Measuring business transformation at a small manufacturing enterprise in the UK

Abstract

Purpose

The purpose of this paper is to validate the applicability of Strategic Quality Management (SQM) methods at a UK based manufacturing Small to Medium Enterprise (SME) for changing the organisational culture and improving the business performance results.

Design/methodology/approach

Action research was conducted in the form of a single company case study where an existing SQM methodology (Hoshin Kanri) was adapted and applied at the company.

Findings

The paper finds that this application of Hoshin Kanri is particularly innovative, as Western applications of this Japanese approach at SMEs are few as reported in the academic literature. This achievement represents a significant delivery of a cultural transformation to achieve business transformation by adopting a holistic performance measurement methodology.

Research limitations/implications

The paper has limitations due to the single case study approach and possible influence of the researchers during the application. Further applications at other SME companies are required to verify the significant findings.

Practical implications

The discussion and conclusions from this paper are practical and have business relevance to both manufacturing and service sector organisations.

Originality/value

This paper focuses on UK industry, and is of value to both academics and practising managers at an international level.

Citation

Tennant, C. (2007), "Measuring business transformation at a small manufacturing enterprise in the UK", Measuring Business Excellence, Vol. 11 No. 4, pp. 66-74. https://doi.org/10.1108/13683040710837937