Design and Implementation of Computer Integrated Manufacturing in Small and Medium-Sized Enterprises: A Case Study

Small and medium enterprises (SMEs) play an increasingly important role in all aspects of competitiveness e.g. for both products and production techniques, but also management methods, the organisation of the firm and human resource training. Obtaining and, just as importantly, mastering scientific and technological information is therefore essential to competitiveness of all SMEs. During the last two decades, several factors have forced global manufacturers to make dramatic changes in their products, markets, and manufacturing strategies. One of the ways by which SMEs can achieve a competitive advantage in manufacturing is through the implementation of computer integrated manufacturing (CIM). Realising the importance of SMEs, an attempt has been made in this paper to study the implementation of CIM in SMEs. First, the characteristics of CIM have been studied with reference to the application and infrastructure of SMEs. Secondly, a framework has been presented for the implementation of CIM in SMEs with the help of a conceptual model. Finally, future research directions on CIM in SMEs are indicated.

The economic justification of the sequential adoption of a new manufacturing system

This case study used a technology readiness level (TRL), market attractiveness level (MAL), and customer readiness level (CRL) to measure the prospect of promising products. The TRL, MAL, and CRL were measured using Delphi methods. A TRL is composed of basic research as well as experimental, prototype, practical, and commercial stages. A market attractiveness level is made up of global market size, global market growth rate, and government policy suitability. A customer readiness level was measured using consumer preference. The promising products were mainly selected as information communication and software related products. Among the technologies and products announced by domestic and foreign organizations, products suitable for research and development tasks of small and medium-sized enterprises were selected. The results of this case study are expected to be committed for the enhancement of the success rate of commercialization for small and medium-sized enterprises by being dedicated to the R&D planning of small and medium-sized enterprises in the ICT (Information and Communication Technology)/SW (Software)) field and proposing a direction to pursue the business. The purpose of this paper is to propose an approach to measure the prospect of promising products by using three levels: TRL, MAL, and CRL, which are measured using Delphi methods. This approach aims to enhance the success rate of commercialization for small and medium-sized enterprises (SMEs).

With the improvement of the level of market economy and the improvement of the state's attention to small and medium-sized enterprises (SME), the number of small and medium-sized enterprises in China is gradually increasing, and the market competition is also becoming increasingly fierce. Under the background of big data, the competition faced by small and medium-sized enterprises is more severe. Strengthening the management of financial internal control can ensure that enterprises can successfully complete their development goals and improve their market competitiveness, so as to realize the healthy development of small and medium-sized enterprises. Combined with the significance of financial internal control of small and medium-sized enterprises under the background of big data, this paper emphatically analyzes the problems existing in financial internal control of small and medium-sized enterprises under the background of big data. According to the analysis results, this paper puts forward the strategies of financial internal control of small and medium-sized enterprises under the background of big data, for reference.

The article highlights current issues regarding the potential of small and medium-sized enterprises (SMEs), which is an important factor in the economic development of any country. The innovative potential of the enterprise is the ability of the organization to generate new ideas and implement them in its activities. This is a complex indicator that includes various aspects that affect a company's ability to be innovative. The study provides key aspects that determine the innovative potential of SMEs, namely: economic growth - SMEs contribute to the creation of new jobs and ensure the flexibility of the economy, as they quickly respond to market changes; innovation – small and medium-sized enterprises are often the source of new ideas and technologies, as they have lower bureaucratic barriers and more flexible structures; competition - SMEs contribute to increasing the level of competition in the market, which stimulates large companies to increase efficiency and improve the quality of products and services; social aspect – small and medium-sized enterprises are often the basis for the development of local communities, providing jobs and supporting the local economy; globalization – SMEs can successfully enter international markets, contributing to the country's export potential. Key challenges for SMEs include access to finance, regulatory barriers, shortages of skilled workers and the need to adapt to technological change. Support from the state, business incubators and other organizations can significantly improve the conditions for the development of small and medium-sized enterprises. An up-to-date analysis of small and medium-sized enterprises was carried out and the corresponding steps for creating an effective innovation potential of small and medium-sized enterprises were provided. The key elements of innovation potential are presented, namely: resource base, organizational structure and culture, research and development (R&D), information support, patent and licensing activities, innovation marketing, innovation management. Innovative potential is a key factor for ensuring long-term competitiveness and success of the enterprise on the market. It allows the company not only to respond to changes in the external environment, but also to actively form new market opportunities.

