Digitalization of Shop Floor Management: In Blissful Ignorance of Superfluous Work

2021 ◽  
pp. 2140002
Author(s):  
John Bang Mathiasen ◽  
Henning de Haas
Keyword(s):  
Decision Making ◽  
Knowledge Sharing ◽  
Reflective Thinking ◽  
Smart Manufacturing ◽  
Shop Floor ◽  
Manufacturing Companies ◽  
Organizational Boundaries ◽  
Floor Level ◽  
Decision Making Processes ◽  
Complex Decision Making

With the purpose of understanding the extent of superfluous work and, thereby, suggesting managerial opportunities for reducing superfluous work, this paper focuses on decision-making processes at the shop floor level in digitalized manufacturing companies. Superfluous work is a kind of hidden waste and comprises the gap between necessary work and the work that is actually carried out, either on handling daily tasks at the shop floor, accomplishing decision-making processes, or implementing workarounds. By using an abductive approach, the research systematically combines a theoretical conceptualization of shop floor decision-making processes in smart-manufacturing with an empirical enquiry into a highly digitalized manufacturing company. The paper reveals superfluous work if the decision-making process involves collaboration across disciplines and/or organizational boundaries. Superfluous work occurs because of a lack of data and information to guide reflective thinking and knowledge sharing. In relation to highly complex decision-making, the ongoing implementation of workarounds also causes superfluous work. Prerequisites for reducing superfluous work are enhancing the accessibility of applicable data to guide reflective thinking and knowledge sharing at the shop floor level.

scholarly journals In the Era of Digitalising Shop Floor Management: In Blissful Ignorance of Superfluous Work

2020 ◽  
Author(s):  
John Bang Mathiasen ◽  
Henning de Haas
Keyword(s):  
Decision Making ◽  
Knowledge Sharing ◽  
Reflective Thinking ◽  
Abductive Reasoning ◽  
Smart Manufacturing ◽  
Shop Floor ◽  
Decision Making Processes ◽  
Complex Decision Making ◽  
Complex Decision

This study aims to understand the extent of superfluous work at shop floors and suggests some managerial opportunities for reducing superfluous work. Drawing on the abductive reasoning, the research systematically combines a theoretical conceptualisation of decision-making processes in a digitalised manufacturing with an empirical enquiry of a smart manufacturing. The paper reveals superfluous work if decision-making processes cross disciplinary and/or organisational boundaries. Superfluous work occurs because of lacking data and information to guide reflective thinking and knowledge sharing. In relation to high complex decision making the ongoing implementation of workarounds does also cause superfluous work. Prerequisites for reducing superfluous work are accessibility of applicable data to guide reflective thinking and knowledge sharing.

Decision Making Approaches for Advanced Manufacturing Technology Evaluation and Selection

2012 ◽  
pp. 403-438 ◽  
Author(s):  
Aidé Maldonado-Macías ◽  
Jorge Luis García-Alcaraz ◽  
Francisco Javier Marrodan Esparza ◽  
Carlos Alberto Ochoa Ortiz Zezzatti
Keyword(s):  
Decision Making ◽  
Manufacturing Technology ◽  
Advanced Manufacturing Technology ◽  
Advanced Manufacturing ◽  
Manufacturing Companies ◽  
Decision Making Processes ◽  
Complex Decision Making ◽  
Broad Variety ◽  
Complex Decision ◽  
Selection Of

Advanced Manufacturing Technology (AMT) constitutes one of the most important resources of manufacturing companies to achieve success in an extremely competitive world. Decision making processes for the Evaluation and Selection of AMT in these companies must lead to the best alternative available. Industry is looking for a combination of flexibility and high quality by doing significant investments in AMT. The proliferation of this technology has generated a whole field of knowledge related to the design, evaluation and management of AMT systems which includes a broad variety of methodologies and applications. This chapter presents a theoretical review of the term AMT, its diverse classification and a collection of the most effective multi-attribute models and methodologies available to support these processes. Relevant advantages are found in these models since they can manage complex decision making problems which involve large amount of information and attributes. These attributes frequently can be tangible and intangible when vagueness and uncertainty exist. There are several multi-attribute methodologies which are extensively known and used in literature; nevertheless, a new fuzzy multi-attribute axiomatic design approach is explained for an ergonomic compatibility evaluation of AMT.

scholarly journals ЭФФЕКТИВНОСТЬ МЕТОДОВ ОПРЕДЕЛЕНИЯ ГРУППОВЫХ СИСТЕМ ПРЕДПОЧТЕНИЙ ДИСПЕТЧЕРОВ НА ОПАСНОСТИ ХАРАКТЕРНЫХ ОШИБОК, СОВЕРШАЕМЫХ В ПРОЦЕССЕ УПРАВЛЕНИЯ ВОЗДУШНЫМ ДВИЖЕНИЕМ

