveyed. Based on the survey, some recommendations for managers of small companies in connection with the Y2K issue are given.

"Purpose of the article Every company or organization functions as a unique social system, cultivating its own distinct corporate culture, climate, and identity. A well-defined and attractive corporate culture offers a significant competitive advantage in today's highly competitive environment, forming a cornerstone of strategic human resource development. Such a culture directly influences an organization's performance, its public image, employee loyalty, and its perception by external stakeholders. Corporate culture is deeply rooted in shared beliefs, values, norms, rules, underlying assumptions, and established informal patterns of behavior. Consequently, the diagnosis and surveying of corporate culture are essential tools in human resource development, demanding precise and reliable methods. Corporate Culture is one of the most vital links between the university research and entrepreneurial praxis, enriching both types of milieus with innovative knowledge and latest trends. Methodology/methods Our contribution provides an overview of methodological frameworks for corporate culture surveys based on the desk research and comparative analysis and introduces our specific method, which utilizes a standardized questionnaire to map essential cultural fields and elements. Questionnaire was tested in two small companies, but due to the small sample, its overall process of validisation is still ongoing. Scientific aim Corporate Culture research requires an interdisciplinary approach integrating knowledge derived by predominantely social and behavioral sciences as well as practical know-how delivered and generated by business practice. Our goal is to highlight the need for synergy of using both standardized (questionnaires, scales) as well as intercative/idiosyncratic methods (interview, workshops) in the process of Corporate Culture diagnostics. Findings Corporate Culture is an essential tool for organizational development. Standardised questionnaires play a vital role in the process of continuous Corporate Culture diagnistics and management but require a deep and ongoing process of their validisation and precision. Conclusions (limits, implications etc.) Understanding cultural dynamics, the ability to develop a clear vision of a desired corporate culture through democratic leadership, and actively fostering that culture are essential competencies for any manager. Corporate Culture diagnostics is an essential tool in terms of organizational development and projection of organizational identity towards its inner environment.

Models of manufacturing flexibility have become centred on highly automated systems. These fail to account for the flexibility that is characteristic of many small, human-centred manufacturing operations or in systems based on hybrid automation. This paper presents a generic framework that models flexibility in terms of the underlying capability of a manufacturing system and its control systems, human and machine. In this model, manufacturing versatility, the ability to change, is realized through the application of automatic control to the inherent capability of the system. Flexibility defined as the ability to cope with the uncertainty of change, extends versatility through the application of intelligent control. This process generates new knowledge about the system and its environment. The system learns by applying this knowledge and consequently the autonomic response of the system is dynamically improved. The model is hierarchical, accounting for capability, versatility and flexibility at various levels of manufacturing system, from the operator-machine level up to a whole organization. The efficacy of the model is demonstrated in a study of a semi-manual assembly cell in a small manufacturing company.

This case history tells of the use of T-Group training to improve interpersonal competence in a small manufacturing company. The beneficial effects enabled the company to accomplish specific and general tasks, producing economic gain, which would not have seemed possible prior to the T Group. Specific examples of such accomplishments are given. Certain findings are reported about the methods used in this T Group. These suggest that effective results in a T Group for a work team may be attained by (i) a prior level of trust in the boss, (2) presence of the boss in all T-Group sessions, (3) intensive and consecutive sessions followed by immediate application of learning on the job, (4) emphasis on improving individuals' interpersonal competence primarily for the sake of the business, (5) confrontation of each person as seen by others, and self-disclosure of personal feelings between people. The case history is in two parts-the company background prior to the T Group, and the day-by-day account of the dramatic highlights of each session.

Optimizing CAD usage in small manufacturing companies by parametric programming: Harrison, D K and Leonard, RComput.-Aided Eng. J. Vol 3 No 6 (1986) pp 229–234

Updating and maintaining legacy systems creates significant challenges for software developers. Modifying legacy applications can be a time‐consuming process, which is fraught with architectural and code minefields. In many instances, the same developers, because of their specialist knowledge, and the same processes, have been used to improve these systems over an extended period of time. Introducing new practices into such an environment presents problems, on both the human and the technological level. This article reports on the experience of implementing a scaled‐down version of eXtreme Programming (XP) in a small manufacturing company. How the difficulties in creating the climate for such an implementation were overcome, and the resulting benefits of the experiment, are reported here. Finally, the conclusions and lessons learned offer support and advice to others who may also be considering such an approach. Copyright © 2006 John Wiley & Sons, Ltd.

Small manufacturing companies are generally less sophisticated than large companies. Their decisions to adopt new manufacturing technologies are often based more on short-term operating realities than on long-term strategic plans. This research study conducted on 100 smaller manufacturing firms investigates how the process innovators in that group differ from the other firms in terms of the operating problems they face. The global picture of a process innovator which emerges from this study is that of a company with tighter capacity management, better process design, more qualified and better trained employees, a more flexible and more responsive manufacturing system, better quality, and a more harmonious labor relations climate than other companies. >