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The purpose of this paper is to demonstrate how quality function deployment can be used to improve the quality of tinted glass produced by a glass manufacturing company in Kazakhstan.

Data were collected using a combination of Delphi method, unstructured, and semi‐structured survey. Principal component and Pareto analysis were used to identify the ranking of customer wants needed to improve the acceptability of the product in the market.

The paper suggests that satisfying all customer needs require the deployment of all the technology and resources available to the company. It illustrates the possible courses of action company management can take based on prevailing market conditions.

The research shows the specific requirements of customers for tinted glass used in industrial settings. From supply chain perspective, downstream customer opinions were used to identify the desired product attributes.

Since no studies to date have been conducted on the glass manufacturing industry in the Central Asian region, this paper could help glass manufacturers in the region to improve their production practices.

The paper is of value to those glass producers interested in the glass manufacturing industry in Central Asia.

The purpose of this paper is to improve the yield of a particular model of a car windshield, as the organization faces losses due to poor performance and rejection.

The Six Sigma DMAIC (define, measure, analyze, improve and control) methodology is used to reduce variation and defects in the process. It is a methodology based on data-driven and fact-based analysis to find out the root cause of the problem with the help of statistical analysis. A worst performing model is selected as a case study through the scoping tree. The preprocess, printing, bending and layup process defects are reduced by analyzing the potential causes and hypothesis testing.

This paper describes Six Sigma methodology in a glass manufacturing industry in India for automotive applications. The overall yield of a car windshield achieved 93.57 percent against the historical yield of 88.4 percent, resulting in saving 50 lacs per annum. Due to no rework or repairing in the glass, low first-time yield causes major losses. Process improvement through focused cross-functional team reduces variation in the process. Six Sigma improves profitability and reduces defects in the automotive glass manufacturing process.

This case study is applied in automotive glass manufacturing industries. For service and healthcare industries, a similar type of study can be performed. Further research on the common type of processor industry would be valuable.

The case study can be used as a problem-solving methodology in manufacturing and service industries. The tools and techniques can be used in other manufacturing processes also. This paper is useful for industries, researchers and academics for understanding Six Sigma methodology and its practical implementation.

This case study is an attempt to solve automobile glass manufacturing problems through DMAIC approach. The paper is a real case study showing benefits of Six Sigma implementation in the manufacturing industry and saving an annual cost of 50 lacs due to rejections in the process.

Traditionally, discrete parts or batch‐based manufacturing and process control have been quite distinct areas of design engineering. A robotic assembly cell and a glass manufacturing line has been seen as requiring differing design philosophies‐even down to instrumentation, sensors and control strategies that they may employ. This may change if an ambitious pan‐European project to develop sensor‐based systems produces hoped‐for results. The systems will be designed for incorporation into (almost) any industrial regime with minimal modification.

A training programme for supervisors at the float‐glass manufacturing subsidiary of UK glassmaker Pilkington boosted supervisors’ skills, increased quality and cut costs. Savings resulting from just one of the programme’s 44 projects have more than paid for the programme as a whole. Total savings from all the projects outstripped the costs of the training programme many times over. Explores the programme in detail.

The low-temperature sintering of silica glass combined with additive manufacturing (AM) technology has brought a revolutionary change in glass manufacturing. This study aims to carry out in an attempt to achieve precious manufacturing of silicate glassy matrix through the method of slurry extrusion.

A low-cost slurry extrusion modelling technology is used to extrude silicate glassy matrix inks, composed of silicate glass powder with different amounts of additives. Extrudability of the inks, their printability window and the featuring curves of silicate glassy matrix are investigated. In addition, the properties of the low-temperature sintering green part as a functional part are explored and evaluated from morphology, hardness and colour.

The results showed that the particle size was mainly distributed from 1.4 µm to 5.3 µm, showing better slurry stability and print continuity. The parameters were set to 8 mm/s, 80% and 0.4 mm, respectively, to achieve better forming of three-dimensional (3D) samples. Besides, the organic binder removal step was concentrated on 200°C–300°C and 590°C–650°C was the fusion bonding temperature of the powder. The hardness values of 10 test samples ranged from 588 HL to 613 HL, which met the requirements of hard stones with super-strong mechanical strength. In addition, the mutual penetration of elements caused by temperature changes may lead to a colourful appearance.

