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1 – 10 of over 72000Mahdi Rezaei, Mohsen Akbarpour Shirazi and Behrooz Karimi
The purpose of this paper is to develop an Internet of Things (IoT)-based framework for supply chain (SC) performance measurement and real-time decision alignment. The aims of the…
Abstract
Purpose
The purpose of this paper is to develop an Internet of Things (IoT)-based framework for supply chain (SC) performance measurement and real-time decision alignment. The aims of the proposed model are to optimize the performance indicator based on integrated supply chain operations reference metrics.
Design/methodology/approach
The SC multi-dimensional structure is modeled by multi-objective optimization methods. The operational presented model considers important SC features thoroughly such as multi-echelons, several suppliers, several manufacturers and several products during multiple periods. A multi-objective mathematical programming model is then developed to yield the operational decisions with Pareto efficient performance values and solved using a well-known meta-heuristic algorithm, i.e., non-dominated sorting genetic algorithm II. Afterward, Technique for Order of Preference by Similarity to Ideal Solution method is used to determine the best operational solution based on the strategic decision maker’s idea.
Findings
This paper proposes a dynamic integrated solution for three main problems: strategic decisions in high level, operational decisions in low level and alignment of these two decision levels.
Originality/value
The authors propose a human intelligence-based process for high level decision and machine intelligence-based decision support systems for low level decision using a novel approach. High level and low level decisions are aligned by a machine intelligence model as well. The presented framework is based on change detection, event driven planning and real-time decision alignment.
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A.J.G. Driessen and A. Molenkamp
Describes the function of operational auditing from a management point of view. Due to opinions on decentralization and the integral management of organizations which have…
Abstract
Describes the function of operational auditing from a management point of view. Due to opinions on decentralization and the integral management of organizations which have gradually been generally adopted, changes are taking place in their design and control. The so‐called integral management concept assumes that more responsibilities are included in line management. As the decision making at strategic level can no longer rely on extensive, hierarchically constructed staff departments, a second opinion function should be incorporated in the decision‐making cycle. Operational auditing as a second opinion function will focus on the infrastructure of organization and information.
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Sameh N. Seleem, El-Awady Attia, Ahmed Karam and Ahmed El-Assal
This paper aims to develop a lean manufacturing road map for industrial firms by selecting the appropriate lean tools relying on the predefined strategic objectives and the firm…
Abstract
Purpose
This paper aims to develop a lean manufacturing road map for industrial firms by selecting the appropriate lean tools relying on the predefined strategic objectives and the firm constraints. It also illustrates how to prioritize these tools considering their interrelationship.
Design/methodology/approach
Relying on the predefined strategic objectives, operational objectives can be set by using the balanced scorecard (BSC). Afterwards, the theory of constraints (TOC) is introduced to investigate the manufacturing system and to determine its constraints. For these constraints, the principle of fault tree analysis (FTA) is used to determine their root causes. Consequently, lean manufacturing tools/initiatives can be proposed. Finally, the fuzzy-decision making trial and evaluation laboratory (fuzzy-DEMATEL) method is implemented to prioritize these initiatives and to construct a suitable lean road map by managing experts’ knowledge.
Findings
The practical results indicate that diagnosing the manufacturing system and managing experts’ knowledge to select the appropriate lean initiatives, and prioritizing these initiatives relying on the understanding of their interrelationship could support achieving the strategic targets without consuming extra time or resources.
Research limitations/implications
The study is limited to manufacturing firms. Besides, it reinforces the need for investigating the effectiveness of the proposed approach on service sectors.
Practical implications
The study provides a methodology with a real application, to manage experts’ knowledge for developing an effective lean improvement road map. The methodology could be adopted by any manufacturing firm.
Originality/value
The study supports decision makers of a firm to select the improvement initiatives by an original structural approach, which integrates BSC, TOC, FTA and fuzzy-DEMATEL. Besides, the interrelationships among the selected lean initiatives are considered, and results show the importance of analysing these interrelationships during the construction of the lean improvement plan. Moreover, its effectiveness and applicability are validated via a practical case study.
