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Article
Publication date: 16 July 2021

Jonathan Brodeur, Robert Pellerin and Isabelle Deschamps

This paper aims to propose a collaborative approach model developed based on observations of two aerospace manufacturing small and medium-sized enterprises (SMEs) pursuing…

Abstract

Purpose

This paper aims to propose a collaborative approach model developed based on observations of two aerospace manufacturing small and medium-sized enterprises (SMEs) pursuing their digital transformation toward Industry 4.0.

Design/methodology/approach

This research focuses on two manufacturing SMEs in North America, and data were collected using longitudinal case study and research intervention method. Data collection was performed through observation and intervention within the collaborative projects over 18 months.

Findings

A model of a collaborative approach to digital transformation (CADT) for manufacturing SMEs was produced. Based on the study findings, the collaboration manifests itself at various stages of the transformation projects, such as the business needs alignment, project portfolio creation, technology solution selection and post-mortem phase.

Research limitations/implications

Research using the case study method has a limitation in the generalization of the model. The CADT model generated in this study might be specific to the aerospace manufacturing industry and collaboration patterns between manufacturing SMEs. The results could vary in different contexts.

Practical implications

The proposed CADT model is particularly relevant for manufacturing SMEs' managers and consultants working on digital transformation projects. By adopting this approach, they could better plan and guide their collaboration approach during their Industry 4.0 transformation.

Originality/value

This research provides a new perspective to digital transformation approaches in the aerospace industry. It can be integrated into other research findings to formulate a more integrated and comprehensive CADT model in industries where SMEs are significant players.

Details

Journal of Manufacturing Technology Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 6 January 2021

Bhavya Pande and Gajendra Kumar Adil

Sustainable manufacturing is gaining prominence in light of the rising environmental and social concerns worldwide. One major task to enhance manufacturing sustainability…

Abstract

Purpose

Sustainable manufacturing is gaining prominence in light of the rising environmental and social concerns worldwide. One major task to enhance manufacturing sustainability is assessment of the current state of sustainability of a manufacturing firm. This paper reviews the existing sustainability assessment approaches applicable for manufacturing firms and observes that most of these approaches are not easy to apply for reasons such as high amount of skill, data and time requirement. Towards bridging this gap, this study proposes a sustainability assessment approach.

Design/methodology/approach

The assessment approach proposed in the paper uses a predefined list of potential sustainable manufacturing practices (SMPs) covering the primary and support activity domains of a manufacturing firm's value chain. It proposes a method to assess the extent of implementation of SMPs and identify associated drivers and barriers for each SMP area/category along the value chain of a firm as well as at overall firm level. A case study from textile industry is presented to demonstrate the utility of this approach.

Findings

The sustainability assessment approach adopted in this study uses less time and skills as well as ensures comprehensive coverage of SMPs. It provided valuable information to the management of the case company on how sustainable their practices are and why?

Originality/value

The study highlights the importance of sustainability assessment at SMP area/category level as well as explores practice area/category specific drivers and barriers. It provides a useful approach for a quick assessment of the current state of sustainability in manufacturing firms.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 30 April 2021

Aouag Hichem, Soltani Mohyeddine and Kobi Abdessamed

The purpose of this paper is to develop a model for sustainable manufacturing by adopting a combined approach using AHP, fuzzy TOPSIS and fuzzy EDAS methods. The proposed…

Abstract

Purpose

The purpose of this paper is to develop a model for sustainable manufacturing by adopting a combined approach using AHP, fuzzy TOPSIS and fuzzy EDAS methods. The proposed model aims to identify and prioritize the sustainable factors and technical requirements that help in improving the sustainability of manufacturing processes.

Design/methodology/approach

The proposed approach integrates both AHP, Fuzzy EDAS and Fuzzy TOPSIS. AHP method is used to generate the weights of the sustainable factors. Fuzzy EDAS and Fuzzy TOPSIS are applied to rank and determine the application priority of a set of improvement approaches. The ranks carried out from each MCDM approach is assessed by computing the spearman's correlation coefficient.

