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1 – 10 of over 84000The purpose is to provide an intellectual history of Operations Management, particularly noting recent developments and its underlying continuity with earlier systems and…
Abstract
Purpose
The purpose is to provide an intellectual history of Operations Management, particularly noting recent developments and its underlying continuity with earlier systems and thinking. Operations Management as a discipline identifies its “modern” incarnation as dating from the 1960s when it became more rigorous and managerially focused. This re-invention constructed a “narrative” that the profession still follows, yet a critical perspective reveals significant, though under-appreciated continuity with earlier theory and practice.
Design/methodology/approach
This paper presents a comprehensive literature review and comparative analysis of historic developments in management and academia.
Findings
In the early 1900s, F. W. Taylor’s Shop Management established Operation Management, but its main component, Scientific Management, had stagnated by the 1950s. At that point, the rise of Management Science both reinvigorated Operations Management and threatened it with a competing new discipline. To compete Operations Management then modernized by redefining itself, reasserting its interest in several areas and co-opting Operational Research tools for those. It also contracted, withdrawing from areas considered vocational, or more suited to Industrial Engineering.
Research limitations/implications
This historical overview shows the critical importance of drawing research agenda from practical managerial concerns.
Practical implications
Practitioners benefit from the intellectual rigor that academics provide and a historical perspective shows that the relationship has been mutually beneficial.
Social implications
The disciplines of Operations Management, Operations Research and Industrial Engineering are complementary and competitive in addressing many problems that transcend their boundaries, and use common ideas and techniques. The demands of “academic rigor” have had a deleterious effect on the practical managerial relevance of these disciplines.
Originality/value
A long-term, cross-disciplinary perspective provides a unique understanding of the research interests and practical orientations of these disciplines.
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Diego Augusto de Jesus Pacheco, Isaac Pergher, José Antônio Valle Antunes Junior and Guilherme Luís Roehe Vaccaro
The purpose of this study is to compare different models integrating the TOC and Lean approaches.
Abstract
Purpose
The purpose of this study is to compare different models integrating the TOC and Lean approaches.
Design/methodology/approach
The models of reference were identified through a comprehensive literature review. A qualitative and comparative analysis was carried out by pointing out the strengths, weaknesses and gaps of models integrating the TOC and Lean based on the production system requirements.
Findings
The findings indicate that these models can be improved by introducing aspects related to the system structure such as main key performance indicators, type of shop layout and performance metrics to evaluate the improvements implemented in the production system. The results provided evidence that the TOC and Lean are complementary approaches, and the individual gaps of each approach seem to be, in the most part, offset by the virtues of the other.
Practical implications
This study enables decision makers and industrial managers to evaluate the practices adopted in the production environment, as well as the use of the different set of continuous improvement practices. This article also minimizes the literature gap regarding whether and how integrated Lean and TOC approach can be used in the firms.
Originality/value
This study contributes to the body of literature on Lean by comparing three different models integrating Lean and the TOC. Furthermore, a research agenda is suggested for future research aimed at developing new models integrating both approaches, aiming to increase the competitiveness of the production systems.
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Joy M. Field, Liana Victorino, Ryan W. Buell, Michael J. Dixon, Susan Meyer Goldstein, Larry J. Menor, Madeleine E. Pullman, Aleda V. Roth, Enrico Secchi and Jie J. Zhang
The purpose of this paper is to present exciting and innovative research questions in service operations that are aligned with eight key themes and related topics determined by…
Abstract
Purpose
The purpose of this paper is to present exciting and innovative research questions in service operations that are aligned with eight key themes and related topics determined by the Journal of Service Management (JOSM) Service Operations Expert Research Panel. By offering a good number of such research questions, this paper provides a broad range of ideas to spur conceptual and empirical research related to service operations and encourage the continued creation of deep knowledge within the field, as well as collaborative research across disciplines that develops and incorporates insights from service operations.
Design/methodology/approach
Based on a Delphi study, described in the companion article, “Service Operations: What Have We Learned?,” the panel identified eight key research themes in service operations where leading-edge research is being done or has yet to be done (Victorino et al., 2018). In this paper, three or four topics within each theme are selected and multiple questions for each topic are proposed to guide research efforts. The topics and questions, while wide-ranging, are only representative of the many ongoing research opportunities related to service operations.
