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1 – 9 of 9Camilla Lundgren, Jon Bokrantz and Anders Skoogh
The purpose of this study is to ensure productive, robust and sustainable production systems and realise digitalised manufacturing trough implementation of Smart Maintenance – “an…
Abstract
Purpose
The purpose of this study is to ensure productive, robust and sustainable production systems and realise digitalised manufacturing trough implementation of Smart Maintenance – “an organizational design for managing maintenance of manufacturing plants in environments with pervasive digital technologies”. This paper aims to support industry practitioners in selecting performance indicators (PIs) to measure the effects of Smart Maintenance, and thus facilitate its implementation.
Design/methodology/approach
Intercoder reliability and negotiated agreement were used to analyse 170 maintenance PIs. The PIs were structurally categorised according to the anticipated effects of Smart Maintenance.
Findings
Companies need to revise their set of PIs when changing manufacturing and/or maintenance strategy (e.g. reshape the maintenance organisation towards Smart Maintenance). This paper suggests 13 categories of PIs to facilitate the selection of PIs for Smart Maintenance. The categories are based on 170 PIs, which were analysed according to the anticipated effects of Smart Maintenance.
Practical implications
The 13 suggested categories bring clarity to the measuring potential of the PIs and their relation to the Smart Maintenance concept. Thereby, this paper serves as a guide for industry practitioners to select PIs for measuring the effects of Smart Maintenance.
Originality/value
This is the first study evaluating how maintenance PIs measure the anticipated effects of maintenance in digitalised manufacturing. The methods intercoder reliability and negotiated agreement were used to ensure the trustworthiness of the categorisation of PIs. Such methods are rare in maintenance research.
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Camilla Lundgren, Jon Bokrantz and Anders Skoogh
Technological advancements are reshaping the manufacturing industry toward digitalized manufacturing. Despite the importance of top-class maintenance in such systems, many…
Abstract
Purpose
Technological advancements are reshaping the manufacturing industry toward digitalized manufacturing. Despite the importance of top-class maintenance in such systems, many industrial companies lack a clear strategy for maintenance in digitalized manufacturing. The purpose of this paper is to facilitate the implementation of maintenance in digitalized manufacturing by proposing a strategy development process for the Smart Maintenance concept.
Design/methodology/approach
This study is designed as a multiple-case study, where the strategy development in three industrial cases is analyzed. Several methods were used to collect data on the case companies' development of smart maintenance strategies. The data were analyzed with an inductive approach.
Findings
A process of strategy development for smart maintenance is proposed, including six steps: benchmarking, setting clear goals, setting strategic priority, planning key activities, elevating implementation and follow-up.
Practical implications
The proposed process provides industry practitioners with a step-by-step guide for the development of a clear smart maintenance strategy, based on the current state of their maintenance organization. This creates employee engagement and is a new way of developing maintenance strategies.
Originality/value
Maintenance strategies are traditionally regarded as a selection of corrective/reactive and preventive maintenance actions using a top-down approach. By contrast, the proposed process is starting from the current state of the maintenance organization and allows a mixture of top-down and bottom-up approaches, supporting organizational development. This is a rare perspective of maintenance strategies and will make maintenance organizations ready for the demands of digitalized manufacturing.
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Petteri Annunen, Juho Tella, Sini Pekki and Harri Haapasalo
This study describes how maintenance capability should be created during the design and construction phases of construction projects. Purpose of the abstract to define the…
Abstract
Purpose
This study describes how maintenance capability should be created during the design and construction phases of construction projects. Purpose of the abstract to define the elements for creating the maintenance capability and the process to be used in construction life cycle projects for buildings.
Design/methodology/approach
An inductive and qualitative research method was used to construct the proposed process based on the literature and 18 interviews in two large construction companies.
Findings
The results indicate that the maintenance phase is usually overlooked during the design and construction phases, and capabilities are not systematically built. In particular, processes are lacking in data management, causing severe problems in maintenance.
Originality/value
This study presents a process including key requirements and activities for creating maintenance capability in conjunction with the design and construction phases, which is novel to the literature. The validated process can be adapted based on the needs of the construction company.
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Margaret Glogowska, Melissa Stepney, Stephen Rocks and Mina Fazel
As part of an evaluation of the nationally mandated Child and Adolescent Mental Health Services (CAMHS) “transformation” in one foundation NHS trust, the authors explored the…
Abstract
Purpose
As part of an evaluation of the nationally mandated Child and Adolescent Mental Health Services (CAMHS) “transformation” in one foundation NHS trust, the authors explored the experiences of mental health staff involved in the transformation.
