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The purpose of the article is to explore opportunities for rethinking the strategy of small and medium enterprises (SMEs) using the “Blue Ocean” concept and its inherent value innovation paradigm as an alternative to the traditional competitive strategy rationale. The paper also highlights important aspects of analytical tools of a relatively less known practice for Bulgaria, such as the “Strategy Canvas”, the “Four Actions Framework”, the “Eliminate-Reduce-Raise-Create Grid” and the “Six Paths Framework”, and shows how to apply them when analysing and creating a new and uncontested market space. Special attention is paid to the possibilities concerning the practical use of the described tools in a leading SME from the Bulgarian knitwear industry.
Improving environmental performance of road transport through carbon reduction initiatives can be a demand challenge, in particular for Small and Medium Enterprises (SMEs). Whether existing carbon reduction potentials are effectively and efficiently uncovered largely depends on the availability of information as well as on how to make use of it. An often-observed problem is the lack of tools for SMEs to obtain useful carbon-related information from road transport. Against the background of a case study of the carbon-tracking tool CO2-Tec, this paper highlights the importance of decision-making information and demonstrates how carbon reduction potentials in road transportation can be uncovered for SMEs. Particular attention is paid to the information needs of the SMEs and how these needs can be fulfilled. The analysis of the results suggests a pattern of action that increases the efficacy and efficiency of information management and use in corporate practice.
Substantial evidence shows that strategic marketing planning leads to increased small business performance, yet most small business owners do not draw up a plan for their businesses. This paper presents the results of a secondary research survey on strategic marketing planning of SMEs in South Africa. They indicate that while the higher performing SMEs give a higher priority to marketing than to other business functions, they are still sales- or production-oriented. The higher performing SMEs are more aware of strategic planning tools. They compete with value-added products and good buyer-seller relationships. The findings suggest that broad, small business marketing principles to some extent contribute to the success of SMEs.
References  Atawodi, Ojochogwu Winnie and Stephen AanuOjeka. (2012) Factors That Affect Tax Compliance among SmallandMediumEnterprises (SMEs) in North Central Nigeria. International Journal of Business and Management Vol. 7, No. 12; June 2012  Pope, Jeff and Hijattalah Abdul-Jabbar. (2008). Small and Medium-Sized Enterprises and Tax Compliance Burden in Malaysia: Issues and Challenges for Tax Administration. Journal Small Enterprise Research Volume 16, 2008 - Issue 1  Kamleitner, Bernadette, Christian Korunka and Erich Kirchler. (2012). Tax Compliance
principal component analysis approach, [online] Available at: http://www.academicjournals.org/AJBM/PDF/pdf2010/May/Olawale%20and%20Garwe.pdf  Fida, Bashir Ahmad., 2008. The Importance of SmallandMediumEnterprises (SMEs) in Economic Development. The Free Library, [online] Available at: http://www.thefreelibrary.com/ The Importance of SmallandMediumEnterprises (SMEs) in Economic...-a01073924138.  FinMark, 2010. FinScope: South Africa Small Business Survey 2010. FinMark Trust. [Online]. Available from: http
The Small and Medium Enterprises (SMEs) are the backbone of all the major economies around the world. Majority of these industries are facing tough environment for existence. The present study explored the most common and easily implementable Lean Tools/Techniques amongst the SMEs. This has been achieved via a detailed survey of SMEs in India. Study concludes with nine most common Lean Tools/Techniques implemented across the surveyed population of Indian SMEs.
Systems engineering (SE) is a well-known approach used for management of the development process of big and complex technical systems / products (usually) by large companies. There are a few initiatives of SE application for different industries as well as new SE standard development for small and medium enterprises (SMEs). Radio Frequency Identification (RFID) systems are a good example of systems development of which could be approached using systems engineering. In this paper, a case of an SME - a solution provider and system integrator of RFID systems is discussed, to discover how it is dealing with SE problems and issues. The paper also presents potential benefits arising from the utilization of SE in this type of projects realized by the SME in question.
Due to the ability to create and use technology, the human being has found various ways to transform the resources of the Earth in all sorts of new materials, equipment and energy sources. At least since the last industrial revolution until now, each generation has added more technology to the received legacy, but at the same time, left the planet in a far more degraded state than the inherited condition.
Within these changes, small and medium enterprises (SME) in their capacity as pillars of the economic development of a nation, have been compelled to change their previous strategies. Implementing an Environmental Management Systems (EMS) can be seen as the only way to connect the activities of the organization to the environmental requirements, in a context in which the orientation of the demand towards environmental markets is becoming increasingly apparent.
The Lean concept is recognisable by how fast innovations are implemented and production processes are improved. Likewise, analysis of the implementation of Lean concepts so far has shown that Lean methods and tools cannot be applied to small and medium enterprises (SMEs) in the same measure as they can be applied to large enterprises.
This paper aims to present a critical review of the implementation of Lean concepts in SMEs with the claim that Lean concept can be successfully applied in all branches of industry, provided that the Lean concept is fully understood, and it’s meaning, principles and practice. Given that SMEs have limited resources, they often face difficulties during the implementation of all Lean tools and methods.
Depending on the type of improvement in Kaizen activities, the Poka Yoke and Jidoka tools should be applied. Every improvement in the production process needs to be standardised as soon as possible so that the processes can become more continuous and efficient.