Action Research using Case Study Methodology for Implementation of Process Improvement Initiatives in Food SMEs

Action Research using Case Study Methodology for Implementation of Process Improvement Initiatives in Food SMEs Anita Kumar, Seamus O’Reilly ([email protected]) & Fred Adam, University College Cork, Ireland Abstract Purpose: In the last decade, operations management researchers have been encouraged to consider action research (AR) case methodology as a suitable research approach to investigate unstructured organisational problems (Na ̈slund, 2002). The epistemology of AR methodology resonates well with a Continuous Improvement (CI) philosophy (such as Lean) as both emphasise collective learning, critical reflection and change/improvement. Lean is associated with „elimination of waste‟ and reducing variability in supply processes (Shah and Ward, 2007). However, certain critical aspects of Lean such as responsiveness to consumer demand and strategic and operational alignment are not as well recognised in academic publications. Increasingly attention has focused on waste, flow and burden and thus we find a renewed emphasis on „people‟ (Hines et.al., 2008).