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Implementing Hoshin Kanri in small manufacturing companies
Jönköping University, School of Engineering, JTH, Supply Chain and Operations Management.ORCID iD: 0000-0003-1353-2869
Jönköping University, Jönköping International Business School, JIBS, Centre for Family Entrepreneurship and Ownership (CeFEO). Jönköping University, Jönköping International Business School, JIBS, Media, Management and Transformation Centre (MMTC). Jönköping University, Jönköping International Business School, JIBS, Organization, Leadership, Strategy and Entrepreneurship.ORCID iD: 0000-0002-6229-3414
Jönköping University, School of Engineering, JTH, Industrial Product Development, Production and Design, JTH, Product design and development (PDD).ORCID iD: 0000-0002-3677-8311
Borand AB, Jönköping, Sweden.
2021 (English)In: Journal of Manufacturing Technology Management, ISSN 1741-038X, E-ISSN 1758-7786, Vol. 32, no 9, p. 304-322Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of the study is to develop knowledge on the implementation of Hoshin Kanri (HK) in small manufacturing companies. Two research questions are addressed: (1) what factors influence the implementation of HK in small manufacturing companies? (2) How do the factors influence the implementation of HK in small manufacturing companies? Design/methodology/approach: The research presented in this paper is based on an extensive literature review and data from the implementation process in five small manufacturing companies. In the literature review, factors influencing the implementation of HK, lean production and total quality management (TQM) in small manufacturing firms are identified. Thereafter, five implementation cases are analyzed. Findings from the cases are then contrasted with the factors identified in the literature and further theorized. Findings: Seven factors were found to either enable or hamper HK implementation in small manufacturing companies. Management involvement was identified as a critical factor. Management involvement can be typologized as collaborative or demanding, and the types of involvement is decisive in implementation processes within the small manufacturing company context. Originality/value: In this paper, the authors focus on small manufacturing companies as the starting point and relate theoretical and practical results to the implementation processes in this defined target group. Conceptualizing implementation as a learning process, this research contributes to this emerging perspective on small firm development.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2021. Vol. 32, no 9, p. 304-322
Keywords [en]
Hoshin Kanri, Implementation, Learning processes, Management involvement, Small manufacturing companies, Strategic management system, Industrial research, Total quality management, Design/methodology/approach, Implementation process, Literature reviews, Manufacturing companies, Research questions, Small manufacturing firms, Total quality managements (TQM), Manufacture
National Category
Production Engineering, Human Work Science and Ergonomics Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-54317DOI: 10.1108/JMTM-08-2020-0313ISI: 000685240400001Scopus ID: 2-s2.0-85112289425Local ID: HOA;;759658OAI: oai:DiVA.org:hj-54317DiVA, id: diva2:1587214
Funder
VinnovaAvailable from: 2021-08-24 Created: 2021-08-24 Last updated: 2023-09-13Bibliographically approved

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Löfving, MalinMelander, AndersElgh, Fredrik

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Löfving, MalinMelander, AndersElgh, Fredrik
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JTH, Supply Chain and Operations ManagementJIBS, Centre for Family Entrepreneurship and Ownership (CeFEO)JIBS, Media, Management and Transformation Centre (MMTC)JIBS, Organization, Leadership, Strategy and EntrepreneurshipJTH, Product design and development (PDD)
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Journal of Manufacturing Technology Management
Production Engineering, Human Work Science and ErgonomicsBusiness Administration

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