Purpose This purpose of this study was to investigate the challenges faced by UK manufacturing organisations in adopting, implementing, scaling, and sustaining Operational Excellence (OpEx) practices. Design/methodology/approach An extensive literature review was complemented by in-depth case studies across fifteen disparate UK manufacturing firms at varying stages of OpEx maturity. A Balanced Score-card framework was developed and applied to assess organisational performance and validate findings. Findings Key barriers to OpEx progression were identified and categorised by organisational size; an approach not thoroughly addressed in previous research. These insights support both preventive strategy development and informed decision-making for organisations at different OpEx maturity stages, whether initiating, expanding or maintaining initiatives. Research limitations/implications The study is subject to limitations including reliance on self-reported data, a limited sample size and industry-specific focus, which may constrain generalisability to other contexts. The findings offer valuable guidance for organisations seeking to advance their OpEx maturity by highlighting remedial strategies to pre-empt and mitigate known implementation barriers. Originality/value This research offers novel insights into OpEx adoption across small, medium and large manufacturing firms, revealing sector-specific patterns across electronics, components and automotive industries. The study presents a rare comparative analysis and demonstrates how high-performing firms align their practices with the Balanced Scorecard framework.
Sanjay Bhasin (Tue,) studied this question.