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This paper aims to investigate how manufacturers can foster insights and improvements from real-time data among shop-floor workers by developing organisational “learning-to-learn” capabilities based on both the lean- and action learning principle of learning through problem-solving. Second, the purpose is to extrapolate findings on how action learning can enable the complementarity between lean and industry 4.0.

An insider action research approach is adopted to investigate how manufacturers can enable their shop-floor workers to foster insights and improvements from real-time data at VELUX.

The findings report that enabling shop-floor workers to use real-time data consist of developing three consecutive organisational building blocks of learning-to-learn, learning-to-learn using real-time data and learning-to-learn generating real-time data − and helping others to learn (to learn).

First, the study contributes to theory and practice by demonstrating that a learning-to-learn capability is a core construct for manufacturers seeking to enable shop-floor workers to use real-time data-capturing systems to drive improvement. Second, the study outlines how lean and industry 4.0 complementarity can be enabled by action learning. Moreover, the study allows us to deduce six necessary conditions for enabling shop-floor workers to foster insights and improvements from real-time data.

This study empirically examines the effect of shop‐floor communication on implementation effectiveness of process management practices, and on the corresponding quality performance gained through process management implementation. It deals with four types of communication on the shop floor (small group problem solving, feedback, instructive communication, supervisory interaction facilitation) and three process management practices (process control, preventive maintenance, housekeeping).

Analysis of variance (ANOVA) and regression techniques were used to test the hypothesized relationships. Data were collected from 238 manufacturing plants through a questionnaire survey conducted in eight countries to develop reliable and valid measurement scales for operations management.

The statistical results demonstrate the positive effect of shop‐floor communication on the implementation of process management practices and the resultant quality performance. The results also suggest that each type of shop‐floor communication differently affects the way in which process management practices are implemented to influence quality performance.

Although the existing literature of quality management highlights the importance of communication and information management for the successful implementation of quality management, little detailed study has been conducted on how specific types of communication support quality management practices to obtain quality performance. This study contributes to the literature by breaking down communication into four types and providing specific empirical evidence on the relationship between each type of communication, process management practices, and quality performance.

The purpose of this paper is to investigate the application of key performance indicators (KPIs) on shop floor level in German small- and medium-sized enterprises (SMEs). The paper focuses on the examination of perception differences between shop floor employees and managers with regard to collection, calculation and consolidation of KPIs as well as visualization and motivational aspects.

To examine the hypothesis on differing perceptions regarding KPIs, 27 qualitative interviews with shop floor employees and production managers within 6 SMEs from the German machinery and equipment industry were conducted on basis of a semi-structured guideline.

The findings show that shop floor employees self-assess a lack of relevant knowledge when it comes to understanding KPIs. Moreover, the results show that shop floor employees perceive the visualization of shop floor KPIs as insufficient and non-motivational. This goes along with the finding that managers are aware of the lacking benefit of KPIs resulting from the rather negative perception of shop floor employees. The interviewed managers recognize a strong potential for improvement of their KPI systems.

The interview results confirm the need to design a performance management system on the shop floor that considers and aligns both management and operations, is directed to the shop floor level, considers explicitly the perspective of employees and integrates motivational elements.

The purpose of this paper is to develop and redefine the “classic” roles of shop floor management and quality control circles (QCCs) in Kaizen. In specific, it aims to examine the linkage between shop floor management and QCCs, and test the relationships among shop floor management, QCCs and long-term Kaizen improvement outcomes.

This study employs qualitative method by using a questionnaire to obtain data from 371 respondents in nine Sino-Japanese automotive joint-ventures. The data are analysed with the method of canonical correlation approach.

The study identifies important factors to assist the adoption of shop floor management and QCCs for Kaizen. The analysis on the survey indicates that not all the shop floor management tools could help to identify improvement opportunities. QCCs are effective in addressing large problems and challenging current policies in companies, however, they have low impacts on individual learning.

The data of this study come from nine Sino-Japanese automotive joint ventures. Therefore, the sample selection is limited to these companies. The findings are able to be applied for improving the similar problems which were identified in this study.

The study has the following practical implications, first is small shop floor problems can be identified and solved rapidly and continuously at source by shop floor management. The second one is QCCs, or other similar group-based improvement approaches take long to be fully addressed and implemented. Third, practical solutions can be achieved from small and gradual changes, and they can prevent the results backsliding to the pre-improvement stage. Finally, QCCs are hardly to achieve a better improvement alone. It requires other Kaizen approaches to support.

