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This paper aims to overcome the inability of both comparing loss costs and accounting for production resource losses of Overall Equipment Effectiveness (OEE)-related approaches.

The authors conducted a literature review about the studies focusing on approaches combining OEE with monetary units and/or resource issues. The authors developed an approach based on Overall Equipment Cost Loss (OECL), introducing a component for the production resource consumption of a machine. A real case study about a smart multicenter three-spindle machine is used to test the applicability of the approach.

The paper proposes Resource Overall Equipment Cost Loss (ROECL), i.e. a new KPI expressed in monetary units that represents the total cost of losses (including production resource ones) caused by inefficiencies and deviations of the machine or equipment from its optimal operating status occurring over a specific time period. ROECL enables to quantify the variation of the product cost occurring when a machine or equipment changes its health status and to determine the actual product cost for a given production order. In the analysed case study, the most critical production orders showed an actual production cost about 60% higher than the minimal cost possible under the most efficient operating conditions.

The proposed approach may support both production and cost accounting managers during the identification of areas requiring attention and representing opportunities for improvement in terms of availability, performance, quality, and resource losses.

The purpose of this research is to establish a conceptual model to understand the impact of Total Productive Maintenance (TPM) and Industry 4.0 (I4.0) on the transition of a Circular Economy (CE). Also, the paper explores the combined impact of TPM, I4.0 and CE on the sustainability performance (SP) of manufacturing firms.

The conceptual model is proposed using the dynamic capability view (DCV) and empirically validated by partial least squares-structural equation modelling (PLS-SEM) using 304 responses from Indian manufacturing firms.

The results suggest that I4.0 positively impacts TPM, CE and SP, also showing TPM's positive impact on CE and SP. In addition, CE has a positive influence on the SP of manufacturing firms. Furthermore, CE partially mediates the relationship between I4.0 and SP with TPM and SP. The study also identifies TPM, I4.0 and CE as a new bundle of dynamic capabilities to deliver SP in manufacturing firms.

The present research adds to the knowledge and literature on DCV by identifying the importance of CE in the settings of I4.0 and TPM, especially in the context of sustainability. Also, the current study offers a new set of dynamic capabilities and provides some significant future recommendations for researchers and practitioners.

The emerging industrial revolution referred to as Industry 5.0 is focusing on leveraging human creativity with intelligent and autonomous systems to derive user-friendly work environment for the businesses. Industry 5.0 stresses on people centric work ecosystem, zero accident policy and the well-being of labour within the production processes. This approach of Industry 5.0 to obtain human-centric safety solutions through the deployment of digital technologies deduces workplace accidents and costs leading to the development of Safety 4.0. This chapter aims to investigate the opportunities and challenges of Safety 4.0 and its enabling technologies aspiring towards the greater impact on safety management. Further, we have proposed a framework for the role of human centric digital transformations concerning safety in the manufacturing industry propelling Safety 4.0. Concluding, we discuss the implications for managers and practitioners. We found that Safety 4.0 will strengthen industrial safety, and instead of reacting to accidents, the concept evolved towards a preventive and proactive approach for a healthy industrial ecosystem.

Lean management tools are becoming increasingly applied in different types of organizations around the world. These tools have shown their significant contribution to improving business performance. In this vein, the purpose of this paper is to examine the influence of lean management on both occupational safety and operational excellence in Tunisian companies.

A survey was conducted among Tunisian companies, and it resulted in the collection of 62 responses that were analyzed using the software SPSS. In addition, a conceptual model linking the practices of the three basic concepts was designed to highlight the hypotheses of the research. Subsequently, factor analysis and structural equation method analysis were conducted to assess the validation of the assumptions.

The results obtained have shown that lean management has a significant impact on occupational safety. Similarly, occupational safety has a significant impact on operational excellence. However, lean management does not have a significant impact on operational excellence.

This work highlighted the involvement of small and medium-sized enterprise’s managers from emerging economies in the studied concepts’ practices. Likewise, it testified to the impacts of lean management on occupational safety and operational excellence in the Tunisian context.

The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.

The growing awareness of climate risks associated with food safety issues has drawn the attention of stakeholders urging the food industry to carry out a sustainable food safety management system (FSMS). This study aims to investigate whether the critical success factors (CSFs) of sustainable FSMS can contribute to achieving climate neutrality, and how the adoption of FSMS 4.0 supported by the Industry Revolution 4.0 (IR 4.0) technologies moderates the impact of the CSFs on achieving climate neutrality.

Survey data from 255 food production firms in China and Vietnam were utilised for the empirical analysis. The research hypotheses were examined using structural equations modelling (SEM) with route analysis and bootstrapping techniques.

