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The essential investments in new product development (NPD) made by industrial companies entail effective management of NPD activities. In this context, performance measurement is one of the means that can be employed in the pursuit of effectiveness.

The purpose of this paper is to present the results on a model for manufacturing under the constraints and conditions of mass customization environment.

The proposed model is based on manufacturing features and entails the concept of modular design. That is, manufacturing features are identified and analyzed in a way that enables the generation of what is called “manufacturing core”. Manufacturing cores are semi‐finished products that have certain manufacturing features. The core can be used to manufacture a range of products after conducting certain manufacturing processes. Manufacturing cores are generated through two phases of optimization. The first phase is known as product's manufacturing features analysis which includes starting features identification. The second phase is known as manufacturing cores formation that ends with generation of manufacturing cores.

The methodology is implemented on real products (flanges) as a case study. The proposed model for mass customization is compared at make‐to‐stock and make‐to‐order policies in terms of a burden which includes the time and the cost that are required to fulfil a production order. Applying the proposed model of mass customization entails the minimum total burden required.

When the number of generic and variant features increases, an automated feature‐recognition module or sub‐system is required to facilitate the extraction of manufacturing features.

The proposed methodology is used for design of customized product through the application of integrated design for modularity and mass customization approach for production.

The proposed methodology entails development of semi‐finished products based on manufacturing features that can be used for design and manufacturing of a range of products.

Total productive maintenance and total quality management are two lean manufacturing initiatives that are used by manufacturing plant managers to improve operations capabilities. The purpose of this paper is to investigate the effects of standalone lean practices and lean bundles on manufacturing business performance.

A quantitative approach was used. The survey data were drawn from 160 manufacturing organizations in India. The respondent companies were grouped on the basis of the duration of lean production in operation and then classified based on the profile of their operations strategy. The approach, based on comparative assessment between standalone lean practices and lean bundles, has been directed toward justification of lean bundles for its support to competitive manufacturing in the context of the Indian manufacturing sector.

The paper establishes the long-term effects of lean bundles in significantly improving manufacturing business performance as compared to standalone lean practices. Further findings of the study revealed the significance of the duration of lean production in operation in achieving higher levels of manufacturing business performance.

The study is cross-sectional in nature. It would be interesting to test the analytical framework adopted for this study for more industries and in different countries. The use of subjective measures in survey questionnaire is also another limitation of the study.

This study offers clear implications for practitioners, proving that they should give higher emphasis on the implementation of lean bundles using total productive maintenance and total quality management practices together, to prioritize their product, production and business strategies, to achieve sustainable competitive advantage.

This paper empirically examines and evaluates the effect of lean practices and bundles in the context of medium- and large-sized manufacturing industries in India. Besides, there are very few studies that comparatively assess the differences in performance contribution of various lean operational strategies considering duration of implementation of lean. Also, the theoretical contribution of the study establishes the essence of integrating total productive management and total quality management for attaining world class manufacturing is of high value.

Where does one need to intervene in to be most effective? The purpose of this study is to rank areas of the resource system, according to how much of a change can be expected from interventions in an area, in relation to the problem of depleting resources.

Principles of structured analysis are used to model how society uses resources. From this model, nine intervention areas are defined. These intervention areas are ranked in terms of effectiveness, through the use of the analytic hierarchy process.

To be most effective, one must prioritize intervention areas as follows: material inputs to the operation phase; process inputs to the operation phase; products’ longevity; process inputs to the manufacturing phase; and material inputs to the manufacturing phase.

Most decisions are not made on the basis of rigorous analysis but by using heuristics (rules of thumb). The results of this study are expressed as rules of thumb. They can help decision makers prioritize what is most important, but without imposing new ways of working.

In the construction domain, heuristics that generalize the impact of actions (content), instead of intervention areas (context), currently seem to prevail. The heuristics of this study generalize the impact of intervention areas. Therefore, they provide an extra perspective for many decision makers. This extra perspective can help reduce mistakes that are typically made by oversimplifying matters.

The purpose of this paper is to develop and test a quality management system (QMS) implementation process for a medical devices manufacturer, which are covered by ISO 13485:2007 and RDC No. 59:2000 and based on operations strategy content definitions.

The research strategy is based on the Cambridge approach which is supported by action research techniques for producing “application” processes. This research strategy is also known as the “Process Approach” or “the Engineering Approach” and was developed in the mid-1990s by researchers from the “Institute for Manufacturing” (IFM/University of Cambridge).

The results reveal how real conditions “shape” implementation, indicating solutions for integrating procedures for performance and control indicators that represent manufacturing strategy objectives. The regulatory framework and the manufacturing environment offer these real conditions. The operations strategy that is underlying implementation shows how to reconcile regulation and strategy through its content.

The developed process can be improved by increasing the number of test cases until they bring no new contributions for its evolution. However, because it is a long-term and complex implementation process, the present research was concluded with a full understanding of process development.

The QMS implementation process based on the Cambridge Engineering approach creates several opportunities for discussing QMS design requirements, but also in testing procedures for quality policy deployment. Learning by doing is a practical contribution of the process as a participative component effectively applied in different moments at the mentioned workshops – WSH. The logical organization of the QMS implementation process shows causalities among manufacturing strategy, QMS and performance measurements, creating strategic coherence among the connected elements.