This study is probably the first to explore and investigate the implementation of the four building block tools of shop floor management in real business practise, and more specific the first to discuss the relationship among shop floor management, QCCs and long-term improvement outcomes based on empirical data from Sino-Japanese automotive joint-ventures.

The purpose of this paper is to revisit discussions on managerial work, seeking to re-examine the front-line service manager’s position within the service triangle, and bring forward questions of agency that remain under-developed by scholars. Challenging the assumed unitarist and “consensus” standing point in organizations it recognizes that front-line managers, similarly to their subordinates, resist corporate demands and unveils stories of “battles” and disengagement towards their role, providing a rich empirical agenda regarding managerial misbehaviour. In order to explore front-line managers’ agency issues, the paper adopts the framework of the dimensions of misbehaviour, as developed by Ackroyd and Thompson (1999), to capture and to better describe and understand the recalcitrant agential practices by front-line managers.

The paper calls on qualitative data from two case study organizations in the Cyprus food-retail sector. In total, 46 interviews took place with participants across different departments and different management levels. This aimed for a better and deeper understanding of the research problem through understanding of the different perspectives.

The evidence reveals the intensification of FLSMs’ work and their feelings of pressure. FLSMs, however, did not stay apathetic and have utilized tactics to oppose the increasing workload and the expansion of their role. The paper classifies these tactics using the four dimensions of misbehaviour (Ackroyd and Thompson, 1999), namely, appropriation of time; work, product and identity. It shows that FLSMs not only resist corporate demands, like their subordinates, but also devised practices which are similar to workers. The data also reveal a variety in actions of misbehaviour between FLSMs depending on the level of customer interaction and their mobility on the shop floor.

Students of managerial work overlooked the political realities of management and the contested nature of (front-line service) management work. As this study has shown FLSMs across the shop floor strongly identify more with “front-line employees” than senior management, protecting their own interests within the employment relationship via oppositional actions and disengagement. FLSM is, of course, in an agency relationship with capital; however, this neglects the heterogeneity in interests at different levels of management. This paper shifts the focus of management research away from the traditional agency argument and discusses FLSMs as “misbehaving agents”. It challenges the assumed unitarist and “consensus” standing point for FLSMs in organizations and calls HRM scholars to embrace a pluralist analysis in line management research.

This research shows that FLSMs misbehave as an expression of discontent towards the expansion and intensification of their role. Yet, the data reveal variation in the organization of FLSMs’ work across the shop floor and consequently variation in their actions of misbehaviour. This suggests that it is erroneous to presume a similar labour process for these managers and/or over-generalize their battling actions. HR practitioners will need to re-examine the roles of FLSMs in organizations, recognize the variety of interests within management, step away from rhetoric discourses of unproblematic devolvement of HR and managerial tasks to the front-line and appropriately review, redesign and re-organize front-line managerial work.

Although research has fruitfully located the powerlessness of front-line managers as a central theme in their analysis, the complexity of the front-line management position within the social relations of interactive service work and their “logic of action” within their labour process remains a relatively marginal theme in research. Indeed, FLSMs’ position within the triangle, where managerial work is subject to degradation and trilateral conflicting dynamics and their battles within their own labour process, still remains under-explored. This study addresses this research lacuna focusing on the FLSMs’ experiences on the front-end and their actions of misbehaviour within their labour process.

The paper brings forward questions of agency that remain under-developed by scholars and unveils “stories of battles”. It discusses FLSMs as “misbehaving agents” a question that is only superficially addressed in resistance and managerial studies. This paper challenges the embedded HRM unitarist assumption that FLSMs are conscientiously agents of the capital and reveals evidence suggesting the plurality of interests across management. HRM scholars, especially those discussed line managers as HRM partners, have overestimated FLSMs’ identification with senior management and the strategic goals of the organization. As this study has shown FLSMs across the shop floor strongly identify with “front-line employees”, protecting their own interests within the employment relationship via oppositional actions and disengagement.

A conceptual framework for structuring a flexible manufacturing system (FMS) environment called an open automation architecture (OAA) is proposed. The framework is based on the open‐systems approach to information system development. OAA proposes partitioning of the manufacturing environment into autonomous manufacturing entities called logical manufacturing shops, that communicate and cooperate during the manufacturing of products. The partitioning in OAA is not based on the traditional structuring of machines on the shop floor. Each logical manufacturing shop is structured to provide for data and process integration within its processing domain, supported by a stable grouping of machines on the shop floor. The framework is illustrated with a manufacturing case and a discussion of information system support in the form of expert systems.

The purpose of this paper is to identify and analyse the crucial variables of pedestrian flow value of the shopping centres in Hong Kong.

