Search results

The purpose of this paper is to investigate how modern network video technology could be used to improve different warehouse types and operations and how barriers may prevent its implementation.

An exploratory multiple-case study with nine case companies was conducted, including on-site visits, interviews, questionnaires and a workshop.

The authors identified 12 video applications that could improve warehouse operations by making them safer, faster, more transparent and more reliable than they are at present. The authors found that video applications complemented existing information technology and offered a new dimension that provided the real-time analysis of different activities in warehouse operations. The main barriers to implementing video technology included uncertain return on investment, staff integrity, union restrictions and integration with other systems.

The study contributes to the literature by exploring how information technology could be used to improve warehouse operations and by developing a classification matrix that outlines the video applications that suit the warehouse type and operation. Building on the contingency theory, the authors also described a conceptual framework for guiding future relevant research on warehousing.

Video technology provides an opportunity to improve efficiency and cut costs in warehouse operations, which could contribute to increasing the competitiveness of the company and the supply chain. However, several barriers must be overcome to enable its implementation. Furthermore, competing technologies, such as augmented reality and the internet of things, are being developed in parallel.

The identified video applications could help to increase safety, sustainability and traceability in warehouse operations and, potentially, across the entire supply chain.

This research is the first to explore the potential of introducing video applications to increase the efficiency and effectiveness of various warehouse types and operations.

The purpose of this paper is to analyse how the police, the rescue services and the emergency medical services perceive the threat of terrorism and preparedness for a terrorist-induced crisis. It also aims to unravel differences among the emergency organizations and to discuss their potential implications for emergency preparedness.

Data were collected using a questionnaire distributed to operational personnel from the emergency services in eight Swedish counties; 864 responses were received and analysed.

There were significant differences between the police, rescue and ambulance services regarding perceptions of event likelihood, willingness to respond, estimated management capability and level of confidence with tasks to be performed on-scene. Perceived likelihood of events appeared affected by institutional logic; events within their respective domain of responsibility were perceived as more likely. The police stood out in many aspects, with more personnel with experience of violence on duty and a high grading of the probability of terrorist attacks compared to the other organizations. Fewer police had high estimates of their organizations’ management capability and knowledge of tasks on-scene.

Differences in perspectives of terrorism preparedness and response among the emergency services were shown, highlighting the importance of enabling inter-organizational insights on safety culture, with risk awareness and management strategies, as well as knowledge of the other organizations’ institutional logics and main tasks, so as to achieve an effective, collaborative response to terrorism-induced crises.

Little research has been conducted comparatively with regard to the emergency services and their perceptions of terrorism-specific threats and preparedness, particularly in the Swedish context.

THE continuance of war into the New Year proves again the fatuousness of prophecy which had assured us of peace, or at least the cessation of hostilities, by Christmas. We have to face now what must be another year of conflict, unless miracles occur as they sometimes do in war, and thus the postponement of many of the plans that the Library Association and a great many other bodies and persons have been making; but we must not offend by prophesying. At this time a glance back on the record of 1944 is justifiable and may be salutary.

Lean Six Sigma (LSS) is a continuous improvement methodology that has been adopted by several companies as a strategy to increase their competitive advantage. However, due to the misuse of LSS theory in practice, a high rate of implementation failure results. There is a need for a structured and standardised framework to describe how the LSS initiative should be implemented and sustained over time. As a result, this study aims to develop a practical, user-friendly and accurate LSS road map for a Scottish manufacturing small and medium enterprise.

The approach was to analyse existing literature on lean and Six Sigma that included road maps and critical success factors (CSFs) in order to design an in-company, quantitative survey instrument. The aim of the survey was to evaluate employees' perceptions on the importance of LSS CSFs for the successful implementation and sustainability of a continuous improvement initiative. Based on the literature and results from the data collected, an LSS reference guide - in the form of a road map - was designed to support LSS implementation and sustainability.

A customised LSS reference guide in a road map format for the Scottish SME was proposed. This road map was developed by adopting existing successful road maps from the literature into consideration and then adapting them to fulfil the company's particular perspective on CI. This study complements current literature on LSS road maps and corroborates LSS CSFs as crucial for successful LSS implementation and sustainability, regardless of the type of company and/or culture. However, a degree of importance is ascribed to the organisation's culture.

Whilst a survey was used as the data collection instrument future interviews with employees would enhance the understanding of the organisational culture and hence further improve the road map.

The authors developed a practical and strategic roadmap for a Scottish packaging small- and medium-sized enterprise (SME) which can be used by other similar SMEs. The proposed LSS road map can be replicated and/or adapted for companies in their application of LSS. The methodology by which this study's road map was designed can be used as a guide in the development of further CI road maps.