Technology Implementation in Manufacturing SMEs: A Model for Change
In order for UK manufacturing companies to meet the current pressures of a modern manufacturing environment they need to develop leaner, flexible and more responsive manufacturing systems. At the heart of these requirements is the need to introduce advanced manufacturing technologies (AMT) into companies in order to improve their efficiency and responsiveness to customer demands. Whilst technology continues to be developed at unprecedented rates, the number of companies implementing such technologies is low. This in turn threatens their long term economic sustainability.
This paper initially identifies the reasons why SMEs fail to adopt new and advanced technologies. It then goes onto propose a coherent strategy for the effective introduction and application of AMT in SMEs before proposing a model for the introduction of new and advanced technologies into these companies. The model is subsequently evaluated through its application in a number of SMEs and compares its performance through assessing the companies who adopted the model against those who decided not to use such a formal approach to Technology Implementation (TI).
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Hi Zuriah,
thankyou for your questions, though I am not sure if we can answer them all quickly with a written explanation! My short comments are:
a) the greatest indirect advantage is the adoption of the systematic and methodological approach to implementation, in place of the largely changeable and ad-hoc approach traditionally in place in SMEs
b)The individual aspects of the model are shown in the figure on the last page, and as you can see it requires a cross-section of skills to ensure that all areas are covered - project engineering, technical skills and business related knowldge are all collectively required in a TI project. This is more improtant than having more specific knowledge in particular areas.
c) the timeframe can be variable in the companies, as seen by the slight variation of performance improvement measured. This is largely due to the level of maturity of the factors you asked about in the other questions - the degree of discipline and the cross-section of skills already available in the company.
Rich.
thank you for your answers...
yea...
Further study on these three issues would be needed in order to provide more effective TIM model according to the type of SMEs...electronic, food, fabrication, etc..
In addition, as you said that the timeframe for TIM has depended on the level of maturity of the skill factors...
There is possibility if a study on developing an estimated timeframe for the TIM according to the types of industry and the types of technology as well.
Therefore, it is more easier for a company to have clear milestones before they made decision for changing/adapting new technology.
cheers...
Zuhriah Ebrahim
Manufacturing Engineering Center,
Cardiff University,
Wales, UNITED KINGDOM
It is an interesting study in terms of technology issues and it implementation in industries...
The TIM model has been presenting in a form of process flow in close loop.
Here are questions regards to the TIM...
a. What are the major factors that have contributed indirectly to the success of the 'working group' by using the TIM as their guide in implementing the new technology?
b. What are the necessary tools/skills that the companies should acquire in order to success in implementing the new technology by using the TIM?
c. Is there any estimated timeframe could be allocated for the cycle of TIM that would become as another indicator for the performance measurement after?
Best regards,
Zuhriah Ebrahim
Manufacturing Engineering Center,
Cardiff University,
Wales, UNITED KINGDOM