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Analyzing Enterprise System Post-Implementation Use of Manufacturing Processes in Greek SMEs

Analyzing Enterprise System Post-Implementation Use of Manufacturing Processes in Greek SMEs

Marios Mantakas, Dimitris Doukas
Copyright: © 2013 |Pages: 11
ISBN13: 9781466636644|ISBN10: 1466636645|EISBN13: 9781466636651
DOI: 10.4018/978-1-4666-3664-4.ch006
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MLA

Mantakas, Marios, and Dimitris Doukas. "Analyzing Enterprise System Post-Implementation Use of Manufacturing Processes in Greek SMEs." Sociotechnical Enterprise Information Systems Design and Integration, edited by Maria Manuela Cruz-Cunha, et al., IGI Global, 2013, pp. 86-96. https://doi.org/10.4018/978-1-4666-3664-4.ch006

APA

Mantakas, M. & Doukas, D. (2013). Analyzing Enterprise System Post-Implementation Use of Manufacturing Processes in Greek SMEs. In M. Cruz-Cunha, J. Varajão, & A. Trigo (Eds.), Sociotechnical Enterprise Information Systems Design and Integration (pp. 86-96). IGI Global. https://doi.org/10.4018/978-1-4666-3664-4.ch006

Chicago

Mantakas, Marios, and Dimitris Doukas. "Analyzing Enterprise System Post-Implementation Use of Manufacturing Processes in Greek SMEs." In Sociotechnical Enterprise Information Systems Design and Integration, edited by Maria Manuela Cruz-Cunha, João Varajão, and Antonio Trigo, 86-96. Hershey, PA: IGI Global, 2013. https://doi.org/10.4018/978-1-4666-3664-4.ch006

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Abstract

This exploratory study assesses the maturity of the use of manufacturing processes by Small and Medium-Sized Enterprises (SMEs) which run enterprise information systems (ESs). The chapter considers a reference set of manufacturing best practice processes and analyzes which of these processes are used and which are not on a sample of 15 Greek SMEs. It explores the causes of process non-use from the ES implementer’s perspective. The analysis shows that several production planning, scheduling, execution, and costing processes, which could in principle add value to the sample companies, are not used, even after 7 years on the average of ES operation. Most deficiencies can be attributed to the companies’ lack of process-specific knowledge. An implication is that the analysis of the use of detailed processes should be part of the process and ES maturity assessments, and should precede the evaluation of higher-level business process orientation metrics.

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