The custom continuous AM technology enables the fabrication of a glass matrix with 3D structural features. The precise positioning technology of the glass matrix is expected to be applied more widely in functional parts.

The purpose of this paper is to present an Industry 4.0 Readiness Assessment Framework (I4.0RAF) and demonstrate its applicability and practical relevance through a case study of a large manufacturing firm in an emerging economy.

The research firstly involved a synthesis of recent literature for the identification of important determinants, and their constituent criteria, for assessing the readiness of a manufacturing firm to transition to an Industry 4.0 setting and structuring them into a readiness assessment framework that can be used as a self-diagnostic tool. The framework was illustrated through a case study. The empirical findings of readiness assessment are validated using semi-structured interviews of senior management of the organization.

The proposed I4.0RAF was found to be a practically applicable self-diagnostic tool that can be used to assess a firm's readiness to transition to an Industry 4.0 setting with respect to eight important determinants. Cross-functional participation in the assessment helped the organization to determine priorities and interdependencies among the determinants.

The determinants and their constituent criteria can be further streamlined using inputs from practitioners, consultants and academics.

The findings demonstrate the interdependencies between the determinants, help to delineate interventions that can lead to synergistic outcomes and enabls planning to achieve higher levels of Industry 4.0 maturity.

A self-diagnostic tool as a basis for an informed discussion on transitioning to an Industry 4.0 setting is presented and illustrated through a case study in an emerging economy.

The purpose of this paper is twofold. First and most importantly, the paper aims to explain how Pilkington is able to revolutionize the flat glass industry. The modified design envelope model is applied to demonstrate the technological competence and especially strategic thinking concerning to understanding of the markets and positioning the product. Second, the paper demonstrates the entrepreneurship within a large‐scale manufacturing firm.

The paper applies a longitudinal, historical, and contextual approach. The paper uses multiple case study method and multiple data sources. This is done because creation of an innovation does not take place in vacuum, it is context bound.

The float glass fulfills the requirements of two industries: the plate and sheet glasses. Within both industries, short‐sighted competitors concentrate on technologies applicable only in other industry. Pilkington positions the float glass first clearly in the plate glass industry and after further development introduces the technology to sheet glass industry as a total surprise. Based on the case, the paper argues that positioning should be part of the corporate strategy.

In addition to complex systematic technologies, the example shows that the design envelope model is applicable also for simple non‐assembled products like flat glass. The model is useful for companies to build scenarios for responses if new unexpected innovations will be introduced in its own or related industries.

This paper offers a novel insight to the old but still viable case of dominant design. In addition, the thorough case description allows reader to go deeply into a classic example of process innovation.

The purpose of this paper is to identify factors that facilitate tacit knowledge sharing in unstructured work environments, such as those found in automated production lines.

The study is based on a qualitative approach, and it draws data from a four‐month field study at a blown‐molded glass factory. Data collection techniques included interviews, informal conversations and on‐site observations, and data were interpreted using content analysis.

The results indicated that sharing of tacit knowledge is facilitated by an engaging environment. An engaging environment is supported by shared language and knowledge, which are developed through intense communication and a strong sense of collegiality and a social climate that is dominated by openness and trust. Other factors that contribute to the creation of an engaging environment include managerial efforts to provide appropriate work conditions and to communicate company goals, and HRM practices such as the provision of formal training, on‐the‐job training and incentives.

This paper clarifies the scope of managerial actions that impact knowledge creation and sharing among blue‐collar workers.

Despite the acknowledgement of the importance of blue‐collar workers' knowledge, both the knowledge management and operations management literatures have devoted limited attention to it. Studies related to knowledge management in unstructured working environments are also not abundant.

Bodenmais has developed from a region into a destination. This progression means that the region has faced different challenges as well as ups and downs caused by external factors such as changing market conditions and customer needs, along with internal factors such as changes in the governance structure. Bodenmais is an example of how a central organization can play a role in the relaunch of a destination. The Bodenmais Tourism & Marketing Board was founded after several years of negotiations among political, economic, and community interests. The association undertakes several tasks, ranging from internal and external marketing to product development and quality control. The organization structure means that all private actors may seek membership, through which they can influence the strategic development of the destination.

Discuss in detail the uses which might legitimately be made of the following passage by the writer of a profound study of economic life and thought in France at the end of the reign of Louis XIV. In answering the question make full use of your knowledge of (a) historical criticism; (b) French economic and general history.