Operational integration in a craft-oriented small enterprise

Purpose Many leisure boat manufacturers have thrived on designing and building highly customized boats based on longstanding traditions of craftsmanship. To achieve efficient value chains, it is not enough to optimize each process step, but also important to achieve a smooth flow through the dependencies between each process steps. The purpose of this paper is to focus on assessing enablers and disablers for operational integration in a craft-oriented small enterprise. Design/methodology/approach One case company has been studied, to identify enablers and disablers for operational integration in the value chain. The research methodology is based on semi-structured interviews with selected persons from different levels within the company. Findings The results indicate the importance of management promotion and support of integration and a strong relationship between foremen and operators. Furthermore, to avoid functional myopias, mechanisms to encourage horizontal integration could be useful. Small company and informal culture make integration easier. However, to further establish a common standardized platform, could be necessary. Even small physical barriers in the layout were experienced to affect the integration negatively. Research limitations/implications This has been an exploratory study of one single craft-oriented enterprise; hence it is difficult to generalize. Practical implications Based on empirical findings from the case study, recommendations on how to achieve better operational integration will be presented. Originality/value The research initiative provides knowledge experience of operational integration from a case study in one company within craft and artisan sector in Norway.

[1]  김진완,et al.  Supply Chain Integration Strategy based on Customer Value , 2013 .

[2]  Jonathan Lean,et al.  Improving control through effective performance measurement in SMEs , 2001 .

[3]  Ludvig Lindlöf,et al.  Pros and cons of lean visual planning: experiences from four product development organisations , 2011 .

[4]  Laura Horvath.  Collaboration: the key to value creation in supply chain management , 2001 .

[5]  Virpi Turkulainen,et al.  Managing cross-functional interdependencies - the contingent value of integration , 2008 .

[6]  T. Stank,et al.  21st Century Logistics: Making Supply chain Integration a Reality , 1999 .

[7]  John T. Mentzer,et al.  Logistics and interdepartmental integration , 1996 .

[8]  P. Lawrence,et al.  Differentiation and Integration in Complex Organizations , 1967 .

[9]  Nallan C. Suresh,et al.  Investigating the impact of organizational culture on supply chain integration , 2010 .

[10]  Christopher A. Voss,et al.  Case research in operations management , 2002 .

[11]  Attaullah Shah,et al.  Understanding Performance Measurement Through the Literature , 2011 .

[12]  Douglas J. Ayers,et al.  Integration And New Product Development Success: The Role Of Formal And Informal Controls , 2011 .

[13]  Henry Mintzberg,et al.  Structure in Fives: Designing Effective Organizations , 1983 .

[14]  Berend Wierenga,et al.  Erim Report Series Research in Management the Effectiveness of Different Mechanisms for Integrating Marketing and R & D Bibliographic Data and Classifications , 2022 .

[15]  Richard F. Hartl,et al.  Supply chain dynamics, control and disruption management , 2016 .

[16]  Erastos Filos,et al.  Global education in manufacturing strategy , 2011, J. Intell. Manuf..

[17]  S. Wheelwright,et al.  Restoring Our Competitive Edge: Competing Through Manufacturing , 1984 .

[18]  Henry Mintzberg,et al.  Managing the care of health and the cure of disease--Part I: Differentiation. , 2001, Health care management review.

[19]  Jay R. Galbraith.  Designing Complex Organizations , 1973 .

[20]  James P. Womack,et al.  Lean Thinking: Banish Waste and Create Wealth in Your Corporation , 1996 .

[21]  P. Lawrence,et al.  Organization and Environment: Managing Differentiation and Integration , 1967 .

[22]  Carsten Svensson,et al.  Limits and opportunities in mass customization for "build to order" SMEs , 2002, Comput. Ind..

[23]  I. Nonaka,et al.  The Knowledge Creating Company , 2008 .

[24]  A Ingram,et al.  Knowledge-based engineering for SMEs — a methodology , 2000 .

[25]  P. Daugherty,et al.  SUPPLY CHAIN PROCESS INTEGRATION: A THEORETICAL FRAMEWORK , 2009 .

[26]  C. Karlsson.  Researching Operations Management , 2010 .

[27]  Chuda Basnet,et al.  Nurturing Internal Supply Chain Integration , 2014 .

[28]  Bernadette Dilger,et al.  Identification of future skills needs in micro and craft (-type) enterprises up to 2020 , 2011 .

[29]  Glenn Parry,et al.  Application of lean visual process management tools , 2006 .

[30]  G. Stevens.  Successful Supply‐Chain Management , 1990 .

[31]  Anneli Martin,et al.  Global education , 2019, Making Humanities and Social Sciences Come Alive.

[32]  Umit Bititci,et al.  Impact of visual performance management systems on the performance management practices of organisations , 2016 .

[33]  Henry H. Bi,et al.  The Impact of Process Mapping on Transparency , 2008 .

[34]  Jay R. Galbraith.  Organization Design: An Information Processing View , 1974 .

[35]  Diane A. Mollenkopf,et al.  Cross‐Functional Integration Revisited: Exploring the Conceptual Elephant , 2015 .

[36]  Charles B. Shrader,et al.  Strategic and Operational Planning, Uncertainty, and Performance in Small Firms , 1989 .

[37]  C. Bauch.  Lean Product Development: Making Waste Transparent , 2004 .

[38]  Christine Nadel,et al.  Case Study Research Design And Methods , 2016 .

[39]  P. Daugherty,et al.  SUPPLY CHAIN COLLABORATION AND LOGISTICAL SERVICE PERFORMANCE , 2001 .

[40]  G. Vinten.  Corporate communications in small‐ and medium‐sized enterprises , 1999 .

[41]  P. Garengo,et al.  Performance Measurement Systems in SMEs: A Review for a Research Agenda , 2005 .

[42]  Mark Pagell,et al.  Understanding the factors that enable and inhibit the integration of operations, purchasing and logistics , 2004 .

[43]  Mikko Ketokivi,et al.  Cross‐functional integration and performance: what are the real benefits? , 2012 .

[44]  E. Morash,et al.  Supply Chain Integration: Customer Value through Collaborative Closeness versus Operational Excellence , 1998 .

[45]  Steven C. Wheelwright,et al.  Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency and Quality , 1992 .

[46]  N. Piercy,et al.  The impact of aligned rewards and senior manager attitudes on conflict and collaboration between sales and marketing , 2011 .

[47]  Kevin Crowston,et al.  The interdisciplinary study of coordination , 1994, CSUR.

[48]  T. V. D. Vaart,et al.  A critical review of survey-based research in supply chain integration , 2008 .

[49]  Henry Mintzberg,et al.  Managing the care of health and the cure of disease--Part II: Integration. , 2001, Health care management review.

[50]  Andreas Økland.  A Framework for Transparency , 2010 .

[51]  Peter W. Stonebraker,et al.  The human impact on supply chains: evaluating the importance of “soft” areas on integration and performance , 2009 .