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Christine Pelletier and Georges Weil
Regional health care planning deals with the regional healthcare resource location‐allocation problem posed to each public healthcare administration. Up to date, the models…
Abstract
Regional health care planning deals with the regional healthcare resource location‐allocation problem posed to each public healthcare administration. Up to date, the models designed to support this kind of decision failed in their application. We found that the main reason is that often these models restrict the problem to a unique aspect (such as “covering of the territory” or “technique efficiency”), leaving outside a set of very important other dimensions, even if these are usually subjective and difficult to formalise. In this paper we present a method to identify formally these dimensions, by assigning measurable attributes to each of them. At a different level, we propose a hierarchical formulation of the overall objective of the regional healthcare resource planning for the facility systems; in this hierarchy, each leaf term corresponds to a formal evaluation criterion.
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Ricardo Santa, Mario Ferrer, Phil Bretherton and Paul Hyland
The purpose of this paper is to explore the role of cross‐functional teams in the alignment between system effectiveness and operational effectiveness after the implementation of…
Abstract
Purpose
The purpose of this paper is to explore the role of cross‐functional teams in the alignment between system effectiveness and operational effectiveness after the implementation of enterprise information systems (EIS). In addition, it aims to explore the contribution of cross‐functional teams to improvement in operational performance.
Design/methodology/approach
The research uses a combination of qualitative and quantitative methods, in a two‐stage methodological approach, to investigate the influence of cross‐functional teams on the alignment between system effectiveness and operational effectiveness and the impact of the stated alignment on the improvement in operational performance.
Findings
Initial findings suggest that factors stemming from system effectiveness and the performance objectives stemming from operational effectiveness are important and significantly well correlated factors that promote the alignment between the effectiveness of technological implementation and the effectiveness of operations. In addition, confirmatory factor analysis has been used to find the structural relationships and provide explanations for the stated alignment and the contribution of cross‐functional teams to the improvement in operational performance.
Research limitations/implications
The principal limitation of this study is its small sample size.
Practical implications
Cross‐functional teams have been used by many organisations as a way of involving expertise from different functional areas in the implementation of innovative technologies. An appropriate use of the dimensions that emerged from this research, in the context of cross‐functional teams, will assist organisations to properly utilise cross‐functional teams with the aim of improving operational performance.
Originality/value
The paper presents a new approach to measure the effectiveness of EIS implementation by adding new dimensions to measure it.
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Janagaraman Radha, Srikrishna Subramanian, Sivarajan Ganesan and Manoharan Abirami
This study aims to minimize operating cost, adhere to pollution norms and maintain reserve and voltage levels subject to various operational concerns, including non linear…
Abstract
Purpose
This study aims to minimize operating cost, adhere to pollution norms and maintain reserve and voltage levels subject to various operational concerns, including non linear characteristics of generators and fuel limitation issues, which are useful for the current power system applications.
Design/methodology/approach
Improved control settings are required while considering multiple conflicting operational objectives that necessitate using the modern bio-inspired algorithm ant lion optimizer (ALO) as the main optimization tool. Fuzzy decision-making mechanism is incorporated in ALO to extract the best compromise solution (BCS) among set of non-dominated solutions.
Findings
The BCS records of IEEE-30 bus and JEAS-118 bus systems are updated in this work. Numerical simulation results comparison and comprehensive performance analysis justify the applicability of the intended algorithm to solve multi-objective dynamic optimal power flow (DOPF) problem over the state-of-art methods.
Originality/value
Optimal control settings are obtained for IEEE-30 and JEAS-118 bus systems with the objectives of minimizing fuel cost and emission in dynamic environment considering take-or-pay fuel contract issue. The fuzzy supported ALO (FSALO) is applied first time to solve the DOPF problem.
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Daniel E. Ufua, Muktar Itai, Ajay Kumar and Mamdouh Abdulaziz Saleh Al-Faryan
This study is focused on achieving operational resilience through the practices of kaizen across the operational structure. The research is based on a case study of a commercial…
Abstract
Purpose
This study is focused on achieving operational resilience through the practices of kaizen across the operational structure. The research is based on a case study of a commercial livestock farm in Nigeria. The study views the practice of kaizen from the perspective of the commitment of the members of the case study organisation who are directly involved with the operations of the organisation.
Design/methodology/approach
The study applies a qualitative approach to explore the topic, engaging members of the case study organisation in the research to gather relevant data on the implementation of kaizen practices and the drive to attain resilience in the case study organisation. Semi-structured personal interviews and workshops were used for data collection. The study adopts systems theory to explore the topic, identifying and engaging relevant stakeholders.