Findings

The results reveal the proposed model is efficient in sustainable factors and the technical requirements prioritizing. In addition, the results carried out from this study indicate the high efficiency of AHP, Fuzzy EDAS and Fuzzy TOPSIS in decision making. Besides, the results indicate that the model provides a useable methodology for managers' staff to select the desirable sustainable factors and technical requirements for sustainable manufacturing.

Research limitations/implications

The main limitation of this paper is that the proposed approach investigates an average number of factors and technical requirements.

Originality/value

This paper investigates an integrated MCDM approach for sustainable factors and technical requirements prioritization. In addition, the presented work pointed out that AHP, Fuzzy EDAS and Fuzzy TOPSIS approach can manipulate several conflict attributes in a sustainable manufacturing context.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

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Article
Publication date: 1 August 1998

David E. Bowen and William E. Youngdahl

The desirability of transferring manufacturing logic and practices to service operations, strongly advocated by Levitt (1972; 1976) in two classic Harvard Business Review

Abstract

The desirability of transferring manufacturing logic and practices to service operations, strongly advocated by Levitt (1972; 1976) in two classic Harvard Business Review articles two decades ago, is now commonly challenged by both service researchers and practitioners. We defend a “production‐line approach to service” by arguing that services can “reindustrialize” by applying revised, progressive manufacturing technologies. We describe how services businesses such as Taco Bell, Southwest Airlines, and Shouldice Hospital have mastered what we call “lean” service ‐ the application of lean manufacturing principles to their own service operations. Overall, services tend to be innovation laggards, compared to manufacturing. Looking ahead, mass customization can be viewed as the convergence of service and manufacturing logic.

Details

International Journal of Service Industry Management, vol. 9 no. 3
Type: Research Article
ISSN: 0956-4233

Keywords

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Article
Publication date: 12 February 2019

Saumyaranjan Sahoo

The purpose of this paper is to provide sector-specific empirical evidence on the comparative evaluation of total productive maintenance (TPM) and total quality management…

Abstract

Purpose

The purpose of this paper is to provide sector-specific empirical evidence on the comparative evaluation of total productive maintenance (TPM) and total quality management (TQM) approaches, implemented exclusively and collectively on improving manufacturing business performance.

Design/methodology/approach

This paper develops a multi-sector analysis framework to comparatively assess the synergistic and standalone effect of TPM and TQM improvement approaches. A total of 231 manufacturing organizations from food and beverages, textiles and electrical and electronics sectors have been extensively surveyed. These firms were further clustered into TPM focus, TQM focus and integrated TPM×TQM on the basis of their primary manufacturing strategy. Comparative assessment of these three manufacturing approaches has been evaluated using t-test statistics.

Findings

This paper highlights that adoption of integrated TPM×TQM approach is beneficial for food and beverages and electrical and electronics sectors. However, this supposition is rejected for firms operating in the textile sector.

Research limitations/implications

The findings of this research are still exploratory. Future research using countrywide and cross-country approach can be undertaken to statistically generalize the findings of the present research. In-depth case studies are needed to further validate the findings of the study empirically.

Practical implications

The result of this study help managers and practitioners to make manufacturing strategic decision based on the nature of their operating business sector regarding adoption of TPM and TQM practices, which will further revive their firm’s competitiveness.

Originality/value

Every operating sector embraces a diversity of manufacturing activities based upon their competing priorities. This paper makes an attempt to present a multi-sectoral evaluation of joint implementation and effect of manufacturing programs.

Details

Journal of Quality in Maintenance Engineering, vol. 25 no. 3
Type: Research Article
ISSN: 1355-2511

Keywords

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Article
Publication date: 7 December 2020

Hichem Aouag, Mohyiddine Soltani and Mohamed Djamel Mouss

This paper aims to investigate an integrated approach that aims at enhancing the application process of value stream mapping (VSM) method. It also proposes an extended VSM…

Abstract

Purpose

This paper aims to investigate an integrated approach that aims at enhancing the application process of value stream mapping (VSM) method. It also proposes an extended VSM called Economic and Environmental VSM(E-EVSM). The proposed approach highlights the improvement of economic and environmental performances.

