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1 – 6 of 6Jon Bokrantz, Anders Skoogh, Torbjörn Ylipää and Johan Stahre
A common understanding of what events to regard as production disturbances (PD) are essential for effective handling of PDs. Therefore, the purpose of this paper is to answer the…
Abstract
Purpose
A common understanding of what events to regard as production disturbances (PD) are essential for effective handling of PDs. Therefore, the purpose of this paper is to answer the two questions: how are individuals with production or maintenance management positions in industry classifying different PD factors? Which factors are being measured and registered as PDs in the companies monitoring systems?
Design/methodology/approach
A longitudinal approach using a repeated cross-sectional survey design was adopted. Empirical data were collected from 80 companies in 2001 using a paper-based questionnaire, and from 71 companies in 2014 using a web-based questionnaire.
Findings
A diverging view of 21 proposed PD factors is found between respondents in manufacturing industry, and there is also a lack of correspondence with existing literature. In particular, planned events are not classified and registered to the same extent as downtime losses. Moreover, the respondents are often prone to classify factors as PDs compared to what is actually registered. This diverging view has been consistent for over a decade, and hinders companies to develop systematic and effective strategies for handling of PDs.
Originality/value
There has been no in-depth investigation, especially not from a longitudinal perspective, of the personal interpretation of PDs from people who play a central role in achieving high reliability of production systems.
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Keywords
Tianxu Chen, Mark Simon, John Kim and Brian Poploskie
A major source of failure for new ventures is the entrepreneurs℉ misunderstanding of the product-market fit. Recently, researchers have suggested that to get a better…
Abstract
A major source of failure for new ventures is the entrepreneurs℉ misunderstanding of the product-market fit. Recently, researchers have suggested that to get a better understanding of the product-market fit, entrepreneurs should “get out of the building” and interview many customers. This approach, while advantageous, is not without drawbacks. This article presents a conceptual model that incorporates the characteristics of “getting out of the building” to conduct customer interviews, and the biases that can arise to influence the entrepreneurs℉ misjudgment of the product-market fit. We provide recommendations to overcome these biases.
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