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1 – 10 of over 130000Process capability indices as an important kind of indices are intended to provide single‐number assessments of the inherent process capability to meet specification limits on…
Abstract
Process capability indices as an important kind of indices are intended to provide single‐number assessments of the inherent process capability to meet specification limits on quality characteristic(s) of interest. In this paper the condition for the application of process capability indices is analyzed. On the basis of process capability indices, dynamic process capability indices as a new kind of indices to show the current process capability are discussed and the condition for the application of dynamic process capability indices is exhibited. Comparison between process capability index and dynamic process capability index and comparison between Dp and Dpk are made and the conclusions provide the approach for process control. According to the requirement of process capability indices provided by customer, quality control based on process capability indices dynamic process capability indices is ciscussed.
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Assert that capability indices quantify process improvement in a simple way and, when used correctly, provide relevant benchmarks. Considers it important that managers fully…
Abstract
Assert that capability indices quantify process improvement in a simple way and, when used correctly, provide relevant benchmarks. Considers it important that managers fully understand the power and limitations of this quality tool. Asserts the process is on target when Cp and Cpk are equal. Contends that the observed differences are due to sampling error and that any capability index is simply an estimate of an unknown value. Concludes that the measurement of process capability and the assessment on internal and external suppliers performance using indices, is now widespread. Despite any problems, process capability indices are preferable to many other measures of process or supplier performance.
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Lee‐Ing Tong and Jann‐Pygn Chen
When the process probability distribution is non‐normal or is unknown, the process mean and standard deviation may not properly describe the distribution’s shape. Consequently…
Abstract
When the process probability distribution is non‐normal or is unknown, the process mean and standard deviation may not properly describe the distribution’s shape. Consequently, the traditional process capability indices (PCI) Cp, Cpk, Cpm and Cpmk cannot express the actual process capability. This paper presents a procedure to construct lower confidence limits for PCIs when the process distribution is unknown. First, the order statistics are utilized to find the estimators of Cp, Cpk, Cpm and Cpmk. Bootstrap simulation method is then utilized to construct the lower confidence limits of PCIs, thereby allowing the process’s capability to be evaluated. A numerical example demonstrates the effectiveness of the proposed procedure.
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P. Castagliola, P. Maravelakis, S. Psarakis and K. Vännman
The purpose of this paper is propose a methodology for monitoring industrial processes that cannot be stabilized, but are nevertheless capable.
Abstract
Purpose
The purpose of this paper is propose a methodology for monitoring industrial processes that cannot be stabilized, but are nevertheless capable.
Design/methodology/approach
The proposed procedure uses the CP(u,v) family of capability indices proposed by Vännman (including the indices CPK, CPM, CPMK) combined with one‐sided two‐out‐of‐three and three‐out‐of‐four run rules strategies.
Findings
This paper introduces a new strategy, where capability indices are monitored in place of the classical sample statistics like the mean, median, standard deviation or range.
Practical implications
When doing a capability analysis it is recommended to first check that the process is stable, e.g. by using control charts. However, there are occasions when a process cannot be stabilized, but is nevertheless capable. Then the classical control charts fail to efficiently monitor the process position and variability. The approach suggested in this paper overcomes this problem.
Originality/value
The experimental results presented in this paper demonstrate how the new proposed approach efficiently monitors capable processes by detecting decreases or increases of capability level.
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Part I of this chapter applies the principles of the philosophy of science and the derived scientific method to analyze the foundational concepts and core proposition of the…
Abstract
Part I of this chapter applies the principles of the philosophy of science and the derived scientific method to analyze the foundational concepts and core proposition of the Resource-Base View (RBV) as popularized by Barney (1986, 1991, 1997). This analysis identifies seven fundamental conceptual deficiencies and logic problems in Barney's conceptualization of “strategically valuable resources” and in Barney's VRIO framework for identifying strategically valuable resources that can be sources of sustained competitive advantage. Three problems – the Value Conundrum, the Tautology Problem in the Identification of Resources, and the Absence of a Chain of Causality – relate to the RBV's and VRIO's failure to provide an adequate conceptual basis for identifying strategically valuable resources. The Uniqueness Dilemma, the Cognitive Impossibility Dilemma, and an Asymmetry in Assumptions about Resource Factor Markets result in an inability of the VRIO framework to support identification of resources that can be sources of sustained competitive advantage. More fundamentally, the core proposition of the RBV – that resources that are strategically valuable, rare, inimitable, and organizationally embedded are sources of sustainable competitive advantage – is argued to result directly in the Epistemological Impossibility Problem that precludes use of the scientific method in RBV research. This chapter argues that until these conceptual deficiencies and logic problems are recognized and remedied, the RBV – in spite of its current popularity – is and will remain theoretically sterile and incapable of contributing in any systematic way to the development of strategy theory.
Part II of this chapter then suggests how foundational concepts developed within the competence perspective on strategy provide essential remedies for the identified deficiencies and problems in the RBV – and thereby provide a more conceptually adequate basis for representing the nature of firms in the scientific study of their interactions and competitive outcomes.
A majority of products for manufacturing or consumers have multiple characteristics that must meet the requirements of the customer. For example, a steel beam any have dimensional…
Abstract
A majority of products for manufacturing or consumers have multiple characteristics that must meet the requirements of the customer. For example, a steel beam any have dimensional tolerances on its length, width, or height and functional tolerances on its strength. The characteristics are influenced by different processes that create the product. For an individual characteristic, process capability measures exist that convey the degree to which the characteristic meets the specification requirements. Such measures may indicate the proportion of nonconforming product related to the particular characteristic, under some distributional assumptions of the characteristic. For products with multiple characteristics, the unit costs of rectification may be different, making the satisfaction of some characteristics meeting customer requirements more important than others. In this paper, an aggregate process capability performance measure is developed that considers the relative importance of the characteristic based on unit costs of nonconformance. Based on the aggregate measure, appropriate process capability measures for the individual measures are also derived. Bounds on the aggregate capability measures are also established.
