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1 – 10 of over 5000Chinedu Onyeme and Kapila Liyanage
This study investigates the integration of Industry 4.0 (I4.0) technologies with condition-based maintenance (CBM) in upstream oil and gas (O&G) operations, focussing on…
Abstract
Purpose
This study investigates the integration of Industry 4.0 (I4.0) technologies with condition-based maintenance (CBM) in upstream oil and gas (O&G) operations, focussing on developing countries like Nigeria. The research identifies barriers to this integration and suggests solutions, intending to provide practical insights for improving operational efficiency in the O&G sector.
Design/methodology/approach
The study commenced with an exhaustive review of extant literature to identify existing barriers to I4.0 implementation and contextualise the study. Subsequent to this foundational step, primary data are gathered through the administration of carefully constructed questionnaires targeted at professionals specialised in maintenance within the upstream O&G sector. A semi-structured interview was also conducted to elicit more nuanced, contextual insights from these professionals. Analytically, the collected data were subjected to descriptive statistical methods for summarisation and interpretation with a measurement model to define the relationships between observed variables and latent construct. Moreover, the Relative Importance Index was utilised to systematically prioritise and rank the key barriers to I4.0 integration to CBM within the upstream O&G upstream sector.
Findings
The most ranked obstacles in integrating I4.0 technologies to the CBM strategy in the O&G industry are lack of budget and finance, limited engineering and technological resources, lack of support from executives and leaders of the organisations and lack of competence. Even though the journey of digitalisation has commenced in the O&G industry, there are limited studies in this area.
Originality/value
The study serves as both an academic cornerstone and a practical guide for the operational integration of I4.0 technologies within Nigeria's O&G upstream sector. Specifically, it provides an exhaustive analysis of the obstacles impeding effective incorporation into CBM practices. Additionally, the study contributes actionable insights for industry stakeholders to enhance overall performance and achieve key performance indices (KPIs).
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Eyad Buhulaiga and Arnesh Telukdarie
Multinational business deliver value via multiple sites with similar operational capacities. The age of the Fourth Industrial Revolution (4IR) delivers significant opportunities…
Abstract
Purpose
Multinational business deliver value via multiple sites with similar operational capacities. The age of the Fourth Industrial Revolution (4IR) delivers significant opportunities for the deployment of digital tools for business optimization. Therefore, this study aims to study the Industry 4.0 implementation for multinationals.
Design/methodology/approach
The key objective of this research is multi-site systems integration using a reproducible, modular and standardized “Cyber Physical System (CPS) as-a-Service”.
Findings
A best practice reference architecture is adopted to guide the design and delivery of a pioneering CPS multi-site deployment. The CPS deployed is a cloud-based platform adopted to enable all manufacturing areas within a multinational energy and petrochemical company. A methodology is developed to quantify the system environmental and sustainability benefits focusing on reduced carbon dioxide (CO2) emissions and energy consumption. These results demonstrate the benefits of standardization, replication and digital enablement for multinational businesses.
Originality/value
The research illustrates the ability to design a single system, reproducible for multiple sites. This research also illustrates the beneficial impact of system reuse due to reduced environmental impact from lower CO2 emissions and energy consumption. The paper assists organizations in deploying complex systems while addressing multinational systems implementation constraints and standardization.
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Sudhanshu Joshi, Manu Sharma, Shalini Bartwal, Tanuja Joshi and Mukesh Prasad
The study proposes to determine the impending challenges to lean integration with Industry 4.0 (I4.0) in manufacturing that aims at achieving desired operational performance…
Abstract
Purpose
The study proposes to determine the impending challenges to lean integration with Industry 4.0 (I4.0) in manufacturing that aims at achieving desired operational performance. Integrating lean and Industry 4.0 as the two industrial approaches is synergetic in providing operational benefits such as increasing flexibility, improving productivity, reducing cost, reducing delivery time, improving quality and value stream mapping (VSM). There is an urgent need to understand the integrated potential of OPEX strategies like lean manufacturing and also to determine the challenges for manufacturing SMEs and further suggest a strategic roadmap for the future.