Although many studies had approached the QMS implementation, few of them actually addressed the system integration with the business strategic objectives. None of the studies to date related the implementation to the ISO 13485:2003 and the RDC No. 59.

The integration of design and manufacturing operations within the firm has been much discussed, particularly with respect to the development of a concurrent engineering approach to product development. Where product development activities occur between firms, the issue of design and manufacturing integration is less well developed. The notion of networked firms and partnership development requires consideration of how product development activities will be managed in the future. The outsourcing of design and manufacturing is becoming prevalent. Firms are involving their suppliers in both design and manufacturing. The need for cross‐functional inputs necessitates consideration of how coordination and integration can be sustained across this inter‐firm relationship. This article proposes a typology of inter‐firm mechanisms, which firms are using to integrate design and manufacturing operations in product development. It is based on a review of literature on design‐manufacturing integration at the inter‐firm level.

The challenges faced by China's high-end equipment manufacturing (HEEM) industry are becoming clearer in the process of global supply chain (GSC) reconfiguration. The purpose of this study is to investigate how China's HEEM industry has been affected by the GSC reconfiguration, as well as its short- and long-term strategies.

The authors adopted a multi-method approach. Interviews were conducted in Phase 1, while a three-round Delphi survey was conducted in Phase 2 to reach consensus at the industry level.

The GSC reconfiguration affected China's HEEM supply chain (SC). Its direct effects include longer lead times, higher purchasing prices and inconsistent supply and inventory levels of key imported components and materials. Its indirect effects include inconsistent product quality and cash flows. In the short term, China's HEEM enterprises have sought to employ localized substitutes, while long-term strategies include continuous technological innovation, industry upgrades and developing SC resilience.

This study not only encourages Chinese HEEM enterprises to undertake a comprehensive examination of their respective industries but also provides practical insights for SC scholars, policymakers and international stakeholders interested in how China's HEEM industry adapts to the GSC reconfiguration and gains global market share.

The purpose of this paper is to compare environmental performance of two shackle insulator manufacturing enterprises in India by evaluating and quantifying the life cycle environmental impacts in these enterprises using ISO 14040 guidelines.

All relevant life cycle phases – raw material, manufacturing, transportation and disposal – are considered. Primary inventory data for the two enterprises are collected through observations of processes at the sites. Ecoinvent 3.0 database is used as secondary data source. Process flow models are developed using Umberto software. ReCiPe impact assessment methodology is adopted to calculate environmental impacts in terms of endpoint categories of ecosystem quality, human health and resource availability; and midpoint categories of climate change, fossil depletion, human toxicity, metal depletion, ozone depletion, terrestrial acidification and water depletion.

This study has found that manufacturing phase followed by raw material extraction and transportation phases are responsible for most of the environmental impacts. This study also found that raw materials used in glaze preparation (manganese and ferrite), electricity, heavy fuel oil (C-9) and cotton have high environmental impacts in the manufacturing phase.

The limitation of this study is that most of the inventory data are collected from only two manufacturing plants.

The researchers/enterprises can use the knowledge body for modelling and result comparison under different conditions. The enterprises can do the micro analysis of environmental effects of processes to improve environmental as well as economic performance. The government agencies can use the data for policy development and deployment.

The main contribution of the research is the creation of a knowledge body in the area of ceramic product environmental impacts. The paper provides inventory for the life cycle assessment (LCA) of shackle insulators using primary source (measured values) as no secondary data source is available for the shackle insulators. The inventory and results of this study can be used as reference for the future LCA studies in ceramic industry.

Exoskeletons are mechanical structures that humans can wear to increase their strength and endurance. The purpose of this paper is to explain how exoskeletons can be used to improve performance across five phases of manufacturing.

Multivocal literature review, encompassing scientific literature and the grey literature of online reports, etc., to inform comprehensive, comparative and critical analyses of the potential of exoskeletons to improve manufacturing performance.

There are at least eight different types of exoskeletons that can be used to improve human strength and endurance in manual work during different phases of production. However, exoskeletons can have the unintended negative consequence of reducing human flexibility leading to new sources of musculoskeletal disorders (MSD) and accidents.

Findings are relevant to function allocation research concerned with manual production work. In particular, exoskeletons could exacerbate the traditional trade-off between human flexibility and robot consistency by making human workers less flexible.

The introduction of exoskeletons requires careful health and safety planning if exoskeletons are to improve human strength and endurance without introducing new sources of MSD and accidents.

The originality of this paper is that it provides detailed information about a new manufacturing technology: exoskeletons. The value of this paper is that it provides information that is comprehensive, comparative and critical about exoskeletons as a potential alternative to robotics across five phases of manufacturing.

Agile manufacturing is a new and revolutionary way of manufacturing and assembling products. It is the next logical step in the evolutionary chain of manufacturing technologies, following on the heels of its predecessors, craft production, mass production, and lean production. This paper explains what agile manufacturing is, and what needs to be done to successfully pave the way for its implementation. Successful implementation requires changes in five areas: government regulation, business cooperation, information technology, reengineering, and employee flexibility. The potential benefits of successfully implementing agile manufacturing are much too great for an organization to overlook, as are the potential consequences of failing to implement it. Though many organizations have made strides toward implementing agile manufacturing, there is much work that needs to be done. Corporations need the backing of strong infrastructure to make agile manufacturing successful. This will require cooperation between government and business.