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Inêz Manuele dos Santos, Caroline Maria de Miranda Mota and Luciana Hazin Alencar
This paper aims to propose a conceptual framework to integrate a maturity model to the supply chain (SC) strategy, in order to understand how a maturity model can be useful in…
Abstract
Purpose
This paper aims to propose a conceptual framework to integrate a maturity model to the supply chain (SC) strategy, in order to understand how a maturity model can be useful in diagnosing and developing the capabilities of SC business processes (BPs) to meet SC's strategy.
Design/methodology/approach
The proposed framework was based on an SC strategy framework, in which a maturity model was added in order to diagnose and identify SC process capabilities that need to be developed, per maturity level, according to the type of SC strategy and the competitive strategy. A grid was proposed to analyze the relationship between them. An exploratory case study (multiple cases) was applied to verify the applicability of the model.
Findings
Findings indicate that a maturity model can delimit and align, as far as the company needs to reach, the SC strategic interests with the company's competitive objectives. However, some barriers and facilitating factors implicit can impact on this alignment. It is also noted that the maximum level of SC management (SCM) maturity may not be in the strategic interest of the company.
Originality/value
Due to the few empirical studies on the value of maturity models, this research contributes to the understanding of the usefulness of an SC process maturity model for the SC strategy. Moreover, the framework can show how a maturity model can serve as a parameter and guide to develop the capabilities of processes, resources and activities to meet the SC strategy and the reach of the competitive strategy.
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Ali Zeinal Hamadani and Rouhangiz Ebadi
The purpose of this paper is to introduce a modified MCp by considering the effect of gauge measurement error on the multivariate process capability index.
Abstract
Purpose
The purpose of this paper is to introduce a modified MCp by considering the effect of gauge measurement error on the multivariate process capability index.
Design/methodology/approach
In this paper, the effect of measurement system on the quality characteristics appears as coefficient matrix A which changes the variance‐covariance matrix of quality characteristics ∑, into A ∑. In this case, the authors investigate the properties of multivariate index and present adjusted confidence intervals and critical values for capability testing purpose of this index.
Findings
The results show that the simplicity of the obtained index, calculating the true process capability by using empirical process capability and also computing the critical value and power of the process capability testing is simpler in this modified approach.
Originality/value
The results presented in this paper would help practitioners to determine their actual process capability and see if their processes meet the preset capability requirement, and then make reliable decisions.
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Claus Nottbrock, Amy Van Looy and Steven De Haes
Organizations invest in novel digital innovations to improve their business processes. These innovations, including Industry 4.0 technologies, enable full organizational…
Abstract
Purpose
Organizations invest in novel digital innovations to improve their business processes. These innovations, including Industry 4.0 technologies, enable full organizational integration with business process management (BPM), thereby requiring interorganizational relationship (IOR) capabilities. Many organizations lack knowledge about areas of interorganizational (IO) capability for integrating digital innovations into their value chains. They therefore have difficulty understanding that, as a socio-technical concept, digitalization surpasses the intraorganizational level and requires tools to develop mandatory IOR capabilities. The authors’ systematic literature review (SLR) explores these capabilities within the discipline of BPM. The purpose of this paper is to address this issue.
Design/methodology/approach
This SLR follows the standard methodology for structuring a broad research field. The authors assessed capabilities relevant to manufacturing organizations from 58 academic articles published between 2011 and 2021.
Findings
Building on existing firm-centric capability frameworks, the authors developed individual capabilities into a novel framework of digital interorganizational value chain (DIOVC). The authors’ conceptual model provides a basis for researchers and practitioners to consider capabilities and the theoretical spectrum of IO value chains.
Research limitations/implications
Future studies should validate these DIOVC capabilities as input for an updated model of BPM maturity aimed at improving business process performance through digital innovations.
Practical implications
This study provides organizations with IOR knowledge, supports decision makers in governing digital innovations and develops IO capabilities to improve their value chain performance.
Originality/value
The authors’ DIOVC capability framework is robust, with constructs and dimensions grounded in the literature, demonstrating theoretical and practical relevance.
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Farzana Parveen Tajudeen, Devika Nadarajah, Noor Ismawati Jaafar and Ainin Sulaiman
Based on the dynamic capability theory (DCT), this study examines the role of digitalisation vision and the impact of key information technology (IT) strategies, such as IT…
Abstract
Purpose
Based on the dynamic capability theory (DCT), this study examines the role of digitalisation vision and the impact of key information technology (IT) strategies, such as IT flexibility, IT integration and IT agility, on organisations' process innovation capability and the subsequent impact these may have on innovation performance.
Design/methodology/approach
Data for this study were collected from 153 public listed organisations in Malaysia. The survey questionnaire method was used to collect the data from the organisations' representatives.
Findings
Results showed that it is important for organisation to have a strategic digitalisation vision to improve their process innovation capabilities. IT agility and IT integration also had a significant positive relationship with the process innovation capabilities of the organisations, which in turn had a positive impact on innovation performance.
Originality/value
Digital transformation and innovation are crucial for organisations to survive in the era of Industry 4.0. However previous studies have not captured the role of digitalisation vision, strategic IT components and its impact on process innovation capabilities. The current study filled up the gap and examined these relationships. The outcome of this study provides valuable insights for managers to understand the importance of digitalisation and the need to focus on key IT strategies. Such insights can be used to improve organisations' process capability which is critical for innovation and performance.
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