Dr Adrian Small
Lecturer in Operations Management
- Email: email@example.com
- Telephone: +44 0191 2081688
- Address: Newcastle University Business School
Room 8.21, 5 Barrack Road
Newcastle upon Tyne
My early academic background focused upon management, and in particular managing intangible goods and services. With a keen interest in technology, I obtained an MSc degree in Business Information Technology where I was able to combine my business skills with the ever changing field of information technology. This led into my PhD research. The work provided a detailed evaluation of the Soft Systems Methodology eXpanded for Learning incorporating Technology Management (SSMXLTM) framework in the context of a manufacturing company and three North East NHS hospitals. The conclusions addressed the effectiveness of a learning approach for information systems (IS) design and development, and how this can be incorporated into a soft methodology for the design and implementation of information system applications (ISA). Important findings related to how SSMXLTM can impact on theory and practice. Through my PhD research I was able to engage more with Operations Management challenges and how such challenges impact on organisations. As an outcome, I have a keen interest in Operations Management in both manufacturing and service organisations.
My main methodological influences’ comes from using action research and in particular participatory action research. I also have knowledge of activity theory and how it can be used in practice. I am highly competent in using NVivo and ATLAS.ti and I am capable of utilising quantitative approaches and using SPSS. I have a broad interest in Operations Management and Service Operations Management and I am interested in all aspects of technology including design, implementation, and use.
B.A (Hons) - First Class
MSc - Distinction
Ph.D - 'The Exploration and Adaptation of Soft Systems Methodology using Learning Theories to Enable more Effective Development of Information Systems Applications’
Research Associate - Newcastle University Business School (July 2010 - December 2015)
Research Assistant - Northumbria University (January 2010 – June 2010)
Collaborative Innovation Associate - Northumbria University (March 2009 – December 2009)
Research Assistant - Leeds University Business School (May 2008 – February 2009)
PRINCE2 Foundation and Practitioner
Introduction to Teaching and Learning in Higher Education (ITLHE) Part A and B
Newcastle Teaching Award (NTA)
Certificate in Advanced Studies in Academic Practice (CASAP)
A fellow of the Higher Educational Academy
Google Scholar: Click here.
Research Gate: Click here.
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I am currently undertaking research in the area of Operations Management. My main research activities are focused around the area of process improvement, continuous improvement, Lean and Lean implementation in both manufacturing and service contexts. I also undertake research in the area of problem structuring methods and multimethodology.
I completed work on a Knowledge Transfer Partnership (KTP) with Benfield Motors (now part of the Lookers group) in 2016. My main role was supporting the KTP associate undertake transformational change throughout the dealership network to increase productivity and improve customer service. The project enacts a holistic approach linking strategy, operations and HR management. The project enabled dealerships to achieve transformational change throughout the organisation versus point improvements through the application of Lean tools. The project received the classification of ‘outstanding’ from Innovate UK, the grant funding body for Knowledge Transfer Partnerships and features as an ESRC Impact Case Study: http://www.esrc.ac.uk/news-events-and-publications/impact-case-studies/lean-car-service-boosts-profits/
I have also previously completed work on two grant funded projects. One project looked at the implementation of Lean within five small-and-medium sized organisations within the North East and finished December 2011. The second project evaluated the North East Transformation System (NETS). The project is utilising Lean as a method to help hospital Trusts in National Health Service North East (NHSNE) become more efficient, effective and provide better quality care to patients. This project was completed in July 2013.
My previous roles have included providing research and consultancy for two construction companies in the North East. As a collaborative innovation partnership associate project managing a materials management project within the first construction company, my role was to identify and guide the project team in making strategic decisions in relation to materials management. The majority of my time was spent liaising with a wide range of individuals across the organisation identifying their role and perspectives on the current materials management process, and any envisioned improvements that would benefit the organisation. The second construction project required my help from an already implemented content management technology. I was responsible for meeting with the IT developers, establishing the questions that needed answers, and obtaining these from the developers of the technology. I then translated the IT language to business needs and goals that the employees could understand and updated the project documentation and trained the users so that it could be understood and used by everyone.
Operations Management; Service Operations Management; Lean; Multimethodology; Information Systems Design and Implementation; Soft Systems Methodology; Systems Thinking; Project Management; Business Management; Action Research; Business Intelligence; Learning Theories.