The results show that top management support, human resource management, infrastructure and integration appear as the significant CSFs that directly impact food production firms in achieving climate neutrality. Moreover, the results demonstrate that the adoption of FSMS 4.0 integrated with the three components (ecosystems, quality standards and robustness) significantly moderates the impact of the CSFs on achieving climate neutrality with lower inputs in human resources, infrastructure investment, integration and external assistance, and higher inputs in strengthening food safety administration.

This study provides empirical findings that fill the research gap in understanding the relationship between climate neutrality and the CSFs of sustainable FSMS while considering the moderating effects of the FSMS 4.0 components. The results provide theoretical and practical insights into how the food production sector can utilise IR 4.0 to attain sustainable FSMS for achieving climate neutrality.

This paper aims to investigate the Occupational Safety and Health (OSH) management practices of construction companies in South Korea to ascertain specific components and practices that need improvement for successful OSH performance.

A quantitative research strategy was adopted. A close-ended questionnaire survey covering 45 OSH management practices was sent to 324 contractors; 108 responses were gathered, representing a response rate of 33.3%. Data were analysed using simple descriptive statistics (frequencies and percentages) and Pearson’s chi-square test.

The findings revealed that there is a moderate level of implementation of OSH management practices among construction firms in South Korea. However, there is a significant disparity in terms of implementation between large enterprises on the one hand and small to medium enterprises on the other. Furthermore, a few of the business characteristics (i.e. the size of companies and certification to OHSAS 18001) were closely associated with the extent of the implementation of OSH management practices.

This research uncovers the OSH management practices that are poorly implemented and lays the foundation for appropriate measures to improve OSH in South Korean construction companies. It suggests an effective strategy for communicating health and safety issues to workers, training safety managers, reviewing risk assessments, reviewing the health and safety plan, incentivising workers by rewarding good behaviour and having a penal mechanism for employees not adhering to the rules.

The study provides insights into an under-investigated South Korean construction industry topic. It offers additional insight into state-of-the-art health and safety management practices in the construction industry in South Korea. Furthermore, it establishes which components of OSH management practice require improvement in the Korean context. This is also one of the few studies in OSH which establishes the association between the construction business characteristics and OSH management in the South Korean construction domain.

Worldwide, companies are interested in improving processes and reaching high levels of quality through the adoption of various systems. For example, they implement quality management methodologies, such as Lean, with the aim of reducing waste and cost. In the food sector, however, companies also adopt food safety management systems, such as BRC (British Retail Consortium), destined to comply with the standards of hygiene, food safety and quality systems. Interestingly, both Lean and BRC seek to boost quality. Thus, both should be able to work as a single system and cooperate to add value to a company without duplicating efforts. By solving the problems in the bag sealing process of an Ecuadorian company through the implementation of Lean tools incorporated in the steps of the DMAIC methodology (define-measure-analyze-improve-control), and then framing a cooperation matrix of Lean tools and BRC clauses, this paper seeks to demonstrate their feasible cooperation.

One of the most well-known methodologies for process improvement is the DMAIC methodology. Through the sequence of the DMAIC steps, the main problem of an Ecuadorian company that produces flexible packaging for food was identified. With the voice of the customer (VOC) from historical customer surveys of the company, the common issues were found. Similarly, historical data of non-conformities required by ISO-9001: 2015 provided insightful information for this phase. In order to measure the current quantitative state of the processes, a VSM (value stream map) was jointly employed with an operator balance chart. Data was collected during the whole operational month. Having this quantitative data, and with the ideas generated from the Kaizen events, improvement initiatives were analyzed and proposed. The proposed solutions involve production and maintenance teams. After some tests, it was verified that all these improvements had had a positive impact on the company. Finally, it was analyzed that Lean tools can collaborate and also be used as proof for BRC requirements. Thus, a correlation matrix between them was built, which demonstrates cooperation between both systems.

The results of this study indicate that Lean can cooperate in the pursuit of the BRC Standard for food packaging companies. This is shown through the case study of the Ecuadorian company, which implemented Lean tools and reduced its costs by shortening lost time and reducing set up time in the machines employed to cut and seal bags. Additionally, overall equipment effectiveness (OEE) from machines 1 and 2 rose their values considerably. Since BRC is a certifiable standard, it contains clauses that must be achieved in order to get the certification. By using Lean tools, it was possible to comply with some of the clauses of the BRC standard. A matrix was built so that it could be identified that Lean tools can work together with BRC, and thus, reduce costs and waste, while simultaneously complying with the safety and quality standards that the standard guarantees.