Design/methodology/approach
The current work has used a combined approach on interpretative structural modeling (ISM) and fuzzy Matrice d'impacts croisés multiplication appliquée á un classment (MICMAC) approach to structure the multiple level analysis for the implementation challenges to integrate OPEX strategies with Industry 4.0.
Findings
The research has found that the indulgence of various implementation issues like lack of standardization, lack of vision and lack of trained support, all are the major challenges that inhibit the integration of OPEX strategies with I4.0 technologies in manufacturing.
Research limitations/implications
The research has investigated the internal factors acting as a roadblock to lean and Industry 4.0 adoption. Further studies may consider external factors to lean and Industry 4.0 implementation. Also, further research may consider other operational excellence approaches and extend further to relevant sectors.
Practical implications
This study provides the analysis of barriers that is useful for the managers to take strategic actions for implementing OPEX strategies with I4.0 in smart manufacturing.
Originality/value
The research determines the adoption challenges towards the integrated framework. This is the first study to explore challenges in integrating OPEX strategies with I4.0 technologies in manufacturing SMEs.
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Peter E. Johansson, Jessica Bruch, Koteshwar Chirumalla, Christer Osterman and Lina Stålberg
The purpose of this paper is to advance the understanding of paradoxes, underlying tensions and potential management strategies when integrating digital technologies into existing…
Abstract
Purpose
The purpose of this paper is to advance the understanding of paradoxes, underlying tensions and potential management strategies when integrating digital technologies into existing lean-based production systems (LPSs), with the aim of achieving synergies and fostering the development of production systems.
Design/methodology/approach
This study adopts a collaborative management research (CMR) approach to identify patterns of organisational tensions and paradoxes and explore management strategies to overcome them. The data were collected through interviews and focus group interviews with experts on lean and/or digital technologies from the companies, from documents and from workshops with the in-case researchers.
Findings
The findings of this paper provide insights into the salient organisational paradoxes embraced in the integration of digital technologies in LPS by identifying different aspects of the performing, organising, learning and belonging paradoxes. Furthermore, the findings demonstrate the intricacies and relatedness between different paradoxes and their resolutions, and more specifically, how a resolution strategy adopted to manage one paradox might unintentionally generate new tensions. This, in turn, calls for either re-contextualising actions to counteract the drift or the adoption of new resolution strategies.
Originality/value
This paper adds perspective to operations management (OM) research through the use of paradox theory, and we (1) provide a fine-grained perspective on why integration sometimes “fails” and label the forces of internal drift as mechanisms of imbalances and (2) provide detailed insights into how different management and resolution strategies are adopted, especially by identifying re-contextualising actions as a key to rebalancing organisational paradoxes in favour of the integration of digital technologies in LPSs.
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Mohd Rizaimy Shaharudin, Mohammad Iranmanesh, Suhaiza Zailani, Keah Choon Tan and Morteza Ghobakhloo
The aim of this study is to investigate the impact of integration capabilities on reverse supply chain (RSC) adoption and, consequently, RSCs' effectiveness. Thus, supply chain…
Abstract
Purpose
The aim of this study is to investigate the impact of integration capabilities on reverse supply chain (RSC) adoption and, consequently, RSCs' effectiveness. Thus, supply chain (SC) integration capabilities and their types in relation to internal, supplier and customer integration capabilities are investigated.
Design/methodology/approach
In this paper a quantitative survey was conducted with Malaysian manufacturers with a certified the International Organization for Standardization (ISO) 14001 environmental management system. The entire population was utilized through census sampling; 150 useable survey responses were received. The partial least squares technique was used for the data analysis.
Findings
The results indicate that internal integration improves external integration. In addition, supplier and customer integration have a positive direct effect on the adoption of RSC activities. Though internal integration has no significant direct effect on the adoption of RSC activities, it has an indirect impact through both supplier integrative capabilities and customer integrative capabilities.
Practical implications
The findings of this study suggest that the managers of manufacturers whose internal integrative capabilities are the base and whose SC integrative capabilities and external integrative capabilities are reinforcing SC integrative capabilities should adopt RSC activities.
Originality/value
The paper offers in-depth insight into this issue and has shed light on the ambiguities in the literature regarding the role of SC integration in RSC adoption.