Findings
The field of service operations has many interesting research topics and questions that are largely unexplored. Furthermore, these research areas are not only increasingly integrative across multiple themes within operations but often transcend functional disciplines. This creates opportunities for ever more impactful research with a greater reach throughout the service system and suggests that service researchers, regardless of functional affiliation, can contribute to the ongoing conversation on the role of service operations in value creation.
Originality/value
Leveraging the collective knowledge of the JOSM Service Operations Expert Research Panel to expand on the research themes generated from the Delphi study, novel questions for future study are put forward. Recognizing that the number of potential research questions is virtually unlimited, summary questions by theme and topic are also provided. These questions represent a synopsis of the individual questions and can serve as a quick reference guide for researchers interested in pursuing new directions in conceptual and empirical research in service operations. This summary also serves as a framework to facilitate the formulation of additional research topics and questions.
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Marisel Fernandez-Giordano, Mark Stevenson, Leopoldo Gutierrez and Javier Llorens-Montes
The purpose of this paper is twofold: first, to evaluate the roles of a transactive memory system and the supply network flexibility (SNF) of the firm as antecedents of a firm’s…
Abstract
Purpose
The purpose of this paper is twofold: first, to evaluate the roles of a transactive memory system and the supply network flexibility (SNF) of the firm as antecedents of a firm’s supply chain agility (FSCA), also incorporating the moderating role of the transactive memory system; and, second, to evaluate the relationship between FSCA and operations performance (OP).
Design/methodology/approach
Four hypothesized relationships are tested with survey data from 190 high-tech firms using structural equation models.
Findings
FSCA can be enhanced through the transactive memory system and SNF, although a higher degree of transactive memory system weakens the positive relationship between SNF and FSCA. A positive relationship is identified between FSCA and OP, while FSCA mediates the relationship between SNF and OP.
Practical implications
Managers can increase FSCA and improve OP by developing both the transactive memory system and SNF. Given that firms have limited resources, investment in internal capabilities should be prioritized as this appears to be more effective at developing FSCA.
Originality/value
The findings expand the literature by exploring two antecedents of FSCA and by analyzing the impact of FSCA on different measures of OP. Few prior studies have highlighted the importance of the transactive memory system to the operations function.
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Jose Arturo Garza-Reyes, Vikas Kumar, Luciano Batista, Anass Cherrafi and Luis Rocha-Lona
The main objective of a 1986 survey of production and operations managers throughout New Zealand industry was to determine the extent of computer use. The survey explored the use…
Abstract
The main objective of a 1986 survey of production and operations managers throughout New Zealand industry was to determine the extent of computer use. The survey explored the use of microcomputers, mini computers and mainframes by production managers. Job title and responsibilities of the manager responsible for the majority of production management functions were investigated. It appeared that information and decision making in production management was fragmented in most organisations. The survey examined the main uses of computer information and control systems in production planning and inventory control, the perceived benefits and problems. The main computer brands in use and types of software were also analysed. Comparisons were made with surveys of British companies and some work in the USA.
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Yuan Huang, Daniel R. Eyers, Mark Stevenson and Matthias Thürer
The study aims to examine a discrepant industrial case that demonstrates how to achieve economies of scale with additive manufacturing (AM), thereby expanding the scope of AM…
Abstract
Purpose
The study aims to examine a discrepant industrial case that demonstrates how to achieve economies of scale with additive manufacturing (AM), thereby expanding the scope of AM beyond high-variety, customised production contexts.
Design/methodology/approach
Abductive reasoning is applied to analyse a case of using AM to compete with conventional production, winning a contract to supply 7,700,000 products. Comparing this case to existing theories and contemporary practices reveals new research directions and practical insights.
Findings
Economies of scale were realised through a combination of technological innovation and the adoption of operations management practices atypical of AM shops (e.g. design for volume, low-cost resource deployment and material flow optimisation). The former improved AM process parameters in terms of time, cost and dependability; the latter improved the entire manufacturing system, including non-AM operations/resources. This system-wide improvement has been largely overlooked in the literature, where AM is typically viewed as a disruptive technology that simplifies manufacturing processes and shortens supply chains.
Originality/value
It is empirically shown that an AM shop can achieve economies of scale and compete with conventional manufacturing in high-volume, standardised production contexts.