Google Scholar: http://scholar.google.com/citations?user=ZozO3TAAAAAJ&hl=en
Research Gate: http://www.researchgate.net/profile/Adrian_Small2
2016 - Highly Commended Paper from the Emerald Literati Network Awards for Excellence
The award was received for our publication “Doing Transformational Change in the English NHS in the Context of 'Big Bang' Redisorganisation: Findings from the North East Transformation System”.
BUS2029 Operations Strategy and Management
BUS2032 Service Operations Strategy and Management
BUS2034 Operations Management
NBS8125 Operations and Supply Chain Management
- Small A, Wainwright D. Privacy and Security of Electronic Patient Records – Tailoring Multimethodology to Explore the Socio-Political Problems Associated with Role Based Access Control Systems. European Journal of Operational Research 2018, 265(1), 344-360.
- McGovern T, Small A, Hicks C. Diffusion of process improvement methods in European SMEs. International Journal of Operations and Production Management 2017, 37(5), 607-629.
- Hicks C, McGovern T, Small A, Steen N, Whitty P, Erskine J, Hunter DJ. The Application of Multiple Interrupted Time Series Analysis for Evaluating the Impact of Lean. In: Nineteenth International Working Seminar on Production Economics. 2016, Innsbruck, Austria.
- Small A, Hicks C, McGovern T, Scurry T, Whipp M. A balanced scorecard for evaluating the performance of motor dealerships. In: 23rd International Conference on Production Research. 2015, Manila, Philippines: Trans Tech Publications Ltd.
- Hunter DJ, Erskine J, Small A, McGovern T, Hicks C, Whitty P, Lugsden E. Doing transformational change in the English NHS in the context of "big bang" redisorganisation: Findings from the North East transformation system. Journal of Health Organization and Management 2015, 29(1), 10-24.
- Hunter D, Erskine J, Hicks C, McGovern T, Small A, Lugsden E, Whitty P, Steen IN, Eccles M. A mixed-methods evaluation of transformational change in NHS North East. Health Services Delivery Research 2014, 2(47), 1-169.
- Small A, Wainwright D. SSM and technology management: Developing multimethodology through practice. European Journal of Operational Research 2014, 233(3), 660-673.
- Powell D, Hicks C, McGovern T, Small A. Bite-sized Lean. Lean Management Journal 2013, 3(5), 7-11.
- Erskine J, Hunter DJ, Small A, Hicks C, McGovern T, Lugsden E, Whitty P, Steen N, Eccles MP. Leadership and transformational change in healthcare organisations: A qualitative analysis of the North East Transformation System. Health Services Management Research 2013, 26(1), 29-37.
- Hicks C, McGovern TW, Small A, Smith I. The participative design of Lean healthcare facilities. In: 22nd International Conference of Production Research. 2013, Iguassu Falls, Brazil.
- Small A, Zahiroddiny S, Udeaja C, Wainwright D, Greenwood D. Towards a prototype development for construction material procurement using SharePoint. International Journal of Construction Technology and Management 2013, 1(2), 16-21.
- Hicks C, Lugsden E, McGovern T, Small A, Hunter D, Erskine J, Eccles M, Steen N, Whitty P. The Evaluation of Lean in Healthcare using Quantitative and Qualitative Methods. In: 10th International Conference on Manufacturing Research ICMR 2012. 2012, The University of Aston, Birmingham, UK: Aston Business School.
- Preutisrunyanont O, Hicks C, McGovern T, Small A. An analysis of the development of the capability to implement and sustain Lean: a case study based approach. In: 25th Annual Australian and New Zealand Management Conference. 2011, Wellington, New Zealand.
- O'Neill P, Hicks C, McGovern T, Small A. Comparisons of Lean in Healthcare: Comparing UK and Australian Hospitals’ Experiences. In: 25th Annual Australian and New Zealand Management Conference. 2011, Wellington, New Zealand.
- Small A, Zahiroddiny S, Udeaja C, Wainwright D, Greenwood D. Towards a prototype development for material procurement using SharePoint. In: Association of Researchers in Construction Management (ARCOM). 2011, Bristol: Association of Researchers in Construction Management (ARCOM).
- Small A, Sice P, Venus T. A Framework for Promoting Learning in IS Design and Implementation. The Learning Organization 2008, 15(2), 149-178.
- Small A, Irvine P. Towards a framework for organizational learning. The Learning Organization 2006, 13(3), 276-299.