Design/methodology/approach

The proposed approach has studied the integration of VSM, fuzzy decision-making trial and evaluation laboratory (DEMATEL) and fuzzy quality function deployment (QFD) to improve the economic and environmental performances of manufacturing processes. The VSM method is used for data collection and manufacturing process assessment, whereas fuzzy DEMATEL is used to analyse the current state map. Finally, fuzzy QFD is used to organize the improvement phase of VSM method.

Findings

The clear findings of this research prove the effectiveness of VSM method on the environmental and economic performances of manufacturing processes. In addition, the proposed approach will show the advantages of fuzzy DEMATEL and fuzzy QFD approaches in improving the application of the VSM method.

Research limitations/implications

The limitation of this study includes the lack of consideration of other dimensions such as social, technological and managerial. In addition, the proposed approach studied an average set of environmental and economic indicators.

Originality/value

The novelty of the proposed approach is proved by the development of an extended VSM method (E-EVSM). Also, the proposed approach contributes by a new methodology for analysing and improving the current state map of manufacturing processes.

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Article
Publication date: 9 April 2020

Vikas Swarnakar, Anil Kr Tiwari and A.R. Singh

The purpose of this study is to identify, evaluate and develop a structured model to measure the interrelation between critical failure factors (CFFs) that affects the…

Abstract

Purpose

The purpose of this study is to identify, evaluate and develop a structured model to measure the interrelation between critical failure factors (CFFs) that affects the implementation of the sustainable Lean Six Sigma (SLSS) framework in a manufacturing organization. Further solution approaches have been provided that inhibit those CFFs and help in successful implementation of the framework.

Design/methodology/approach

To find the interrelation among the selected CFFs and develop a systematic structured model, a total interpretive structural modeling (TISM) approach has been used. A 13-level model for selected CFFs has been formed after the application of the TISM approach. Further classification of CFFs has been performed for a better understanding of their nature through MICMAC analysis.

Findings

A total of 26 SLSS CFFs have been identified through a detailed study of case organization, various literature reviews and experience of panel experts toward developing a systematic model of CFFs. The solution approach has been provided by panel experts based on their industrial experiences after observing the role of CFFs in the developed model. Based on the analysis, it was found that most dependent and dominant CFFs affect the implementation of the SLSS framework in the case organization.

Practical implications

This study helps SLSS practitioners, project managers, decision-makers and academicians of manufacturing industries to a better understanding of the failure factors and their interrelations while implementing the SLSS framework in manufacturing organizations. This study also guides the systematic solution approach which helps in tackling such problems that occurred in manufacturing organizations.

Originality/value

In this study, the TISM-based structural model of CFFs for implementing the SLSS framework in manufacturing organizations has been proposed which is a very new effort in the area of a manufacturing environment.

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Article
Publication date: 24 October 2018

Gulshan Chauhan and Viral Chauhan

Today, manufacturing companies are facing a fierce competition and are under great pressure to cut costs for survival in the market. So emphasis is given to enhance…

Abstract

Purpose

Today, manufacturing companies are facing a fierce competition and are under great pressure to cut costs for survival in the market. So emphasis is given to enhance quality, minimize waste, customer delight and increasing productivity through reduction in wastage of resources. But, most companies hesitate to implement all measures simultaneously to acquire lean manufacturing because of some practical/ capital constraints. Therefore, the purpose of this paper is to develop a phase-wise approach to implement lean manufacturing.

Design/methodology/approach

The paper opted for an exploratory study using the qualitative flexible system methodology framework proposed by Sushil (1994) and options field methodology proposed by Warfield (1982, 1990) including rigorous group discussion comprising the employees representing middle and senior management with productivity improvement backgrounds. The response of experts was recorded using a specially designed instrument in the light of the parameters suggested in group discussion. The measures/ actions were arranged in the decreasing order of their cumulative score.

Findings

The paper provides a phase-wise approach to implement lean manufacturing. Mixed approach is preferred over the other three approaches to implement lean manufacturing. Thirty measures/actions contributing to mixed approach are identified to implement lean manufacturing in three phases. A three-phase approach is developed: 10, 14 and six measures in the first, second and third phases, respectively, are identified to implement lean manufacturing after considering the practical constraints faced by the companies.

