Search results

This paper aims to propose a roadmap to control the robot–subassembly (R–S) coordination errors in movable robotic drilling. Fastener hole drilling for multi-station aircraft assembly demands a robotic drilling system with expanded working volume and high positioning accuracy. However, coordination errors often exist between the robot and the subassembly to be drilled because of disturbances.

Mechanical pre-locating and vision-based robot base frame calibration are consecutively implemented to achieve in-process robot relocation after station transfer. Thus, coordination errors induced by robotic platform movements, inconsistent thermal effects, etc. are eliminated. The two-dimensional (2D) vision system is applied to measure the remainder of the R–S coordination errors, which is used to enhance the positioning accuracy of the robot. Accurate estimation of measured positioning errors is of great significance for evaluating the positioning accuracy. For well estimation of the positioning errors with small samples, a bootstrap approach is put forward.

A roadmap for R–S coordination error control using a 2D vision system, composed of in-process relocation, coordination error measurement and drilled position correction, is developed for the movable robotic drilling.

The proposed roadmap has been integrated into a drilling system for the assembly of flight control surfaces of a transport aircraft in Aviation Industry Corporation of China. The position accuracy of the drilled fastener holes is well ensured.

A complete roadmap for controlling coordination errors and improving positioning accuracy is proposed, which makes the high accuracy and efficiency available in movable robotic drilling for aircraft manufacturing.

The purpose of this paper is to study the internationalisation of an Indian company. It examines how a company from an emerging market becomes a leading player in the global packaging (tube) industry.

This is a case study approach for studying the process of internationalisation in one particular firm.

The case study shows how a company based in an emerging market converts tubing industry into an innovative and high‐tech industry and becomes a leading palyer. The company has followed the traditional stages process of internationalisation and accumulated learnings in the process.

The traditional stages model of internationalisation and focus on accumulating learnings in the process and using them has helped the firm and other firms and managers can learn from this case. For academicians, it further support the famous stages approach of internationalisation process.

Increasing number of companies from emerging markets are now turning to international markets and in the process turning into multinationals. These firms are giving tough competition to established multinational companies from developed countries. Most of the research and case studies focus on big firms like Lenevo etc but there are increasing number of firms like Essel Propack which are also a big success in international markets.

The purpose of this paper is to holistically identify and assess the factors affecting the workplace relocation process during its various phases, namely: pre-relocation, relocation and post-relocation. The factors assessment evaluates the perspectives and level of agreement between facilities and real estate management professionals.

Literature review was conducted to identify the factors affecting the workplace relocation process. In total, 34 factors were identified, which formed the basis of a questionnaire survey to assess their importance. Responses to the questionnaire survey were obtained through face-to-face interviews with two groups of professionals in the Eastern Province of Saudi Arabia, 32 facilities managers (FM) and 32 real estate managers (REM). The questionnaire utilized a 5-point Likert scale of importance.

The research delivers rankings of the identified factors for prioritization. Where a moderate (to high) level of agreement between FM and REM professionals was remarked. Significant factors include: “availability of workplace health and safety plan”, “analysis of business needs for relocation”, “cost control and management of the relocation process”, “availability of maintenance plans” and “selection of fit-out contractor”.

The study provides a significant contribution to research and professional practice, while no comprehensive studies have been conducted on the various phases of the relocation process. The findings of this study are genuine to keep professionals and practitioners on the ball managing their workplace relocations, overcoming their unforeseen struggles, resourcefully and efficiently.

The purpose of this paper is to advance the understanding of how Industry 4.0 related technologies affect the relocation of manufacturing abroad by small and medium-sized enterprises.

This paper contains an empirical analysis of how Industry 4.0 related technologies affect the cost-driven relocation of manufacturing abroad based on 191 comprehensive and full responses to a questionnaire survey distributed in 2018 among small- and medium-sized Danish manufacturers.

This paper builds upon data, which reveals that companies' pursuit of cost-focused competitive strategies is positively correlated with relocating manufacturing abroad. However, the data also shows that the more Industry 4.0-ready decision-makers are, the less cost-focused strategy drives manufacturing abroad. Furthermore, perceived barriers to Industry 4.0 related technologies promote the cost-driven relocation of manufacturing abroad whereas perceived drivers decrease this phenomenon.

This paper is based on the answers given by a single respondent from each company and only on Danish respondents.

The results indicate a need to invest resources to obtain a better knowledge of Industry 4.0 related technologies when used in processes involved in decisions about where to locate manufacturing.

This paper contains new, empirically founded information about how Industry 4.0 related technologies affect the cost-driven relocation of manufacturing abroad from the perspective of small- and medium-sized manufacturers.

Manufacturing offshoring has received substantial attention within international business studies that have explored where activities are located and how they are governed. However, recent examples of manufacturing relocation to the home country/region have put the advantages of offshoring under scrutiny, since the location of production activities in high-cost countries may have positive impacts in terms of innovation and marketing opportunities. Despite the growing interest in offshoring and “relocations of second degree,” there is a lack of knowledge on the alternative strategies firms may implement after offshoring. This chapter aims to propose a comprehensive framework to summarize and classify the multiple alternatives firms may implement after the initial relocation abroad of manufacturing activities. Based on an extensive literature review and a comparative analysis of Italian case studies, the chapter suggests theoretical advancement in the theory of location of business activities, offering multiple post-offshoring strategic options that may be implemented individually or in combination. In so doing, the analysis also stresses the variety of strategic paths and the complexity of choices concerning manufacturing location, emphasizing reshoring as a nuanced phenomenon and exploring how domestic and foreign locations can complement each other and be mutually reinforcing.