<p class="AbstractText">Micro, small and medium-sized enterprises (SMEs) are considered to be the engine of the European economy. In EU SMEs make up more than 99% of all companies and provide around 75 million jobs. They are a key source of job creation and stimulation of entrepreneurial spirit and innovation and are therefore essential for fostering competitiveness and maintaining employment in the EU. Yet SMEs often have problems in raising funds to finance fixed investments and inventory and working capital. SMEs mostly use internal sources while the most important external sources of SMEs are bank loans, which are not easily accessible. Hence, one of the priorities of the European Commission is stimulating SMEs through EU funds and programs in order to enable SMEs development and finally to contribute to economic growth. SMEs sector also dominates the economic structure of Croatian economy and they have similar financing problems. However, Croatia in period 2014 – 2020 have at disposal a total amount of 10.676 billion of euros from European structural and investment funds, of which 8.397 billion are aimed for cohesion policy objectives and 470 million euros are aimed for the development and competitiveness of SMEs. Besides, EU programs COSME and HORIZON 2020 are intended to provide direct support to SMEs and to create a favorable environment for their development. However, even though the number of successful project applications for small and medium-sized enterprises in the total share of Croatian project applications is relatively high, fund absorption has not reached satisfactory levels. Using the sample of Split-Dalmatia County’s SMEs, this study finds out reasons for low absorption capacity from SMEs point of view: SMEs are interested in funds from European Union, but are not sufficiently familiar with their availability i.e. funds at their disposal, especially programs COSME and HORIZON 2020; SMEs state that they know how to apply for EU funds but considered the procedure as complicated and demanding regarding documentation, and that the needed knowledge and know-how for proposal is beyond their scope; SMEs are not satisfied with the cooperation with state institutions, especially Ministry of Regional Development and EU funds and Croatian Chamber of Economy. We point out four main conclusions: (1) SMEs are not enough aware of EU financing possibilities; (2) additional promotion of EU programs directly to SMEs is required; (3) additional education of SMEs regarding project proposal and documentation is needed and (4) more proactive policy of state institutions and cooperation with local authorities is expected. Finally, greater awareness and professional help might be a key in strengthening the SMEs, whose entrepreneurial spirit and innovation process is a prerequisite for economic growth and development.</p>

Resource support of innovative small and medium-sized enterprises for space industry development in Russia

This study provides an empirical analysis of some managerial factors which are critical to the successful planning and implementation of Computer-Integrated Manufacturing (CIM) systems. CIM is viewed as an integrated computer-based information technology applications and as a strategic tool which ties together different technologies, as well as various functional areas and managerial levels. Thus, enough emphasis must be placed on communicating the company-wide goals and strategies to various functional areas and employees, particularly with regard to the CIM implementation. In this study, a number of managerial factors will be identified and factor analysis will be used to examine the technological and managerial factors.

In view of the increasing sophistication of small and medium-sized enterprises (SMEs) and their importance for global economies, the purpose of this paper is to provide comprehensive insight into the research on performance measurement systems (PMSs) in SMEs. Thus, a systematic literature review was conducted covering 98 top-tier journals in the areas of management accounting, SMEs, and general management, to structure the existing knowledge. The review of these journals comprises 34 studies that deal with PMSs in SMEs. The paper provides a comprehensive summary of empirical research of use, development and design, influencing factors, and consequences of PMSs in SMEs. In addition, it delineates the particular aspects of family firms. It considers research locations, theories, and methods applied, as well as research settings, and illustrates their changes over time. PMS research in SMEs is still scarce. The review shows that most research has been conducted in Europe and Australia, followed by North America. The majority of papers use the case/field study method. Multiple studies that describe their theoretical roots are informed by contingency theory, organization theory, or psychological/cultural theory. An assessment of the investigated topics illustrates the particularities of PMSs in SMEs, especially in family-controlled firms. Multiple studies highlight the importance of family influence, or continuous revision and knowledge exchange for sophisticated control systems, like PMSs. A lot of papers indicate that SMEs, including family firms, may benefit from the use of sophisticated control systems.

Purpose – The purpose of this paper is to discuss the value of scenario planning to small and medium size enterprises (SMEs), and further examine the challenges constraining the uptake of scenario planning by SMEs. Design/methodology/approach – A conceptual review of the literature on scenario planning in SMEs intended to unpack and capture the possible underlying reasons accounting for the limited uptake of scenario planning by managers/owners of SMEs has informed the formulation of this paper. Findings – The study uncovered that SMEs’ managerial mental models, SMEs’ managerial time orientation, severe resource constraints, and industry complexity are some of the salient factors inhibiting the use of scenario planning among managers/owners of SMEs. The author develops a framework of propositions that account for the complexity and challenges of scenario planning by SMEs for future empirical examination and validation. Originality/value – The conventional wisdom is that scenario planning is carried out by large and established firms, and that SMEs are unable to adopt and practice the technique. This paper uncovers that SME have substantial needs for scenario planning, but are only able to engage in simple foresight activities such as brainstorming, desk research, networking and expert interviews to monitor their external environment. They are unable to effectively use scenario planning in its purest form as in large firms. By bringing together the reasons accounting for the difficulty of SMEs to practice scenario planning in its purest form as large firms do, the study therefore extends the limited discourse on scenario planning among SMEs. Implications are discussed and areas for future empirical studies provided.

