Software support for manufacturing operations in Belgian SMEs: one size fits all?

Manufacturing companies face a big challenge to bridge the gap between their business and manufacturing processes. The urge to increase efficiency makes it necessary to align the business and manufacturing processes. Small and Medium-sized Enterprises (SMEs) experience several barriers to adopt software support for manufacturing operations. This paper gives an overview of a research study conducted in Belgian SMEs. The research studied the current adoption of software support for manufacturing operations and the barriers that SMEs experience to invest in this type of software. The study is concluded with a number of considerations to enable the adoption of software support for manufacturing operations by SMEs

Enterprise architecture for small and medium-sized enterprises

Enterprise architecture (EA) is used as a holistic approach to keep things aligned in a company. Some emphasize the use of EA to align IT with the business, others see it broader and use it to also keep the processes aligned with the strategy. Although a lot of research is being done on EA, still hardly anything is known about its use in the context of a small and medium sized enterprise (SME). Because of some specific characteristics of SMEs, it is interesting to look how EA can be applied in a SME. In this PhD, we present an approach for EA for SMEs, which combines four dimensions to get a holistic overview, while keeping things aligned. The approach is developed with special attention towards the characteristics of SMEs. Case studies are used to refine the metamodel and develop an adequate method, while tool support is being developed to enable the validation rounds

A report generation extension for an open source human resource management system

The rapid development of business enterprise software has greatly revolutionized how business is being done nowadays. However, most solutions are expensive and are more suited for large organizations, which poses a challenge for Small and Medium Enterprises (SMEs) to catch up in terms of operational excellence.Fortunately, initiatives for the development of free and open source software for various business processes continuously flourish with the help of academic Information Technology (IT) institutions, as well as organizations that support the Open Source movement.This phenomenon effectively empowers SMEs to achieve efficiency in various activities, and promotes financial sustainability.This study features the implementation of a free and open source Human Resource Management System (HRMS) called Orange HRM.It includes customization efforts to address the needs of some SMEs in the Philippines. It also discusses the cooperation between the academe and SMEs to promote sustainability in this project.Furthermore, it explains how scrum methodology was utilized in developing an extension for producing needed reports pertaining to work output, time sheet related information, and leaves.Various intranet and cloud-based approaches are also discussed. Opinions of employees, HR practitioners, and business owners who used the software are also summarized.Finally, recommendations and learning points are explained for future implementers

SOCIALIZATION OF PRODUCTION MAINTENANCE MANAGEMENT TO IMPROVING THE MSMEs COMPETITIVENESS IN MERUYA SELATAN - WEST JAKARTA

The development of Small and Medium Enterprises (SMEs) in Indonesia is increasingly rapid, this requires the existence of integrated handling in order to compete in the business world. Increasing competition makes SMEs must have an effective strategy. One strategy in the field of production management is good management of maintenance. Community service activities carried out in the South Meruya attended by 24 participants, the activity took place with an explanation relating to the Socialization & Training of Maintenance Management in Production at SMEs. Material related to Production Maintenance Management and production maintenance management processes. This training is an activity related to community economic empowerment through maintenance strategy training in SMEs business competition. In order to support the economic empowerment efforts of community counseling and training on Operational Strategies in SMEs business competition through residents who live in partner villages, it will help partner citizens know how to create maintenance strategies in SMEs business competition to improve community welfare. For this reason, this activity will provide training and assistance in operational strategies in SMEs business competition, so that partners are able to apply them in managing their business activities. The outputs that are expected to be realized from this activity are: 1. Development of knowledge of operational maintenance strategies in SMEs business competition in the residents of partner villages; 2. The formation of social care groups to make operational strategies in SMEs business competition in village

Digital maturity survey for Wales 2017

The Welsh Government and Cardiff Business School were successful in 2015 in gaining European Regional Development Funding (ERDF) for a programme of business support to assist Small and Medium Enterprises (SMEs) across Wales to engage with superfast broadband infrastructure, other e-connectivity and consequently enabled technologies. This programme of support – The Superfast Broadband Business Exploitation (SBBE) programme - went live in January 2016 for a period of five years. Cardiff Business School is providing a research and intelligence function surrounding the programme of business support. The first substantive output from the research and intelligence function was to provide a report on the methods to be followed in developing a Digital Dashboard for Wales and a resulting economic impact assessment showing how SMEs have benefited from services levered by superfast broadband (WERU, 2016). This report then provides details of WERU’s first annual Digital Maturity Survey (2016). It sets out the results from a survey of 166 businesses in Wales, including their adoption of superfast broadband, their infrastructure and IT capabilities, and performance. The framework adopted for the annual digital maturity survey is set out in the Figure 0-1 below. This framework has been developed from a review of existing studies on digital maturity, and is intended to reflect the processes by which superfast broadband adoption both shapes, and is shaped by a businesses’ resources, the use and exploitation of broadband, and the subsequent performance impact. The main findings of the Digital Maturity Survey 2016 are that: - Most SMEs that participated in the survey have standard broadband, while only a third have adopted superfast broadband (defined as SMEs being able to achieve download speeds of at least 24Mbps). The majority of standard broadband users, however, are aware of, or interested in superfast broadband. Superfast broadband adoption rates vary significantly by business size, industry sector, geographical area and region. SMEs with superfast broadband are more likely to engage in innovation activity than standard broadband users. Innovation focus, however, is not influenced by broadband type, with both standard and superfast broadband users innovating in new service and products. - Only 15% of responding businesses had a dedicated IT budget. Although medium sized businesses have the highest average expenditure on broadband subscriptions in absolute terms, micro businesses have a higher average spend per employee on monthly broadband subscriptions. As businesses grow larger, high IT investment does not lead to improvements in performance amongst respondents. - Most SMEs have access to staff with adequate IT skills and capabilities. Nearly 60% of sampled SMEs employed staff with intermediate and above IT skills, 50% of SMEs have staff with knowledge of using cloud enabled services at business, and nearly two thirds of businesses in the whole sample have access to IT support. - SMEs with high IT capability – defined by the level of SMEs’ human IT-related resources - are concentrated in the information and communication and business services sectors. Micro and young SMEs, however, are the most digitally advanced businesses; yet their access to superfast broadband was reported to be constrained by its high associated costs. - SMEs are more confident in using e-commerce than wider digital technologies. Even businesses with high IT capability find it difficult to successfully implement digital technologies in their business. Overall, the more digitally mature businesses in the sample tended to perform better in terms of growth and innovation