The advantages of offshoring are increasingly under scrutiny, and coronavirus disease 2019 (COVID-19) has advanced the debate, calling for a redefinition of firms' production location strategies. While attention has primarily focused on the relocation of second-degree strategies, such as back-shoring, near-shoring and further offshoring, there are also other alternatives, including home country-based domestic product and process innovations, and the development of new business activities. The objective of the authors' paper is to identify which factors influence decision-makers when they select and implement such post-offshoring strategic alternatives.

The authors consider 11 Italian manufacturing companies that implemented these strategies and analyze triggers, drivers, enabling factors and barriers of the decision phase, as well as content, governance mode and timing of the implementation phase.

Based on the collected findings, the authors suggest a set of propositions for further research. First of all, firms can simultaneously manage multiple strategies by adopting an ambidextrous approach through which to mitigate supply chain risks. They may integrate their domestic and international production activities, but the home country remains central for innovations and production of high-end products and Industry 4.0 technologies increases the probability of investing in their home country. At the same time, lack of competence induces selective near- and back-shoring, while full back-shoring is mainly a consequence of managerial mistakes. Competence availability acts as a barrier to relocation in the home country, inducing the implementation of either an insourcing strategy or a combination of insourcing and outsourcing.

The authors' work identifies post-offshoring as a dynamic process and provides insights into the post-pandemic scenario. The conceptual framework may represent a useful tool for company managers in re-evaluating their initial offshoring strategies.

Relationships are socially constructed by companies in interaction. This study explains the dynamic character of business-to-business relationships with the aid of rules theory, a theory borrowed from the communications field. Two forms of rules are identified: constitutive rules guide the interpretation of the other's acts, and regulative rules guide the appropriate response to the interpreted act. Rules theory asserts that companies act as if applying these rules. Relationships provide not only the context in which the parties’ acts are performed but are also the result of such acts. Thus, relationships are potentially reshaped each time one party performs an act and the other party gives meaning to that act and reacts.

Successful performance and execution of construction projects depend highly on a good project control system capable of tracking and reporting project status on a desired time interval. The purpose of this paper is to propose such a control system by integrating spreadsheet and Visual Basic for Application to produce a customized tracking system for Pipeline Relocation Programs under Engineering, Procurement and Construction Management (EPCM) contracts.

The project status reporting system (PSRS) proposed here was developed to produce a single page summary report that would include scope information, financial status, descriptive status updates and top-level task schedules. This information is retrieved from various sources and transformed further utilizing specific formulas and algorithm needed to compute the budget and schedule status of the pipe relocation project. A practical case study is used to demonstrate its unique application.

The system has successfully integrated project finance and schedule information into a central control hub. Financial and schedule performance of a project is tracked and monitored by the PSRS automatically.

The proposed system utilizes the powerful computing capability of MS Excel and the user-friendly VBA programming tool to customize the reporting needs of a project and program environment. The proposed system, whose functionality has been validated by the intended users, tries to achieve a balance between simplicity, accuracy and effectiveness for the flow of information at a much lower cost compared to the other readily available project control software.

In the real world many companies combine the operations of manufacturing, assembly and disassembly. Thus, the integration of just‐in‐time FMS, FAS, and flexible disassembly system (DAS) models poses an interesting problem. The purpose of this paper is to provide major emphasis on a new simulation model for design and performance evaluation of a flexible assembly and disassembly system with dual Kanban under a stochastic system. This paper also primarily investigates the effect of varying the number of kanban cards, mean inter‐arrival time of demand and locations of the bottlenecks on the performance integration of JIT flexible manufacturing, assembly and disassembly systems.

Simulation is carried out in ARENA and data is analyzed using multivariate analysis of variance (MANOVA). This paper investigates the effect of varying number of kanban cards, mean inter‐arrival time of demand, and locations of the bottlenecks on the performance integration of JIT flexible manufacturing, assembly and disassembly systems. The performance measures that are simultaneously considered are the fill rate, work in process, and mean cycle time. This paper emphasizes that understanding the interactions between the variables and their effects on system performance is of utmost importance for managers in improving performance processes.

In manufacturing practice, there are many industrial units that represent the mixture of the referred three models. This paper presents a new simulation model for design and performance evaluation of a flexible assembly and disassembly system with dual kanban. The simulation results are statistically compared with MANOVA. MANOVA is used to perform the test with multiple objective functions, e.g. with the average production cycle time, percentage average fill rate, and work‐in‐process. The conclusion to be drawn is that minimized WIP can be obtained by higher percentage average fill rate, lower WIP, small average part cycles times, and increasing in kanban cards while simultaneously retaining full customer satisfaction.

The researcher presents the newly developed kanban system into the production system of JIT flexible manufacturing, assembly and disassembly system with simulation technique. Furthermore, by assigning time factors to the models, several performance measures can be easily computed. Then, the researcher tests the effect of the number of kanban card on integration of JIT flexible manufacturing, assembly and disassembly systems using a simulation approach, the simulation model is developed using the ARENA simulation package. The results are applied to a small case study. For a single product under the integration of JIT flexible manufacturing, assembly and disassembly systems, as the number of kanban cards increase, the fill rate along with work in process and the mean cycle time increases as well.

In this introduction restructuring of work is presented as an ongoing, locally situated process in which actors within work organizations play an important role. Central themes of this process are the increasing importance of the cultural within the economical sphere, the different organizational options of organizations, new tensions in labor relations and the local consequences of continuous spatial relocation of labor. Before introducing the different contributions to the volume, attention is paid to methodological implications for research on the increasing interrelations of the global and local within processes of work restructuring.