This research had two limitations. The first limitation is related to time. The data was collected in a month due to the project's deadline. For further research, it is recommended to increase this period of time to at least three months of production. The second limitation is related to the processes studied, which are associated with the time period. This study encompasses two major processes, which present major problems. For further investigations, longer periods of time can allow to include more processes from the company.

The implications of this project rely on the fact that the company achieved a better level of efficiency. The application of Lean tools reduces waste in the company. Basically, the waste was associated with lost time in machines 1 and 2 from the cutting and sealing processes, which was mainly produced by mechanical malfunction and inefficient maintenance. These problems had a direct relationship with the bad quality of the bags since the machines operate almost fully automatically. Additionally, mechanical problems caused by inefficient maintenance have a direct impact on quality aspects of the bag, like correct dimensions or a proper seal. Moreover, these problems generate a loss of time since the operator must stop the machine during production time in order to fix it. Machines 1 and 2 reduced their lost time drastically. Furthermore, by using Lean tools alongside the BRC methodology, the company can now reduce the resources that are destined for Lean projects and the BRC certification. Specifically, as a result, Lean tools and their documents can serve as proof of compliance with certain BRC clauses.

These improvements impact the company's profits, and therefore the workers. Since there is a significant reduction in the company's costs, and also an increment in the company's production, the company will probably require hiring new employees. In this way, more job opportunities will be generated.

The originality of this work relies on the nature of the research and the type of production facility. Previous studies have examined Lean tool applications in many settings. There are a few studies regarding the adoption of BRC standards. However, and definitely, the merge between Lean tools and a food safety management system is novel, since there are few to almost no articles that have been published using such a merge. The positive outcomes that were obtained not only prove that both methodologies are compatible, but they can also encourage further research on the applicability and functionality of merging two methodologies similar to the ones used during this research. Regarding the production facility, very few articles have been published about flexible packaging companies, and this article will help further research in this field.

With increasing pressure from the government and private sectors to be more environmentally and socially responsible, sustainable supplier selection has gained enormous currency in recent times. Particularly, in the case of the construction industry, owing to a large amount of industrial wastage generated and extreme workplace conditions, it is even more important to devise strategies to mitigate the harmful consequences. The most crucial step in this regard is the selection of sustainable suppliers that acquire a pivotal position in the supply chain ecosystem. This study aims to identify indicators for three criteria such as economic, environmental and social, and prioritize them according to their level of significance for sustainable supplier selection in the Indian construction industry.

In this study, the best-worst method (BWM) is presented for sustainable supplier selection in Indian construction organizations. Total of 27 indicators was identified for the three criteria of the triple bottom line (TBL) approach namely economic, environmental and social. Using BWM, the most important criterion was found and subsequently, all the indicators under each criterion were ranked in order of importance.

The analysis revealed that the environmental criterion was the most important criteria in the sustainable supplier selection followed by the economic criteria. The indicators that were the most influential in the effective selection process were “Usage of recyclable raw materials for production”, “Adoption of clean and green technologies”, “Waste management” and “Periodical environmental audits” under the environmental criteria; “Efficiency”, “Cost” and “Flexibility and Scalability” from the economic criteria; and “Safety programs” and “Information disclosure” in the social criteria.

The study provides a reference framework for the selection of sustainable suppliers in construction organizations. The findings can also be used for the assessment of suppliers' performance in the supply chains.

The novelty of this work lies in its attempt to model the performance of suppliers in the Indian construction supply chains.

The purpose is to identify and explore barriers to overcome for developing collaborative innovation between a global service supplier and two of its industrial customers in Sweden.

The research had an action-based research approach in which the researchers were interacting and collaborating with the practitioners in the companies. The empirical part includes primary data from multiple interviews, and two workshops with dialogues with participants from the involved companies. The use of complementary data collection methods gave rich input to understanding the context for collaborative innovation, and to uncovering barriers, to develop solutions for collaborative innovation. The empirical barriers were analysed using theoretically derived barriers from a literature review. The analysis generated four broad themes of barriers which were discussed and led to conclusions and theoretical and practical implications on: the customer's safety culture, the business model, the parties' understanding of innovation and the management of collaborative innovation in supply chains.

The thematic analysis generated four broad themes: the customer's safety culture, the business model, the parties' understanding of innovation and the management of collaborative innovation. These themes where analysed using theoretically derived barriers from a literature review. The industrial context, the understanding of innovation and its management created barriers.

The unique access to the service supplier and its two independent industrial customers adds a rich contextual framing to the process of identifying and exploring the barriers to collaborative innovation. The conclusion emphasizes the importance of an industrial business context, the business logic in terms of business models and for the understanding and management of collaborative innovation.