Research limitations/implications

All the measures/actions suggested to implement lean manufacturing are focused on the engineering manufacturing industry. Thus, the research results may lack generalizability and are limited to engineering manufacturing industry. The model developed in this research is based upon experts’ opinions. The experts’ opinion may be biased. The results of the model may vary in the real-world setting.

Practical implications

The present paper provides guidelines to practitioners for implementing lean manufacturing in phases. Hopefully, this study will motivate the firm’s management for implementing lean manufacturing and limiting the effect of practical constraints and scarcity of resources.

Originality/value

This paper fulfills and identifies the need to develop an approach to implement lean manufacturing phase wise because of practical constraints.

Details

International Journal of Lean Six Sigma, vol. 10 no. 1
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 1 August 1998

Gianluca Spina

This paper is aimed at overcoming the contrast between the paradigmatic views and the strategic approaches to manufacturing. It challenges the idea that the paradigmatic…

Abstract

This paper is aimed at overcoming the contrast between the paradigmatic views and the strategic approaches to manufacturing. It challenges the idea that the paradigmatic perspective actually narrows the strategic space for manufacturers to build their own competitive advantages, because it drives them to conform to emerging best practice. The empirical evidence is drawn from a global sample of 79 production units in the engineering industry that revealed consistent orientation to the strategically flexible production, an emerging manufacturing paradigm characterised by three generic principles to organise and manage production systems, namely: multi‐focusedness and strategic flexibility; integration of business processes across functions and firms’ boundaries; and process ownership, i.e. delegation, involvement and harnessing of intellectual capabilities of the workers. The purpose of the article is twofold: first, to verify the existence of different manufacturing strategies within strategically flexible production, in terms of improvement goals and innovative programs; and, second, to build an empirically‐based taxonomy of such strategies.

Details

International Journal of Operations & Production Management, vol. 18 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 1 February 1993

K.C. Chan

The ideas expressed in this work are based on those put intopractice at the Okuma Corporation of Japan, one of the world′s leadingmachine tool manufacturers. In common…

Abstract

The ideas expressed in this work are based on those put into practice at the Okuma Corporation of Japan, one of the world′s leading machine tool manufacturers. In common with many other large organizations, Okuma Corporation has to meet the new challenges posed by globalization, keener domestic and international competition, shorter business cycles and an increasingly volatile environment. Intelligent corporate strategy (ICS), as practised at Okuma, is a unified theory of strategic corporate management based on five levels of win‐win relationships for profit/market share, namely: ,1. Loyalty from customers (value for money) – right focus., 2. Commitment from workers (meeting hierarchy of needs) – right attitude., 3. Co‐operation from suppliers (expanding and reliable business) – right connections., 4. Co‐operation from distributors (expanding and reliable business) – right channels., 5. Respect from competitors (setting standards for business excellence) – right strategies. The aim is to create values for all stakeholders. This holistic people‐oriented approach recognizes that, although the world is increasingly driven by high technology, it continues to be influenced and managed by people (customers, workers, suppliers, distributors, competitors). The philosophical core of ICS is action learning and teamwork based on principle‐centred relationships of sincerity, trust and integrity. In the real world, these are the roots of success in relationships and in the bottom‐line results of business. ICS is, in essence, relationship management for synergy. It is based on the premiss that domestic and international commerce is a positive sum game: in the long run everyone wins. Finally, ICS is a paradigm for manufacturing companies coping with change and uncertainty in their search for profit/market share. Time‐honoured values give definition to corporate character; circumstances change, values remain. Poor business operations generally result from human frailty. ICS is predicated on the belief that the quality of human relationships determines the bottom‐line results. ICS attempts to make manifest and explicit the intangible psychological factors for value‐added partnerships. ICS is a dynamic, living, and heuristic‐learning model. There is intelligence in the corporate strategy because it applies commonsense, wisdom, creative systems thinking and synergy to ensure longevity in its corporate life for sustainable competitive advantage.

Details

Industrial Management & Data Systems, vol. 93 no. 2
Type: Research Article
ISSN: 0263-5577

Keywords

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