Challenges UK manufacturing companies endure towards advanced operational excellence maturity

Abstract

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.