Design/methodology/approach
The authors employed a qualitative methodology and followed an ethnographic approach. This included observation of mental health staff involved in the transformation and informal interviews (80 h). The authors also undertook semi-structured interviews with key staff members (n = 16). Data were analysed thematically.
Findings
The findings fall into three thematic areas around the transformation, namely (1) rationale; (2) implementation; and (3) maintenance. Staff members were supportive of the rationale for the changes, but implementation was affected by perceived poor communication, resulting in experiences of unpreparedness and de-stabilisation. Staff members lacked time to set up the necessary processes, meaning that changes were not always implemented smoothly. Recruiting and retaining the right staff, a consistent challenge throughout the transformation, was crucial for maintaining the service changes.
Originality/value
There is little published on the perceptions and experiences of mental health workforces around the CAMHS transformations across the UK. This paper presents the perceptions of mental health staff, whose organisation underwent significant “transformational” change. Staff demonstrated considerable resilience in the change process, but better recognition of their needs might have improved retention and satisfaction. Time for planning and training would enable staff members to better develop the processes and resources necessary in the context of significant service change. Developing ways for services to compare changes they are implementing and sharing good practice around implementation with each other are also vital.
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Soheil Kazemian, Hadrian Geri Djajadikerta, Saiydi Mat Roni, Terri Trireksani and Zuraidah Mohd-Sanusi
This study aims to examine the three dimensions of market orientation, namely, customer orientation, competitor orientation and inter-function coordination, which influence the…
Abstract
Purpose
This study aims to examine the three dimensions of market orientation, namely, customer orientation, competitor orientation and inter-function coordination, which influence the accountability in the financial and social performance of tourism operators in large touristic cities.
Design/methodology/approach
In total, 95 usable questionnaires as the required data were collected from the top managers of four- and five-star hotels in Iran.
Findings
Partial least squares (PLS) results confirm that customer orientation and inter-function coordination influence both the financial and social performance of the hospitality sector yet reveal that competitor orientation has no significant relationship with social performance.
Research limitations/implications
These findings not only highlight the compatibility of PLS with various forms of statistical analyzes but also furthers the current understanding of hospitality networks in megacity economies, where literature are scarce.
Practical implications
The findings of this study can help policymakers, tourism associations and practitioners enhance the accountability and sustainable financial and social performance of the hospitality industry in megacities. This study proposes some unique measurements for the social and financial performance of the hospitality sectors.
Originality/value
The paper states some new measurements for the social performance of the hospitality sectors. In addition, measuring the impacts of market orientation on the financial and social aspects of hotels is totally unique.
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Roberto Sala, Marco Bertoni, Fabiana Pirola and Giuditta Pezzotta
This paper aims to present a dual-perspective framework for maintenance service delivery that should be used by manufacturing companies to structure and manage their maintenance…
Abstract
Purpose
This paper aims to present a dual-perspective framework for maintenance service delivery that should be used by manufacturing companies to structure and manage their maintenance service delivery process, using aggregated historical and real-time data to improve operational decision-making. The framework, built for continuous improvement, allows the exploitation of maintenance data to improve the knowledge of service processes and machines.
Design/methodology/approach
The Dual-perspective, data-based decision-making process for maintenance delivery (D3M) framework development and test followed a qualitative approach based on literature reviews and semi-structured interviews. The pool of companies interviewed was expanded from the development to the test stage to increase its applicability and present additional perspectives.
Findings
The interviews confirmed that manufacturing companies are interested in exploiting the data generated in the use phase to improve operational decision-making in maintenance service delivery. Feedback to improve the framework methods and tools was collected, as well as suggestions for the introduction of new ones according to the companies' necessities.
Originality/value
The paper presents a novel framework addressing the data-based decision-making process for maintenance service delivery. The D3M framework can be used by manufacturing companies to structure their maintenance service delivery process and improve their knowledge of machines and service processes.
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Eija Vaittinen and Miia Martinsuo
Manufacturing firms delivering complex products and systems are increasingly offering advanced data-based services. Customers, however, are not always willing to adopt…
Abstract
Purpose
Manufacturing firms delivering complex products and systems are increasingly offering advanced data-based services. Customers, however, are not always willing to adopt manufacturers’ advanced services, so manufacturers need knowledge of how to promote customers’ service readiness. The purpose of this paper is to further develop the concept of service readiness by proposing a framework for industrial customers’ organizational dimension of service readiness and by increasing the understanding of the conditions underpinning that service readiness.
