Ständiga Förbättringar i Små och Medelstora Företag : En kvalitativ fallstudie av ett svenskt tillverkningsföretag

Sammanfattning

Small and medium-sized enterprises (SMEs) are often characterized by limited resources, informal structures and short decision-making paths. While these conditions can contribute to flexibility and operational efficiency, they may also create challenges related to documentation, knowledge transfer and systematic improvement work. The purpose of this study was to examine how SMEs can work with continuous improvements and how organizational culture influences the implementation of systematic improvement work. The study was conducted as a qualitative case study at a Swedish manufacturing company. Data collection consisted of semi-structured interviews with individuals in leadership positions, an employee survey, observations during site visits and document studies. The empirical material was analysed using thematic analysis and structured through the PDCA-cycle (Plan–Do–Check–Act), which also served as the study’s analytical framework. The results show that improvement work mainly occurs through informal communication, practical experience and close collaboration between management and employees. The organization is characterized by short decision-making paths, low staff turnover and strong experience-based knowledge. At the same time, the study identified limited documentation, person-dependent knowledge and varying perceptions regarding communication and follow-up. The study concludes that continuous improvement in SMEs is influenced by organizational culture, leadership, communication and knowledge transfer. The results also show that SMEs can work with continuous improvements without extensive formal management systems, although certain structures for documentation and follow-up are needed to support long-term improvement work.