Production Planning & Control最新文献_第4页

Implementation of an intelligent supply chain control tower: a socio-technical systems case study 智能供应链控制塔的实现:社会技术系统案例研究

IF 8.3 3区管理学

Production Planning & Control Pub Date : 2021-12-13 DOI: 10.1080/09537287.2021.2015805

Ilias Vlachos

{"title":"Implementation of an intelligent supply chain control tower: a socio-technical systems case study","authors":"Ilias Vlachos","doi":"10.1080/09537287.2021.2015805","DOIUrl":"https://doi.org/10.1080/09537287.2021.2015805","url":null,"abstract":"Abstract Despite the proliferation of Industry 4.0 technologies, there is little guidance concerning how companies can integrate them in their supply chains. This study examines the implementation of a supply chain (SC) control tower (SCCT) by a large manufacturing company aiming to create an intelligent supply chain. This study applies Socio-Technical systems (STS) theory using the technology typology (long-linked, mediating, intensive) in the context of industry 4.0. The company followed a three-phase implementation plan (I: Initiation, II: Live, III: Continuous improvement) to transit from outsourcing supply chain control to developing the SCCT control structure and then creating intelligent SC assets and capabilities. The study shows that the SCCT needs to integrate all three technology types to reflect the intelligent supply chain. Further, it shows that the interactions of technologies with the SCCT team, internal and external supply chain stakeholders are critical in managing the development, implementation, and growth of intelligent supply chains. It identifies transition barriers including system misalignment, poor socio-technical integration, and an invert of trust between internal and external supply chain stakeholders. The intelligent supply chain emerges as a result of managing socio-technical interactions systematically.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"29 1","pages":"1415 - 1431"},"PeriodicalIF":8.3,"publicationDate":"2021-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84641253","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 9

A methodology to boost data-driven decision-making process for a modern maintenance practice 一种促进现代维护实践的数据驱动决策过程的方法

IF 8.3 3区管理学

Production Planning & Control Pub Date : 2021-12-08 DOI: 10.1080/09537287.2021.2010823

A. Polenghi, I. Roda, M. Macchi, A. Pozzetti

引用次数: 4

Disruptive social manufacturing models: lessons learned from Ferrari cars and Isinnova networks for a post-pandemic value creation path 颠覆性社会制造模式:从法拉利汽车和Isinnova网络中汲取的教训，为大流行后的价值创造路径提供借鉴

IF 8.3 3区管理学

Production Planning & Control Pub Date : 2021-12-02 DOI: 10.1080/09537287.2021.1986865

A. Chiarini, A. Grando, V. Belvedere

引用次数: 4

A value-driven method for the design of performance-based services for manufacturing equipment 为制造设备设计基于性能的服务的价值驱动方法

IF 8.3 3区管理学

Production Planning & Control Pub Date : 2021-11-30 DOI: 10.1080/09537287.2021.2008129

M. Holgado, M. Macchi

{"title":"A value-driven method for the design of performance-based services for manufacturing equipment","authors":"M. Holgado, M. Macchi","doi":"10.1080/09537287.2021.2008129","DOIUrl":"https://doi.org/10.1080/09537287.2021.2008129","url":null,"abstract":"Abstract Industrial services are increasingly becoming more relational and customer-oriented, due to manufacturers’ adoption of servitisation approaches and product service system offerings. Challenges remain regarding the effective design and delivery of these new offerings, and the understanding of their actual value for both providers and customers. This work focuses on one specific type of product service systems in the context of manufacturing equipment: result-oriented or performance-based services, which aim at delivering an outcome rather than selling the equipment to the customer. A proposal of a value-driven method for their design that engages the customer in the process is presented. This new method has been applied to a real industrial life setting through an application case, involving the service provider and its customer, and targeting manufacturing equipment within customers’ plant. Results indicate the effectiveness of this prescriptive approach. Reported benefits from participants refer to its flexibility, adaptability and applicability for different types of equipment, as well as its potential to help providing a modular service portfolio adequate to equipment specific context and requirements.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"246 1","pages":"1316 - 1332"},"PeriodicalIF":8.3,"publicationDate":"2021-11-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75771585","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 3