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Marcos Eduardo Finger, Daniel Pacheco Lacerda, Luis Riehs Camargo, Fábio Sartori Piran, Ricardo Augusto Cassel and Maria Isabel Wolf Motta Morandi
The purpose of this paper is to investigate the relations in the Marketing/Operations interface through the analysis of data of the operational reality of a Brazilian company with…
Abstract
Purpose
The purpose of this paper is to investigate the relations in the Marketing/Operations interface through the analysis of data of the operational reality of a Brazilian company with a low technological intensity. The study aims to quantify and determine the impacts of marketing decisions on delivery performance and on flexibility of the operations area.
Design/methodology/approach
A longitudinal case study was conducted and the variables used in the model were derived from established theories and were evaluated with artificial neural networks. The case of a food manufacturing company was selected to reflect the relations in the marketing/operations interface of a low technological intensity enterprise.
Findings
The results show that the decisions on Place/Channel, Price and Product dimensions of marketing exert a significant impact on flexibility and delivery performance of the operation area.
Research limitations/implications
The findings of the case study cannot be generalised and the outcomes are specific to just one firm. However, the approach lends itself to replication, particularly within low technological intensity companies.
Originality/value
Prior studies have focussed on coordination among functional areas as marketing and operations at higher levels of abstraction. The study contemplate empirical propositions through the data analysis of a company with a low technological intensity that can be used to improve managers' decisions and alignment in the Marketing/Operation Interface.
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Ying Ye, Kwok Hung Lau and Leon Teo
This study aims to explore how green supply chain management (GSCM) strategies can be effectively implemented for business supply chain operations, relationship management and…
Abstract
Purpose
This study aims to explore how green supply chain management (GSCM) strategies can be effectively implemented for business supply chain operations, relationship management and product design to gain green competitive advantages.
Design/methodology/approach
An exploratory in-depth case study was conducted with one of the largest Chinese electronics manufacturers that is considered a leading GSCM adopter in the industry, to understand how the company adopts green supply chain practices across its multiple product lines.
Findings
The findings show that businesses can build different green focuses across GSCM elements of green operation, green relationship management and green product design to form diverse hybrid strategic solutions. They include green control, lean, leagile, agile and clean innovation while taking consideration of supply chain type and product lifespan. A taxonomy of four key GSCM strategic combinations is proposed based on the findings. The strategies align with green demand and supply chain characteristics balancing a series of business competitive objectives in terms of reducing pollution and waste, improving green cost efficiency, enhancing green demand innovation and building green service effectiveness.
Research limitations/implications
This study lends insight into the strategic alignment relationships between product supply chain types and approaches to GSCM.
Practical implications
The findings of this study can support industry practitioners in formulating aligned GSCM strategies based on product types to achieve optimal results.
Social implications
Optimised green supply chain design, operations and relationship management incorporating product attributes can help further minimise negative impacts of business activities on the environment.
Originality/value
This research provides a systematic understanding of how product supply chain types can influence GSCM strategy formulation. It gives a holistic picture of how hybrid choices of strategies with green supply chain operations, relationship management and product design can be formulated based on product and supply chain characteristics.
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Daqiang Guo, Mingxing Li, Ray Zhong and G.Q. Huang
The purpose of this paper is to develop an intelligent manufacturing system for transforming production management and operations to an Industry 4.0 manufacturing paradigm.
Abstract
Purpose
The purpose of this paper is to develop an intelligent manufacturing system for transforming production management and operations to an Industry 4.0 manufacturing paradigm.
Design/methodology/approach
A manufacturing mode-Graduation Manufacturing System is designed for organizing and controlling production operations. An Industrial Internet of Things (IIoT) and digital twin-enabled Graduation Intelligent Manufacturing System (GiMS) with real-time task allocation and execution mechanisms is proposed to achieve real-time information sharing and production planning, scheduling, execution and control with reduced complexity and uncertainty.
Findings
The implementation of GiMS in an industrial company illustrates the potential advantages for real-time production planning, scheduling, execution and control with reduced complexity and uncertainty. For production managers and onsite operators, effective tools, such as cloud services integrates effective production and operations management strategies are needed to facilitate their decision-making and daily operations at the operational level.
Originality/value
This paper presents an Industry 4.0 paradigm-GiMS, which aims to explore Industry 4.0 technologies opportunities on operations and production management, especially on production planning, scheduling, execution and control.
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