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Advances in Production Management Systems. Value Networks: Innovation, Technologies, and Management
This book constitutes the thoroughly refereed post-conference proceedings of the International IFIP WG 5.7 Conference on Advances in Production Management Systems, APMS 2011, held in Stavanger, Norway, in September 2011. The 66 revised and extended full papers were carefully reviewed and selected from 124 papers presented at the conference. The papers are organized in 3 parts: production process, supply chain management, and strategy. They represent the breadth and complexity of topics in operations management, ranging from optimization and use of technology, management of organizations and networks, to sustainable production and globalization. The authors use a broad range of methodological approaches spanning from grounded theory and qualitative methods, via a broad set of statistical methods to modeling and simulation techniques.
Managing innovative manufacturing
This e-book is based on papers presented at the conference on "Managing Innovative Manufacturing". Organised by the Center for Industrial Production, the conference took place on 22-23 September 2003 at Aalborg University, Denmark. Why a conference on managing innovative manufacturing? The main ones, from a Western perspective, are globalisation, hypercompetition and an increasingly important role of what are currently low cost countries.
Organization Development
This book looks at understanding how to correlate these created resources in a sequence, so that any modern highly creative business with around 100-1500 or more employees understand how they should grow and profit from it. The market exists in a highly competitive environment and so I used ideas like competitive benchmarking, vision, modern analysis of core competence, best practices, transformation and few other ideas that fit together to reduce any organizational gap. I included ideas which people didnt think of earlier in the organization development perspective and created a sequence of highly interesting ideas and modern developments with which I suggest modern research and development...
The New Product Development Improvement Motives and Practices of Miles and Snow's Prospectors, Analysers and Defenders
Marketing, strategic management and contingency theory suggest that different strategies require different practices. The new product development (NPD) literature, however, hardly addresses the product development practices needed to support different strategies. An analysis of eight prospectors, twenty-seven analysers and seven defenders (Miles and Snow, 1978) suggests that the NPD improvement motives and practices of these three types of strategies are less different than we expected. Our explanation for this finding is that the three strategic types are growing towards each other, forced by changes in competition and enabled by new technologies and management concepts.
Construction of a Concept of Neuronal Modeling
The business problem of having inefficient processes, imprecise process analyses and simulations as well as non-transparent artificial neuronal network models can be overcome by an easy-to-use modeling concept. With the aim of developing a flexible and efficient approach to modeling, simulating and optimizing processes, this paper proposes a flexible Concept of Neuronal Modeling (CoNM). The modeling concept, which is described by the modeling language designed and its mathematical formulation and is connected to a technical substantiation, is based on a collection of novel sub-artifacts. As these have been implemented as a computational model, the set of CoNM tools carries out novel kinds of Neuronal Process Modeling (NPM), Neuronal Process Simulations (NPS) and Neuronal Process Optimizations (NPO). The efficacy of the designed artifacts was demonstrated rigorously by means of six experiments and a simulator of real industrial production processes.
Dimensions. Journal of Architectural Knowledge
»Dimensions. Journal of Architectural Knowledge« is an academic journal in, on, and from the discipline of architecture, addressing the creation, constitution, and transmission of architectural knowledge. It explores methods genuine to the discipline and architectural modes of interdisciplinary methodological adaptions. Processes, procedures, and results of knowledge creation and practice are esteemed coequally, with particular attention to the architectural design and epistemologies of aesthetic practice and research. »Collaborations: Rethinking Architectural Design«, Issue 05/2023, edited by Elettra Carnelli, Federico Marcolini, Fabio Marino, and Rafael Sousa Santos, explores the impac...
The Implementation of Best Practices
Much has been written about best practices and world class manufacturing in recent years. Various practices and improvement programs have been suggested as best practices, assuming that their adoption would to lead to higher performance. The implementation process of these practices is, however, often neglected in the literature and, hence, relatively poorly understood. The purpose of this article is to provide insight into that process and how different implementation approaches influence performance. An analysis of the implementation of a range of manufacturing action programs in two companies showed that a broad and incremental implementation approach initially leads to reduced performance followed by a gradual improvement as larger parts of the programs are institutionalized. A big bang implementation approach does not seem to lead to deterioration in performance.
Human Resource Management for Continuous Improvement
This paper investigates the relationship between HRM practices and Continuous Improvement (CI) activities in order to gain an understanding of how the HRM function may be utilized to improve CI implementation success, and consequently, company performance. The paper begins with a brief review of the HRM and CI literature and then presents statistical analyzes of data collected from the Continuous Improvement Network Survey (2003), which demonstrate that HRM has a significant effect on CI behavior and company performance, with the strongest relationship between HRM, CI and performance occurring when companies align their CI activities with their strategic objectives and use systems, procedures and processes to measure the results of their CI activities.
Ci Implementation
There are a number of tools available for organizations wishing to measure and subsequently develop Continuous Improvement (CI). In this article, we review and evaluate a well-accepted CI development model, namely the CI Maturity Model (Bessant and Caffyn, 1997), against data collected from the 2nd Continuous Improvement Network Survey and a number of empirical cases described in the literature. While the CI Maturity Model suggests that CI maturation ought to be a linear process, the findings in this article suggest that there are feasible alternatives for companies to develop CI capability.