Managing the global service transition: employees’ reactions and management responses 管理全球服务转型:员工的反应和管理层的反应

IF 8.3 3区管理学

Production Planning & Control Pub Date : 2021-11-25 DOI: 10.1080/09537287.2021.2005839

Madalina Pana, M. Kreye

{"title":"Managing the global service transition: employees’ reactions and management responses","authors":"Madalina Pana, M. Kreye","doi":"10.1080/09537287.2021.2005839","DOIUrl":"https://doi.org/10.1080/09537287.2021.2005839","url":null,"abstract":"Abstract Despite the importance of global engineering services (GES) to many manufacturing companies, this area of research has not been studied extensively. This paper explores the role of employees in a manufacturer’s transition to a global engineering services provider. Based on the literature, a conceptual framework is defined, which specifies the dynamic interaction between employee reactions and management responses to determine the transition outcome. Evidence is presented from a single case study based on 21 interviews and observations as well as documents and media information. The findings empirically demonstrate how employee resistance, support and rejection of the globalisation strategy develop, resulting in the need for continuous management responses to ensure global integration. Exemplar employee reactions are prioritisation of local over global customers in service delivery due to lack of ownership, which were responded to by designing new organisational procedures to ensure local prioritisation of global customers with service contracts. This study contributes to the emerging field of global operations management by studying the operational contributions of employees and the respective management responses. This research focuses specifically on global services as a novel focal area within this emerging field.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"64 1","pages":"1303 - 1315"},"PeriodicalIF":8.3,"publicationDate":"2021-11-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89232772","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 4

Improving operating room efficiency using lean management tools 使用精益管理工具提高手术室效率

IF 8.3 3区管理学

Production Planning & Control Pub Date : 2021-11-23 DOI: 10.1080/09537287.2021.1998932

Marc Sales-Coll, R. De Castro, J. Hueto-Madrid

{"title":"Improving operating room efficiency using lean management tools","authors":"Marc Sales-Coll, R. De Castro, J. Hueto-Madrid","doi":"10.1080/09537287.2021.1998932","DOIUrl":"https://doi.org/10.1080/09537287.2021.1998932","url":null,"abstract":"Abstract Introducing Lean management (LM) enables the surgical process to reach considerably high levels of performance and efficiency, in addition to increased patient safety and satisfaction among healthcare professionals. This contribution presents a consolidated model of LM which has proved highly successful in improving both overall efficiency in operation rooms and patients’ perceived value of efficient hospital care. This model is based on a real case study carried out over a 3-year period. A surgical process improvement team was set up, which then designed a Process Value Flow Map using LM tools, and detected opportunities for improvement. The map reflects the patient’s journey through the process, the flow of information and materials for optimising processes. Findings from the three improvement projects described in the paper were used to (1) enhance waiting list management, (2) improve operating room scheduling criteria and sharing of surgical resources, and (3) create continuous improvement teams. The results of the study are twofold: (1) reduced waiting times for operations and (2) increased efficiency of operating rooms stemming from a cultural change in surgical resources management, particularly activity planning. A notable increase in surgical efficiency indicators was also observed, as well as the need to incorporate Lean principles into surgical intervention programming.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"5 1","pages":"1261 - 1274"},"PeriodicalIF":8.3,"publicationDate":"2021-11-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84147909","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 3

Why Scrum works in new product development: the role of social capital in managing complexity 为什么Scrum适用于新产品开发:社会资本在管理复杂性中的作用

IF 8.3 3区管理学

Production Planning & Control Pub Date : 2021-11-04 DOI: 10.1080/09537287.2021.1997291

