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The development and implementation of an integrated production and distribution planning system requires more than the optimal solution of a set of mathematical models. Success is achieved when the organisation addresses both the technical and human issues in planning. The approach followed by a process manufacturer over the last five years to integrate fully its production and distribution planning and scheduling system is described. Reduced distribution costs and improved co‐ordination and communication are the principal benefits of this successful implementation. The major technical strategies adopted to co‐ordinate the tactical and short‐run planning and scheduling system are discussed, followed by the key organisational and human factors which play a vital role in the functioning of a successful system.

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.

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.

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.

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.

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.

This article examines the impact of introducing computer technology in just‐in‐time (JIT) systems. Literature review has generally supported the notion that introducing computers within JIT production systems may enhance productivity. Also, the productivity of a computer integrated manufacturing (CIM) system may be enhanced by integrating it with the just‐in‐time (JIT) production system. This integrated production system is called the computer integrated just‐in‐time (CIJIT) production system. This empirical study provides strong evidence that integration of CIM and JIT can significantly improve a firm′s productivity and competitiveness.

This article aims to describe the development of industrialised house-building (IHB) to increase the understanding of the field.

The study is based on an extensive literature study and a case study with three companies, studied between 2005 and 2013 which enabled an in-depth knowledge about the companies’ development within IHB. Interviews, observations and document studies are the main sources of information in the case studies.

IHB is a complex field, consisting of several constructs that need to be integrated and continuously developed. Development of structured technical building systems has been central to the development of IHB along with developed production methods and processes. The interest in organisational fit or adaptation to industrialisation and strategy concerning business, production and products is increasing. This implies that IHB needs to be managed strategically and not on a building project level.

The article gives an orientation on how leading companies have structured and organised their work within industrialisation, giving valuable advice to practitioners with interest in the field.

This article describes the development of IHB based on studies of literature and three Swedish IHB companies’ development. This provides an aggregated view of the field’s emergence and unique information about the studied companies’ development.

There has been much discussion on the merits of different production control philosophies, particularly MRPII, OPT and JIT. A consensus is emerging that these philosophies are not mutually exclusive, and some companies are beginning to mix and match different approaches to meet their particular needs. The design of hybrid production control systems requires the establishment of a theory of production control that embraces, but is independent of, the well‐defined philosophies of MRPII, OPT and JIT. Without such an understanding of production control there is no framework within which to build hybrid production control systems. Five universal principles of production control are set out, and it is shown how these principles can be used to construct the Integrated Production Control (IPC) Model. This model provides the conceptual framework necessary for the design of hybrid production control systems. The relationships of MRPII, OPT, and kanban, the classical JIT scheduling system, are explored, and areas of strength and weakness identified.

The purpose of this paper is to present greenhouse gas study results for biofuels produced with partial qualified utilisation of pulp wood or forest residues when integrated into kraft pulp mill systems. The impact of considering biogenic carbon on the results is also presented.

The material and energy balances of the integrated ethanol production were simulated for the study with a mill‐wide simulation model. Data for the simulation were obtained from prehydrolysis and cooking experiments. The life cycle model for greenhouse gas calculation was created based on the simulation results. In this paper, the change of forest carbon stock caused by residue removal from forest soil and carbon delay of forest growth after stand felling were also taken into consideration, to discuss the true greenhouse gas emissions of forest biomass utilisation.

The emission reduction levels achieved with these ethanol fuels derived from forest biomass ranged from 80 to 90 per cent when biogenic carbon emissions were neglected.

The findings indicate that in both cases a significant percentage of the side flows containing energy can be utilised to produce excess electricity when the ethanol plant is integrated into the pulp mill. The findings also indicate that the carbon storage impact of forest biomasses affects significantly the emission values of both studied fuels and overturns the emission savings of prehydrolysed chip based ethanol.

The purpose of this study is to compare different models integrating the TOC and Lean approaches.

The models of reference were identified through a comprehensive literature review. A qualitative and comparative analysis was carried out by pointing out the strengths, weaknesses and gaps of models integrating the TOC and Lean based on the production system requirements.

The findings indicate that these models can be improved by introducing aspects related to the system structure such as main key performance indicators, type of shop layout and performance metrics to evaluate the improvements implemented in the production system. The results provided evidence that the TOC and Lean are complementary approaches, and the individual gaps of each approach seem to be, in the most part, offset by the virtues of the other.

This study enables decision makers and industrial managers to evaluate the practices adopted in the production environment, as well as the use of the different set of continuous improvement practices. This article also minimizes the literature gap regarding whether and how integrated Lean and TOC approach can be used in the firms.

This study contributes to the body of literature on Lean by comparing three different models integrating Lean and the TOC. Furthermore, a research agenda is suggested for future research aimed at developing new models integrating both approaches, aiming to increase the competitiveness of the production systems.

Develops a linear programming model for integrated production planning based on the practice of a major Canadian steel making company. Considers the entire planning activity in the company as an integrated process involving a number of closely related sub‐functions, such as raw material purchasing, semi‐finished product purchasing and production, and capacity allocation, as well as finished product production and distribution. The mathematical programming model takes into account production costs, product throughput rates, customer demands, sales prices and facility capacities for optimal production planning. Presents a numerical example based on realistic system structure and practical planning data to illustrate the model. Computation results and analysis show that the integrated methodology is a feasible and practical approach for steel production planning.

A comparative study of three different approaches on a hypothetical supply chain model is presented. The three approaches investigated are: independent; semi‐integrated; and integrated. In the independent approach, it is assumed that decisions are made independently at three different levels. Decisions are assumed to be made at two different levels in the semi‐integrated approach. In the integrated approach, all decisions are assumed to be made at a single level.

The objective of this paper is to present the existing state of research relating to the steel industries.