The study identifies the key determinants of pedestrian flow value (PFV) which is measured by net rental income per floor area per pedestrian flow. Based on the rental and pedestrian flow survey data of 146 shopping centres along the subway (Mass Transit Railway) stations in Hong Kong, the authors have estimated the marginal effects of these determinants on the PFV. The research explains different variations' impacts of pedestrian flow on the rental value of the shopping centres in Hong Kong.

It is found that shopping centres owned by the same owners tend to achieve a lower PFV, which suggests that owners of multiple shopping malls may adopt a uniform pedestrian flow management strategy that may not be ideal for each individual mall.

This study focuses on the shopping centres that are located along the railway stations. Researchers are encouraged to test the shopping centres that are less affected by the railway stations.

It is useful for shopping centre owners and operators to determine the optimal strategy for managing pedestrian flow in their shopping centres.

The relationship between pedestrian flow and the shopping centre value is coined in the research as pedestrian flow value (PFV) which is to calculate the pedestrian flow effectiveness measured by net rental income per floor area per pedestrian flow.

In English valuation practice, when valuing small to medium size (StMS) shops, rental analysis is undertaken using zoning based on the argument that shop fronts including window displays attract customers to shops and that most trading takes place in the internal frontage area making it the most valuable part of shops. Albeit zoning has been critiqued, it remains the preferred method of rental analysis. The paper aims to answer two research questions: are shop fronts including window displays the only factor that attracts customers to shops? And is the frontage space within shops the area most trading takes place?

The exploratory qualitative research methodology was used, and primary data collected by observing 178 shops in selected five shopping areas. The observational data were complemented with the use of secondary data.

The study has shown that shop fronts are not the only factor attracting clientele to shops as there are other varied factors including location, availability of Internet and hoardings. There is no evidence to suggest most goods in shops are displayed at the frontage space that attract most customers to that area, thereby, making the area the most valuable part, which decreases backwards.

These findings coupled with extant research evidence implies zoning can lead to under or over valuation of StMS shops (which is not good for retail real estate (RE) management or market), and turnover generated from shops is the overarching determinant of rental values in valuation.

This is the first time the very foundation/underpinning principles of zoning have been subjected to scrutiny in England.

The purpose of this study intends to make a characterization of a shop floor management (SFM) system in the context of smart manufacturing, through smart technologies and digital shop floor (DSF) features.

To attain the paper objective, a mixed method methodology was used. In the first stage, a theoretical background was carried out, to provide a comprehensive understanding on SFM system in a smart manufacturing perspective. Next, a case study within a survey was developed. The case study was introduced to characterize a SFM system, while the survey was made to understand the level of influence of smart manufacturing technologies and of DSF features on SFM. In total, 17 experts responded to the survey.

Data analytics is the smart manufacturing technology that influences more the SFM system and its components and the cyber security technology does not influence it at all. The problem solving (PS) is the SFM component more influenced by the smart manufacturing technologies. Also, the use of real-time digital visualization tools is considered the most influential DSF feature for the SFM components and the data security protocols is the least influential one. The four SFM components more influenced by the DSF features are key performance indicator tracking, PS, work standardization and continuous improvement.

The study was applied in one multinational company from the automotive sector.

To the best of the authors’ knowledge, this work is one of the first to try to characterize the SFM system on smart manufacturing considering smart technologies and DSF features.

The reported study aims at connecting the two crucial aspects of manufacturing of future, i.e. advanced analytics and digital simulation, with an objective to facilitate real-time control of manufacturing operations. The work puts forward a framework for designing prescriptive decision support system for a multi-machine manufacturing environment.

The schema of the decision support system design begins with the development of a simulation model for a manufacturing shop floor. The developed model facilitates prediction followed by prescription. As a connecting link between prediction and prescription mechanism, heuristics for intervention have been proposed. Sequential design and simulation-based demonstration of activities that span from development of a multi-machine shop floor model; a prediction mechanism and a scheme of intervention that ultimately leads to prescription generation are the highlights of the current work.

The study reveals that the effect of intervention on the observed predictors varies from one another. For a machine under observation, subject to same intervention scheme, while two of the predictive measures namely penalty and desirability stabilize after a certain point, a third measure, i.e. complexity, shows either an increase or decrease in percent change. The work objectively establishes that intervention plans have to be evaluated for every machine as well as for every environmental variable and emphasizes the need for dynamic evaluation and control mechanism.

The proposed prescriptive control mechanism has been demonstrated through a case of a high pressure die casting (HPDC) manufacturer.