It's all action, it's all learning: Action learning in SMEs

Purpose - The purpose of this paper is to argue that action learning (AL) may provide a means of successfully developing small to medium-sized enterprises (SMEs). Design/methodology/approach - The literature around SME learning suggests a number of processes are important for SME learning which similarity, it is argued, are encompassed in AL. AL may therefore offer a means of developing SME. This argument is then supported through the results of a longitudinal qualitative evaluation study conducted in the north-west of England, which involved the use of AL in 100 SMEs. Findings - The paper finds that the discursive and critical reflection aspects of the set environment appeared to be of great utility and importance to the SMEs. Sets also had an optimum level of which helped them find "common ground". Once common ground was established set members often continued to network and form alliances outside of the set environment. SME owner-managers could discuss both personal and business. Finally, AL offered the opportunity to take time out of the business and "disengage" with the operational allowing them to become more strategic. Practical implications - In this paper both the literature review and the results of the evaluation suggest AL may offer a means of engaging SMEs in training, which is relevant and useful to them. AL offers a way for policy makers and support agencies to get involved with SME management development while retaining context and naturalistic conditions. Originality/value - This paper attempts to move beyond other articles which assess SME response to government initiatives, through examining the literature around SME learning and constructing a rationale which proposes that AL encompasses many of the learning processes suggested in the literature as effective for SME development. © Emerald Group Publishing Limited

Evaluating the Alignment of IT with Business Processes in SMEs

This paper takes a new approach to IT alignment by focusing on the alignment of IT with business processes. Thus the paper focuses on operational alignment rather than strategic alignment. The paper proposes a new instrument for measuring IT alignment, based on the process view of firms. The Process Classification Framework (PCF) (APQC 2006) was used to create a 24 item instrument that formed part of a questionnaire for structured interviews with managers in 66 SMEs. Analysis using partial least squares indicated a positive relationship between IT alignment and IT Success. In addition, IT alignment was found to be low in many firms, and low for many business processes. The typical SME had about 5 business processes with insufficient IS support. However, IT alignment was at an acceptable level for the most important business processes. The study also indicates that the business process view could provide an efficient measure of IT alignment. Opportunities for further research are outlined

Antecedents and Impacts of E-Business Aligment Amongst Small and Medium-Sized Enterprises

E-business has great potentials for firms to extend their business efficiency. Nevertheless, due to various problems and constraints, the e-business deployment within SMEs sector has been reported as not effective. To ensure effective e-business deployment, necessary measures are needed to assess how firms align diverse ebusiness capabilities in support of their business operation. This study therefore aims to investigate the extent firms align diverse e-business capabilities across business processes (e-business alignment). Using a strategic fit perspective, this study has observed two major propositions. First, firms‟ ability to align e-business to support the most crucial business processes has potentially led to better realisation of ebusiness values. Secondly, certain managerial and environmental conditions have explained the differing characteristics of e-business alignment amongst firms. This study employs quantitative research approach using survey method to collect and collate evidences from 140 owner/managers of SMEs. Preliminary analysis has indicated e-business alignment/misalignment patterns across business functions. The cluster analysis further reveals three distinct profiles with different characteristics of e-business alignment. These profiles are labelled as 'highly fit', 'moderately fit' and 'low fit' based on their e-business fit characteristics. This result confirms the first proposition where highly aligned firms will report greater and wider e-business impacts. The second proposition reveals that environmental uncertainty, IT sophistication, owner/manager knowledge on advanced IT/IS, e-business deployment status, and support network are significant predictors to different e-business alignment characteristics among firms. This study suggests that firms relatively have different priority over e-business solutions to support their business. These findings have demonstrated why some firms do not progress to a higher e-business ladder. It further justifies unequal deployment of e-business solutions to support functions across firms