Operations management and advanced manufacturing technologies in SMEs

Abstract

Purpose -Increased requirements for competitiveness, innovation, quality, flexibility and information processing capability has led a number of small and medium-sized enterprises (SMEs) to implement advanced manufacturing technologies (AMT). Seeks to explore this. Design/methodology/approach -Using a contingency theory perspective, a survey study of 118 Canadian manufacturers was made to determine the performance outcomes of the "fit" or alignment between the critical success factors (CSFs) of operations management in SMEs and their level of proficiency in the use of AMT. Findings -It was found that while increased CSF and AMT assimilation levels directly impact operational performance in terms of increased productivity, cost reductions, flexibility, quality, and integration, a mismatch between the two significantly reduces performance. From an information processing view of the firm, it was also found that increased uncertainty in the SMEs' environment leads to increased CSF levels but not to increased assimilation of AMT. Research limitations/implications -Common to survey studies, the nature of the sample and perceptual nature of certain measures impose care in generalizing the results of the study. Originality/value -Provides information showing that enterprises must increase their ability to manage both manufacturing and information technologies.

Contexto industrial en competitividad: estrategia de manufactura y tecnología en producción

“…Los investigadores han encontrado efectos directos positivos y significativas de GT en RO (Boyer et al, 1996;FlynnandFlynn, 1999;Maier and Schroeder, 2001;Tsai, 2004;Raymond, 2005) o en medida de RO como productividad, calidad y flexibilidad (Gyan Baffour, 1994;Beede and Young, 1998), pero también existe evidencia empírica que no apoya la relación EM-RO (Beaumont and Schroeder, 1997;Boyer et al, 1997;Swamidass and Kotha, 1998;Cagliano and Spina, 2000;Das andJayaram, 2003, Machuca et al, 2011). Algunos investigadores refieren este patrón de resultado inconcluso o variable a la influencia de factores contingentes, como el tamaño de la planta, tipo de proceso de manufactura, métodos de organización laboral y estrategia de competitividad (Sun andGertsen, 1995, Swamidass andKotha, 1998;Cagliano and Spina, 2000).…”

“…De este modo, la existencia simple de tecnología no es suficiente, debe estar acompañada por variables contingentes para que sea efectiva (Heine et al, 2003). En la literatura, hemos encontrado evidencia positiva que la GT mejora el RO (Boyer et al, 1996;Flynn and Flynn, 1999;Maier and Schroeder, 2001;Tsai, 2004;Raymond, 2005;Machuca et al, 2011). Sin embargo, algunos estudios han concluido que la GT no influye en el RO (Beaumont and Schroeder, 1997;Boyer et al, 1997;Swamidass and Kotha, 1998;Cagliano and Spina, 2000;Das and Jayaram, 2003) debido a la variedad de factores contingentes.…”

Homogeneity of manufacturing choices in subcontractor SMEs

“…For example, Raymond (2005) focused on advanced manufacturing technology in SMEs and its relationship to contingency factors. Koc and Bozdag (2007) investigated how the use of computer numerically controlled (CNC) machines in manufacturing SMEs could enhance competitive priorities and their performance.…”

The Strategic Relevance of Technology-Related Variables to the Competitiveness of Small - To Medium-Sized Furniture Manufacturers

“…Table 1 illustrates the three phases and various components of the framework, as well as the relevant authors whose research contributed to its development. Main authors [8], [9], [10], [11], [12], [13], [14], [15], [16], [17] [18], [19], [20], [21], [22], [23], [24], [25], [26], [27], [28] [29], [30], [31], [32], [33], [34], [35], [36] …”