Search results

1 – 10 of over 6000
Article
Publication date: 24 July 2020

Jasmin Ohlig, Thomas Hellebrandt, Amelie I. Metzmacher, Patrick Pötters, Ina Heine, Robert H. Schmitt and Bert Leyendecker

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…

1140

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

International Journal of Quality and Service Sciences, vol. 12 no. 4
Type: Research Article
ISSN: 1756-669X

Keywords

Article
Publication date: 19 April 2013

Jing Zeng, Phan Chi Anh and Yoshiki Matsui

This study empirically examines the effect of shop‐floor communication on implementation effectiveness of process management practices, and on the corresponding quality…

1720

Abstract

Purpose

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).

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Management Research Review, vol. 36 no. 5
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 6 March 2017

J. Prince Vijai, G.S.R. Somayaji, R.J.R. Swamy and Padmanabha Aital

The purpose of this paper is to use an inter-disciplinary approach to examine the relevance of F.W. Taylor’s principles to modern shop-floor practices in the context of a…

5764

Abstract

Purpose

The purpose of this paper is to use an inter-disciplinary approach to examine the relevance of F.W. Taylor’s principles to modern shop-floor practices in the context of a manufacturing organization.

Design/methodology/approach

Standard time study guidelines laid out by the ILO were adopted and random observations made between two operators independently performing an identical operation in the shop-floor premises of a particular factory.

Findings

It was evident from the study that modern management has developed the science for each element of the operator’s manual work, as postulated and proposed by F.W. Taylor. It was also evident that completion of the operation on time was necessary for the operators but not as important as the total number of jobs performed during the duration of the shift. These empirical findings highlighted the high relevance of F.W. Taylor’s principles to modern shop-floor practices.

Research limitations/implications

The authors adopted time study observation as the single method to collect real data from real practices but this could be considered as a biased approach. Since the time study observation is a slow, time consuming, and expensive process of obtaining data, the authors restricted the study to only two operators. Further, the study was carried out in a real setting under several assumptions that may limit its wider applications and practical implications. The study findings suggest that measuring the operator’s performance in terms of time consumption and resource utilization is necessary but not sufficient to evaluate and improve his/her productivity because operators evaluate their performance in terms of the total number of jobs completed during the duration of the shift. Therefore, it is suggested that the managers on the modern shop-floor measure the output at the aggregate level for the given input, while developing new work methods as well as devising performance management and reward systems.

Originality/value

The study has contributed to the body of knowledge by conducting a complete assessment of F.W. Taylor’s first principle from its origin to its application in modern shop-floor practices. Also, the authors empirically examined the relevance of Taylor’s principles to modern shop-floor practices in the context of a manufacturing organization. The study supports the descriptive work of Freeman (1996), who envisaged the relevance of Taylor’s ideas to modern management practices; also, it gives a few directions to test behavioral operations theory in terms of using real operational data to examine an established organization theory (Gino and Pisano, 2008).

Details

Benchmarking: An International Journal, vol. 24 no. 2
Type: Research Article
ISSN: 1463-5771

Keywords

Book part
Publication date: 9 November 2017

Sizwe Timothy Phakathi

This chapter provides an extensive review of literature on the interaction between and interdependence of informal and formal working practices in various workplace settings. The…

Abstract

This chapter provides an extensive review of literature on the interaction between and interdependence of informal and formal working practices in various workplace settings. The aim of the chapter is to elucidate the organisational, managerial, human relations and social factors that give rise to informal work practices and strategies, on the shop-floor not only at workers and work group levels but also at supervisory and managerial levels. This chapter helps the reader to understand the informal work practice of making a plan (planisa) in a deep-level mining workplace.

Details

Production, Safety and Teamwork in a Deep-Level Mining Workplace
Type: Book
ISBN: 978-1-78714-564-1

Keywords

Article
Publication date: 13 November 2019

Diamantino Torres, Carina Pimentel and Susana Duarte

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…

1217

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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

Originality/value

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.

Details

International Journal of Lean Six Sigma, vol. 11 no. 5
Type: Research Article
ISSN: 2040-4166

Keywords

Article
Publication date: 28 October 2013

Kohei Arai, Hirotsugu Kitada and Keisuke Oura

This study aims to investigate the relative weight of financial and non-financial performance measures used to evaluate production managers (such as shop floor managers or…

Abstract

Purpose

This study aims to investigate the relative weight of financial and non-financial performance measures used to evaluate production managers (such as shop floor managers or foremen) in a modern manufacturing setting.

Design/methodology/approach

Using survey data from Japanese factories, the paper examines the association between the choice of profit, cost, and non-financial performance measures with two characteristics of manufacturing systems: interdependence and multi-tasking.

Findings

The results indicate that interdependence has a significant and positive association with the importance of profit information, while multi-tasking is associated negatively with the importance of profit information, and positively with non-financial information for performance evaluation.

Originality/value

In recent years, a significant shift has been observed in Japanese production management with many companies now focusing on profit information instead of cost information. For example, the past studies show that large Japanese manufacturing companies are now using micro-profit centres and include profit information when evaluating factories. However, little empirical evidence is available on performance measurement at the shop floor foreman level, and even less is known about the importance of profit information in the evaluation of these lower level managers.