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This paper aims to identify the basis of the technological anxiety phenomenon by defining the differences and similarities in terms of barriers of the implementation of Industry…
Abstract
Purpose
This paper aims to identify the basis of the technological anxiety phenomenon by defining the differences and similarities in terms of barriers of the implementation of Industry 4.0 technologies across industrial processing sector.
Design/methodology/approach
This paper presents a qualitative, exploratory research, and the authors apply the cross-case study method. The study is based on interviews with representatives of 11 medium-sized and large companies from industrial processing sector; specifically, the authors focus on three industries: automotive, food and furniture.
Findings
The research showed that there are similarities as well as differences in terms of identified barriers between individual industries. Taking into account the various dimensions of technological anxiety, similarities are visible, in particular, in the case of Internal processes and infrastructure and human resources, while in the other two dimensions, i.e. strategic planning and standards and security, differences between the sectors were noted.
Practical implications
The developed list of barriers can be a starting point for middle and senior managers of manufacturing companies to understand the sources of technological anxiety. The planning and introducing preventive and protective tools during Industry 4.0 implementation may reduce the occurrence of technological anxiety and thus ensure a smoother adoption of technologies 4.0, while respecting the organizational culture.
Originality/value
This work contributes to in-depth understanding of multifaced technological anxiety phenomenon. This paper classifies dimensions of existing barriers, increases the awareness on the difficulties during transformation process and, thus enables the improvement of the use of company’s internal potential.
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Sudhanshu Joshi, Manu Sharma, Sunil Luthra, Jose Arturo Garza-Reyes and Ramesh Anbanandam
The research aims to develop an assessment framework that evaluates critical success factors (CSFs) for the Quality 4.0 (Q 4.0) transition among Indian firms.
Abstract
Purpose
The research aims to develop an assessment framework that evaluates critical success factors (CSFs) for the Quality 4.0 (Q 4.0) transition among Indian firms.
Design/methodology/approach
The authors use the fuzzy-Delphi method to validate the results of a systematic literature review (SLR) that explores critical aspects. Further, the fuzzy decision-making trial and laboratory (DEMATEL) method determines the cause-and-effect link. The findings indicate that developing a Q 4.0 framework is essential for the long-term success of manufacturing companies. Utilizing the power of digital technology, data analytics and automation, manufacturing companies can benefit from the Q 4.0 framework. Product quality, operational effectiveness and overall business performance may all be enhanced by implementing the Q 4.0 transition framework.
Findings
The study highlights significant awareness of Q 4.0 in the Indian manufacturing sector that is acquired through various means such as training, experience, learning and research. However, most manufacturing industries in India still follow older quality paradigms. On the other hand, Indian manufacturing industries seem well-equipped to adopt Q 4.0, given practitioners' firm grasp of its concepts and anticipated benefits, including improved customer satisfaction, product refinement, continuous process enhancement, waste reduction and informed decision-making. Adoption hurdles involve challenges including reliable electricity access, high-speed Internet, infrastructure, a skilled workforce and financial support. The study also introduces a transition framework facilitating the shift from conventional methods to Q 4.0, aligned with the principles of the Fourth Industrial Revolution (IR).
Research limitations/implications
This research exclusively examines the manufacturing sector, neglecting other fields such as medical, service, mining and construction. Additionally, there needs to be more emphasis on the Q 4.0 implementation frameworks within the scope of the study.
Originality/value
This may be the inaugural framework for transitioning to Q 4.0 in India's manufacturing sectors and, conceivably, other developing nations.
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Elfi M. Lange and Niloofar Ghotbedini Banadaki
There is an increasing awareness of environmental, social and governance (ESG) factors in the private equity (PE) environment. While many studies deal with the implementation of…
Abstract
Purpose
There is an increasing awareness of environmental, social and governance (ESG) factors in the private equity (PE) environment. While many studies deal with the implementation of ESG in the field of PE, only little is known about how the subcategory venture capital. Therefore, this study aims to answer the questions: What are the motivations for venture capitalists to consider ESG in their investment decisions? How do they implement it and what are the barriers that hinder them?