Findings
Parts of the findings relating to kaizen are the issues with the livestock production process, aggressive leadership and the issue of livestock mortality in the case study organisation. These were discussed based on extant literature. The study affirms the importance of organisational members' commitment and adequate leadership support to achieve sustainable kaizen practices. The study highlights the need to align kaizen practices with relevant organisational practices, such as reward systems and contextual requirements for its implementation in an operational process. The study suggests that further study can focus on the dynamics of the legal system on the implementation of kaizen, especially from a developing economic background like Nigeria, where this study was conducted.
Originality/value
The study projects learning about the spatial factors that can affect the practices of kaizen in critical sectors like livestock management.
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J. Zif and D. Israeli
Discusses marketing boards which have responsibility for directing and guiding major branches of agriculture in countries and are prominent in England, Canada, Australia, New…
Abstract
Discusses marketing boards which have responsibility for directing and guiding major branches of agriculture in countries and are prominent in England, Canada, Australia, New Zealand, Israel and The Netherlands, in addition to some developing countries. Shows marketing boards to be flexible, using wide ranges of farm products, under differing conditions, and can serve different functions. Concentrates primarily on marketing boards and their responsibility for major functions in this article. Defines a marketing board as a compulsory organisation by the government to act as a central marketing authority, operating usually in a specific branch of agriculture, as a coalition of firms and organisations with varying interests and objectives. Aims, first, to analyse and clarify basic objectives of a marketing board; and second, concentrates on recommendations. States there are five basic goal areas in which specific objectives are needed and these are: profitability; productivity; market development; social responsibility; and innovation, goes on to explain these fully. Regarding recommendations these are also listed and discussed individually, and are mentioned above but with different conclusions, of course. Sums up that the five major areas common to most marketing boards have been identified — these goal areas are derived from the concept of a societal marketing board and represent intersectorial interests of the legislative or public representatives.
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Roy Staughton and Robert Johnston
To identify the criteria that operations managers believe make a difference to their business relationships and also to identify where the largest gaps are in terms of their…
Abstract
Purpose
To identify the criteria that operations managers believe make a difference to their business relationships and also to identify where the largest gaps are in terms of their current and required performance.
Design/methodology/approach
This empirical research is based on the findings from six organisations in three different sectors, which formed three pairs of business relationships. It involved interviewing 42 individuals who between them generated over 500 characteristics that they believed made a difference to their relationships. The characteristics were analysed and grouped using open, intuitive and selective coding.
Findings
The research identified six generic criteria that make a difference to business relationships. Managers recognised the need to go beyond traditional measures when characterising and measuring business relationships. Traditional operational performance criteria played only a very limited role in the relationships studied. The greatest gaps between current and required performance were concerned with the non‐operational performance objectives.
Research limitations/implications
There is a need to develop measurement instruments particularly in areas traditionally outside the field of operations management that capture a broad range of characteristics as identified by the six criteria.
Practical implications
Identified the gaps in the assessment of business relationships and the need for better measurement instruments.
Originality/value
The article provides better understanding of the nature of operational business relationships.
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The purpose of this paper is to investigate lean tools correlation, interactions and implementation in manufacturing industry at multinational corporation and its impact on…
Abstract
Purpose
The purpose of this paper is to investigate lean tools correlation, interactions and implementation in manufacturing industry at multinational corporation and its impact on operational performance.
Design/methodology/approach
This paper used a survey questionnaire based on previous work done in the US industry. The questionnaire was distributed to 340 firms in 11 countries in the MENA region. These firms are multinational companies operating in this region post-2001, i.e. Greenfield manufacturing facilities. Total usable responses were 139 from 340 contacted by emails and phone, whereas 15 were face-to-face. The survey included 139 companies of which 66 companies were from North America, 40 from Europe and the rest were from South-East Asia (mainly Japan and South Korea).
Findings
Multinational manufacturing companies in MENA region are at an advanced level of lean implementation. Results present a detailed analysis of the top 16 lean practices and their impact on 15 operational performance metrics. In addition, the results also reveal a correlation and grouping/bundling of the 16 lean tools and their direct influence on the top 8 operational metrics.
Research limitations/implications
Because the sample size only includes multinational companies operating in MENA region, the countries’ social, economic and political issues will directly influence them. For example, some of the countries have no or very weak unions, whereas other countries give the power to the organizations to force restrictions and guidelines that cannot be followed by other organizations. Therefore, the results need to be considered with caution.
Originality/value
Research about lean implementation in MENA region is rare, although few companies implemented lean since day one of their establishment. This research paper provides operations managers and practitioners with a guide that links lean tools implementation to operational performance metrics objectives with more depth and breadth in comparison with previous empirical studies on the topic.
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