Details

Journal of Accounting & Organizational Change, vol. 9 no. 4
Type: Research Article
ISSN: 1832-5912

Keywords

Article
Publication date: 1 December 2001

Joan Harvey, Helen Bolam, David Gregory and George Erdos

An attitude survey developed by Harvey et al. was used to measure responses from employees in the nuclear industry before and after a safety training intervention which all…

6578

Abstract

An attitude survey developed by Harvey et al. was used to measure responses from employees in the nuclear industry before and after a safety training intervention which all employees attended in their work teams. The first administration of the survey yielded 417responses, and the second, administered 16 months later following the training intervention, yielded 460 responses, representing response rates of over 69 per cent in both cases. Using six factors derived earlier from the survey, significant improvements in attitudes and beliefs were found for two of the factors (and a further three factors showed rises in the same direction) for management/professional employees. For shop floor employees, only one factor showed a significant change, which was a reduction in job satisfaction over the same time period. It was concluded that the hypotheses that management would respond to the safety initiative but that shop floor would not were supported. A further hypothesis concerning grade differences in culture and attitudes was also supported. These findings are discussed in terms of culture and risk, risk taking and training, where the implications for safety training are crucial.

Details

Personnel Review, vol. 30 no. 6
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 October 2000

Mary O’hEocha

In a manufacturing environment, the 5Ss in practice can result in considerable improvements in environmental performance in parallel with improved housekeeping and health and…

3618

Abstract

In a manufacturing environment, the 5Ss in practice can result in considerable improvements in environmental performance in parallel with improved housekeeping and health and safety. The 5Ss in theory are a set of straightforward steps to continual improvement. In practice implementation of the 5Ss is influenced by human factors and resource limitations that can interfere with the effectiveness of the technique. Effective implementation of the 5Ss depends on top level commitment and total involvement of staff at all levels within a firm. Likewise, environmental management that results in real improvement depends upon commitment at the top and involvement and commitment of employees from all levels and functions of the business, in improvement actions. This paper explores the practical use of the 5Ss for environmental, housekeeping and health and safety improvement purposes at Cooke Brothers Ltd. The factors that act as barriers to the implementation of the 5Ss, possible solutions and the benefits to the firm through observed and measured improvements in environmental performance are identified.

Details

The TQM Magazine, vol. 12 no. 5
Type: Research Article
ISSN: 0954-478X

Keywords

Article
Publication date: 2 February 2010

Florian Becker‐Ritterspach, Ayse Saka‐Helmhout and Jasper J. Hotho

With a few exceptions, the mainstream literature on learning in multinational enterprises (MNEs) has shown little concern for the transformational nature and the social…

4464

Abstract

Purpose

With a few exceptions, the mainstream literature on learning in multinational enterprises (MNEs) has shown little concern for the transformational nature and the social constitution of learning. This paper aims to address this gap by drawing on Scandinavian institutionalism, social learning perspectives, and comparative institutionalism.

Design/methodology/approach

A comparative case study of two subsidiaries of the same MNE was conducted. The subsidiaries received similar practices from headquarters (HQ) but displayed contrasting learning outcomes.

Findings

It is shown that learning outcomes differed based on the varying extent to which practices were translated, which depends on the participation of local actors. The difference in participation pattern, in turn, is rooted in differences in the institutional context of the two subsidiaries.

Research limitations/implications

It is recognized that apart from institutional influences, organizational idiosyncrasies may be at work. In addition, the paper briefly considers the extent to which the notion of contrasting forms of capitalism is still useful when comparing the German and British institutional contexts.

Practical implications

The findings highlight the importance of involving employees in the translation of new practices. A challenge for MNEs is that learning of new practices can differ by institutional context. Where enabling institutional conditions are absent, conscious effort may be needed to ensure employee participation.

Originality/value

This paper highlights that MNE practice transfer rests on the translation of the practice content to the local context, and that subsidiary‐level learning processes may be institutionally embedded, thus establishing a link between subsidiary learning and the macro‐level context. As such, this paper both illustrates the value of social learning perspectives and the relevance of the work of institutionalists for understanding MNE learning processes.

Details

Critical perspectives on international business, vol. 6 no. 1
Type: Research Article
ISSN: 1742-2043

Keywords

Article
Publication date: 12 August 2022

Sebastiano Di Luozzo, Richard Keegan, Roberto Liolli and Massimiliano Maria Schiraldi

This paper discusses the concept, definition and usage of Key Activity Indicators (KAIs) and their integration within a Performance Measurement and Management system (PMM).

Abstract

Purpose

This paper discusses the concept, definition and usage of Key Activity Indicators (KAIs) and their integration within a Performance Measurement and Management system (PMM).

Design/methodology/approach

The actual definition and application areas of the KAIs are determined through a systematic literature review. Successively, a thorough definition of Key Activity Indicators is provided, along with a set of criteria for their deployment. Lastly, a case involving a Large Scale Retail Trade (LSRT) company is reported to report an example for guiding KAIs adoption.

Findings

This research shows that the scientific background concerning KAIs is still not mature. Moreover, the paper defines the role of KAIs for measuring operational activities and their possible connection with Key Performance Indicators (KPIs).

Research limitations/implications

Although KAIs have been introduced and discussed in the scientific literature; there is no evidence of criteria to deploy these indicators, leaving organizations without any guidance for their operational implementation.

Practical implications

From an academic standpoint, the study provides an overview of the usage of KAIs within the present scientific contributions, showing the advancements of this research field. From an industrial standpoint, the research proposes a set of criteria for the organizational deployment of KAIs.

Originality/value

The study investigates the concept of KAIs that, besides being originally conceived within World Class Manufacturing (WCM), has not received much attention in the scientific literature.

Details

International Journal of Productivity and Performance Management, vol. 72 no. 10
Type: Research Article
ISSN: 1741-0401

Keywords

1 – 10 of over 6000