Design/methodology/approach
This case study explores service readiness among customers of a manufacturer delivering complex systems and related services. Interviews were conducted within the company and among key customers as the potential users of those services.
Findings
Customers use versatile processes, engage multiple people and use different evaluation criteria when considering adoption of data-based services. The organizational component of service readiness involves requirements in the service context, supplier relations and organizational habits and culture. Actions are proposed for manufacturers to promote customers’ readiness for new services.
Research limitations/implications
The research is limited through its qualitative design and case selection. Mapping of the organizational dimension of service readiness further develops the concept of service readiness and offers a framework for further research. This research offers novel understanding of organization-level service adoption to complement individual-centric technology adoption.
Practical implications
New knowledge is offered to manufacturing firms about customers’ challenges and requirements in adopting advanced services. This knowledge will help manufacturers to support customers and develop the activities of their own salespeople when introducing advanced services.
Originality/value
The findings expose the contents of the organizational dimension of customers’ service readiness. The study provides a more complete picture of service readiness and shows it to be a multilayered concept with interdependencies between its levels, between individuals in customer organizations and even between the manufacturer and the customer organization.
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Khadijeh Momeni, Eija Vaittinen, Markus Jähi and Miia Martinsuo
Smart services have gained attention both among academics and practitioners, but manufacturing firms struggle in getting their new smart services extensively adopted by customers…
Abstract
Purpose
Smart services have gained attention both among academics and practitioners, but manufacturing firms struggle in getting their new smart services extensively adopted by customers, employees and distributors. The purpose of this paper is to identify and analyse the requirements of different actors and the interconnectedness between their requirements in introducing smart services.
Design/methodology/approach
An embedded single-case study was conducted with a manufacturing firm and its network, including its sales and service personnel, customers and external salespeople. Data were collected via 30 in-depth interviews.
Findings
The paper advances the multi-actor perspective by identifying the requirements of key actors for introducing smart services. These requirements were divided into eight categories: value of smart services, reliability of smart services, competence for smart services, data security and management, attitude towards services, reliance, knowledge of installed base of equipment and services and service reputation. The findings reveal the interconnectedness of different actors’ requirements for introducing new smart services and how discussion and relationships between actors affected their requirements.
Practical implications
The findings represent a comprehensive template of requirements, as well as mapping the interconnectedness of actors’ requirements, serving as a practical guideline for managers.
Originality/value
This study characterises the introduction of smart services as a multi-dimensional, interconnected effort by manufacturing firms and their networks. It shows that service introduction cannot be viewed as manufacturer’s development task or customers’ adoption decision only. Propositions are offered on how multiple actors’ viewpoints can be combined to achieve success in introducing smart services.
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Anas Fattouh, Koteshwar Chirumalla, Mats Ahlskog, Moris Behnam, Leo Hatvani and Jessica Bruch
The study examines the remote integration process of advanced manufacturing technology (AMT) into the production system and identifies key challenges and mitigating actions for a…
Abstract
Purpose
The study examines the remote integration process of advanced manufacturing technology (AMT) into the production system and identifies key challenges and mitigating actions for a smoother introduction and integration process.
Design/methodology/approach
The study adopts a case study approach to a cyber-physical production system at an industrial technology center using a mobile robot as an AMT.
Findings
By applying the plug-and-produce concept, the study exemplifies an AMT's remote integration process into a cyber-physical production system in nine steps. Eleven key challenges and twelve mitigation actions for remote integration are described based on technology–organization–environment theory. Finally, a remote integration framework is proposed to facilitate AMT integration into production systems.
Practical implications
The study presents results purely from a practical perspective, which could reduce dilemmas in early decision-making related to smart production. The proposed framework can improve flexibility and decrease the time needed to configure new AMTs in existing production systems.
Originality/value
The area of remote integration for AMT has not been addressed in depth before. The consequences of lacking in-depth studies for remote integration imply that current implementation processes do not match the needs and the existing situation in the industry and often underestimate the complexity of considering both technological and organizational issues. The new integrated framework can already be deployed by industry professionals in their efforts to integrate new technologies with shorter time to volume and increased quality but also as a means for training employees in critical competencies required for remote integration.
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