Design/methodology/approach
An inductive study based on semi-structured interviews with 11 investors of venture capital firms (VCs) was conducted to explore the drivers, the barriers and the strategies to implement ESG in the investment decision-making.
Findings
All investors perceive that ESG will play a major role in investment decisions in the long term. VCs have seen benefits primarily in terms of performance and commercialization of startups that incorporate the ESG aspect. Limited partners are a driving force for change in this process. No standardized framework and lack of resources for implementation are mainly assumed as barriers.
Practical implications
Politics and industry might support particularly smaller VCs in their implementation by providing standardized frameworks. Owing to increasing awareness and interest of ESG criteria among VCs, startups should also address these criteria.
Originality/value
This paper contributes to the literature by examining how ESG is currently considered in VCs’ decisions and what challenges they face. Therefore, this research contributes to the understanding of the decision-making process among venture capitalists.
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Ayodeji Emmanuel Oke, John Aliu, Samuel Bankole Oni and Oluwadamilare Olamide Ilesanmi
The purpose of this study is to investigate the obstacles to mechatronics adoption in the construction industry from a Nigerian perspective. It aims to fill the knowledge gap by…
Abstract
Purpose
The purpose of this study is to investigate the obstacles to mechatronics adoption in the construction industry from a Nigerian perspective. It aims to fill the knowledge gap by focusing on the specific challenges faced in developing countries, considering the unique contexts and constraints of the Nigerian construction industry.
Design/methodology/approach
The study used a comprehensive literature review to identify 26 obstacles to mechatronics adoption. These obstacles were used to develop a well-structured questionnaire, which was then distributed to construction professionals using Google Forms through purposive and snowball sampling techniques. The rankings obtained from the questionnaire responses were analyzed to determine the most significant obstacles.
Findings
The study revealed the top five most significant obstacles to mechatronics adoption in the Nigerian construction industry. These obstacles include high costs of operation and maintenance, resistance to adopting new technologies, a lack of standardized protocols, insufficient maintenance capabilities and a lack of government support. Factor analysis revealed five clusters of obstacles: technological-related factors, economic-related factors, capability-related factors, government-related factors and awareness-related factors.
Practical implications
Findings from this study have the potential to inform decision-making, drive policy changes and guide future research efforts aimed at promoting the widespread adoption of mechatronics technologies, ultimately leading to the transformation and improvement of the construction industry as a whole.
Originality/value
This study contributes to the field of mechatronics adoption in the construction industry by addressing the gap in research specific to developing countries such as Nigeria. By identifying and analyzing the obstacles from a Nigerian perspective, the study offers unique insights and original findings.
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Arpit Singh, Vimal Kumar, Ankesh Mittal and Pratima Verma
This study aims to set out to identify and evaluate potential obstacles to successfully implementing lean construction (LC) as a result.
Abstract
Purpose
This study aims to set out to identify and evaluate potential obstacles to successfully implementing lean construction (LC) as a result.
Design/methodology/approach
Several indicators were recognized as major obstacles following an exhaustive assessment of the literature and a multicriteria decision analysis based on the analytic hierarchy process (AHP) of information obtained from a questionnaire survey that was directed to practitioners in the Indian construction industry.
Findings
The results of this AHP model suggest that “Managerial” and “Inadequate resources” categories with a priority weight of “0.361” and “0.309” have the highest levels of influence, respectively, while “Inadequate knowledge” and “just in time (JIT)” categories with a priority weight of “0.053” and “0.034” have the lowest levels of influence, respectively.
Research limitations/implications
Construction companies can use the study’s findings as a guide to determine whether they are ready to embrace LC, learn more about the components needed for implementation or investigate any challenges that may arise. These businesses can then create plans to promote the adoption and application of the lean philosophy.
Originality/value
The Indian construction industry may see great success with LC management initiatives. LC concepts have been adopted by many nations, but during the past 20 years, there has only appeared to be a limited amount of lean implementation in the Indian construction industry. It seems that several structural and cultural barriers are preventing its effective implementation. Organizations will not be able to determine what improvement efforts are required, where these efforts should be directed or which initiatives could provide the best outcomes if they are unaware of the elements that influence the effective implementation of LC.
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