David Baxter, N. Turner

引用次数: 4

Development of a conceptual model for lean supply chain planning in industry 4.0: multidimensional analysis for operations management 工业4.0中精益供应链规划概念模型的开发:运营管理的多维分析

IF 8.3 3区管理学

Production Planning & Control Pub Date : 2021-10-27 DOI: 10.1080/09537287.2021.1993373

John Reyes, J. Mula, Manuel Díaz-Madroñero

{"title":"Development of a conceptual model for lean supply chain planning in industry 4.0: multidimensional analysis for operations management","authors":"John Reyes, J. Mula, Manuel Díaz-Madroñero","doi":"10.1080/09537287.2021.1993373","DOIUrl":"https://doi.org/10.1080/09537287.2021.1993373","url":null,"abstract":"Abstract A lean supply chain (LSC) is a set of organizations directly linked by upstream and downstream value streams between processes that work collaboratively to reduce costs and waste. Currently, supply chains (SCs) have been put to the test as the world has had to face a series of unprecedented disruptions in demand and supply caused by the COVID-19 pandemic. In this paper, a detailed study of constructs and multistructural components was carried out to develop a conceptual reference model that merges Industry 4.0 (I4.0) digital technologies with lean manufacturing tools to reduce waste and minimize costs in the lean supply chain planning (LSCP) context. The main theoretical contribution of this conceptual proposal is to establish a structured relation among the lean, agile, sustainable, resilient and flexible paradigms to improve SC performance by implementing I4.0 enabling technologies. The proposed conceptual model, dubbed as LSCP 4.0, is applied and validated with a case study in a large footwear company. It can help decision-makers and researchers to improve the planning and management of digital SC production processes, even with unexpected disruptions.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"7 1","pages":"1209 - 1224"},"PeriodicalIF":8.3,"publicationDate":"2021-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82359322","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 35

On the integration of card-allocation and dispatching decisions in POLCA systems: an assessment by simulation POLCA系统配卡与调度决策的整合:模拟评估

IF 8.3 3区管理学

Production Planning & Control Pub Date : 2021-10-27 DOI: 10.1080/09537287.2021.1995635

N. Fernandes, M. Thürer, M. Stevenson

{"title":"On the integration of card-allocation and dispatching decisions in POLCA systems: an assessment by simulation","authors":"N. Fernandes, M. Thürer, M. Stevenson","doi":"10.1080/09537287.2021.1995635","DOIUrl":"https://doi.org/10.1080/09537287.2021.1995635","url":null,"abstract":"Abstract POLCA is an important card-based control system for low volume, high variety production contexts. A job can only be produced at an upstream station if it has acquired a POLCA card that has returned from its downstream station. A common assumption in the POLCA literature is that cards are allocated to jobs as soon as they return to the upstream station. This dissects the queue in front of a station into jobs that have a card (and can be produced) and those that do not have a card (and cannot be produced). This artificially and prematurely constrains the dispatching decision, i.e. the decision concerning which job to produce next at a station. In response, this paper proposes integrating the card-allocation and dispatching decisions such that the allocation of POLCA cards to jobs is postponed until the dispatching decision is made. Simulation results demonstrate that this integrated approach does not improve performance under simple ERD dispatching, as is commonly applied in the POLCA literature. But when a more powerful rule is applied, percentage tardy and mean tardiness performance improve by more than 75% and 50%, respectively, for an integrated decision. Most importantly, results suggest that in production environments like the one considered in this study, the integrated approach dispenses with the use of POLCA altogether if a suitable priority rule is used.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"148 5 1","pages":"1225 - 1232"},"PeriodicalIF":8.3,"publicationDate":"2021-10-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83124010","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

The role of collaboration in reducing quality variability in Brazilian breweries 合作在减少巴西啤酒厂质量变化方面的作用

IF 8.3 3区管理学

Production Planning & Control Pub Date : 2021-10-22 DOI: 10.1080/09537287.2021.1992528

Alexandre Luis Prim, Violina Sarma, Marcelo Martins de Sá

引用次数: 6