Regional Context of Small and Medium-Sized Enterprises’ Development: Case Study of Southern Poland

Small and medium-sized enterprises (SMEs) can promote the development of the national economy and society. In the market, small and medium-sized enterprises can provide jobs, promote technological development and accelerate economic growth. With the development of big data and management information systems, small and medium-sized enterprises are facing severe tests. Innovation management is an implementable way to meet this test. Innovation management is an all-round innovation from the main technology, system and management idea of an enterprise. It not only integrates the external resources of the enterprise but also improves the vitality of the enterprise itself and the ability to deal with risks. Therefore, this paper analyzes the problems and countermeasures of innovation management in SMEs in China. By using the method of a literature review, this paper expounds the requirements, current situation, and solutions of the innovative management of Chinese small and medium-sized enterprises and finally draws the conclusion that SMEs should innovate organization and ideas, widen financing channels, and enhance the ability of independent innovation.

Digital marketing is an economical and cutting-edge method to effectively connect with and captivate people on the internet. Nevertheless, the extent to which small as well as medium companies (SMEs) in the education field in Malaysia have embraced and experienced the effects of digital marketing tactics remains uncertain. This systematic review seeks to address the following research inquiries: (1) What are the digital marketing tactics used by small and medium-sized enterprises (SMEs) in the education industry in Malaysia? (2) What is the impact of digital marketing on the commercial performance of small and medium enterprises (SMEs) in the education sector in Malaysia? We have discovered 12 papers that fulfill our criteria for inclusion, consisting of 10 surveys, one quasi-experimental research, and one case study. The outcomes showed that digital marketing had a encouraging and substantial impact on the operational effectiveness of small and medium-sized enterprises (SMEs) operating in the education industry in Malaysia. The average magnitude of this impact was measured at 0.45, with a confidence interval of 95% ranging from 0.32 to 0.58. This systematic review presents data supporting the efficacy and advantages of digital marketing as a strategy for small as well as medium enterprises (SMEs) in the education field in Malaysia. SMEs may enhance their company performance by using digital marketing to augment their online presence, expand their reach, and foster consumer interaction”.

BackgroundThe United Nations’ Sustainable Development Goals remind us of the urgent need for every business to operate in ways that are good for planet and people. Manufacturing is a critical sector to address, where industry is compelled to rethink the acts of sourcing, producing, consuming and handling goods and their subsequent ‘waste’ components. Over the last decade in particular, lean and green thinking has emerged as a desirable strategy to improve efficiency and environmental outcomes towards sustainable business practices that meet circular economy objectives. However, moving beyond ad hoc and champion-based take-up by organisations with deep pockets, there is generally a lack of momentum towards mainstreaming such lean and green focused operations in the many small and medium-sized enterprises (SMEs) internationally. This research used case study analysis within the manufacturing sector in Queensland, Australia, to investigate how SMEs could readily engage in lean and green processes to achieve sustainable business practice with regard to the ‘3Ps’ of the triple bottom line (i.e. Planet, Profit and People). ‘Natural resource-based view theory’ and ‘Institutional theory’ were used to develop a conceptual framework to explain the findings.ResultsThe paper describes the lean and green practices observed in the SMEs, drivers for implementation, and the perceived benefits within the realm of sustainable business practice. Building on case study findings, the authors provide the first 3P Model for lean and green strategy, presenting four steps that SMEs can follow, including a 3P matrix of tools to selectively engage with lean and green actions towards sustainable business practice. This model guides SMEs to use the best tools and processes given their circumstances and aspirations.ConclusionsThe model has the immediate benefit of focusing SME time and resources towards circular economy enquiry, reducing uncertainty and enabling forward-planning. The findings provide practical guidelines to enable SMEs to achieve sustainable business practice while appreciating the ‘triple bottom line’ approach. The findings also have immediate policy and governance implications within the public and private sector, providing guidance on integrating lean and green thinking to advance from doing ‘business as usual’.

Small and medium-sized enterprises (SMEs) play a very important role in the Vietnamese economy. Specifically, new SMEs are seen as a suitable solution to cope with development issues such as poverty and a high unemployment rate. In Vietnam, a high SME failure rate is due to lack of capital and poor managerial experience of owners. Most existing research on SMEs focuses on well-established stages, and less attention is paid to new SMEs. This paper investigates the determinants of credit access by SMEs existing for less than forty-two months in the Phu Tho province located in Northern Vietnam. The quantitative data were collected from 259 SMEs in 2015. The regression analysis reveals that a business plan, the firm size, and networking (emotional trust, knowledge trust, and approachability) are the main drivers of access to bank loans by new SMEs. About 64% (165 observations) of new SMEs in our sample did not get any bank loan caused by high collateral requirements, unfavorable interest rate, poor business plans, limited networking, and lack of government support. The results also indicate that, among the selected explanatory variables, having a concrete business plan significantly affects the bank loan ratio (total bank loans over total capital). Based on these results, we derived political implications.