2018 ◽  
pp. 93-103
Author(s):  
Алексей Николаевич Рева ◽  
Шахин Шахвели-оглы Насиров ◽  
Бала Мушгюль-оглы Мирзоев
Keyword(s):  
Decision Making ◽  
Parametric Optimization ◽  
Professional Activity ◽  
Air Traffic Controllers ◽  
Main Emphasis ◽  
Decision Making Processes ◽  
Complex Decision Making ◽  
Coefficient Of Concordance ◽  
Complex Decision ◽  
Non Parametric

The human factor problem should be solved by identifying, qualifying and preventing the erroneous actions of the air traffic controllers. It is presented two schemes explaining the structure of human qualimetry factor and the interaction of the components of the ICAO safety concept, where the main emphasis is on an aviation personnel’ attitude to dangerous actions or conditions, which is revealed by the qualimetry of the decision-making processes’ characteristics: the attitude towards risk (the main dominants and fuzzy assessments), levels of claims, dangerous qualities and preferences systems. The preferences systems are considered as ordered characteristics and indicators of professional activity, which are subjectively compared with the positions of influence on flight safety. The spectrum of n = 21 characteristic errors was formed considering the recommendations of ICAO, EUROCONTROL and accident statistics. It is determined that procedures of collecting the information of errors danger contribute their recognition, memorization, and avoidance: controllers who passed the test according to the proposed method before training made by one third fewer errors in its process. Two criteria for assessing group preferences are realized: the level of consensus (known as Kendall’s coefficient of concordance) and the severity of the ranking, determined by the presence of "related" ranks, for which a special indicator is introduced. It is defined that this indicator should be determined both for the sample of respondents and for the preferences group systems of developed with the chosen method of individual opinions’ aggregation. It was performed the comparative analysis of complex decision-making strategies of effectiveness in the construction of a preferences group systems m = 65 controllers: sum and averaging of ranks, classical criteria (Wald's, Savage's and Laplace's criterion), optimal prediction, applying the non-parametric optimization of the preferences group systems. The non-parametric optimization of the group system of pre-readings was carried out by Kemeny median and it was proved that it was the closest to all the results obtained by other methods and strategies

Decision Support Systems and Decision-Making Processes

2010 ◽  
pp. 135-143 ◽  
Author(s):  
Udo Richard Averweg
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support Systems ◽  
Support Systems ◽  
Management Problem ◽  
Upper Management ◽  
Structured Problems ◽  
Decision Making Processes ◽  
Complex Decision Making ◽  
Computer Based

Decision support systems (DSS) deal with semi-structured problems. Such problems arise when managers in organisations are faced with decisions where some but not all aspects of a task or procedure are known. To solve these problems and use the results for decision-making requires judgement of the manager using the system. Typically such systems include models, data manipulation tools, and the ability to handle uncertainty and risk. These systems involve information and decision technology (Forgionne, 2003). Many organisations are turning to DSS to improve decision-making (Turban, McLean, & Wetherbe, 2004). This is a result of the conventional information systems (IS) not being sufficient to support an organisation’s critical response activities—especially those requiring fast and/or complex decision-making. In general, DSS are a broad category of IS (Power, 2003). A DSS is defined as “an interactive, flexible, and adaptable computer-based information system, specially developed for supporting the solution of a non-structured management problem for improved decision-making. It utilises data, it provides easy user interface, and it allows for the decision maker’s own insights” (Turban, 1995). There is a growing trend to provide managers with IS that can assist them in their most important task—making decisions. All levels of management can benefit from the use of DSS capabilities. The highest level of support is usually for middle and upper management (Sprague & Watson, 1996). The question of how a DSS supports decision-making processes will be described in this article. This article is organised as follows: The background to decisionmaking is introduced. The main focus (of this article) describes the development of the DSS field. Some future trends for the DSS field are then suggested. Thereafter a conclusion is given.

Decision Support Systems and Decision-Making Processes

2010 ◽  
pp. 218-224 ◽  
Author(s):  
Udo Richard Averweg
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support Systems ◽  
Support Systems ◽  
Management Problem ◽  
Upper Management ◽  
Structured Problems ◽  
Decision Making Processes ◽  
Complex Decision Making ◽  
Computer Based

Decision support systems (DSS) deal with semi-structured problems. Such problems arise when managers in organisations are faced with decisions where some but not all aspects of a task or procedure are known. To solve these problems and use the results for decision-making requires judgement of the manager using the system. Typically such systems include models, data manipulation tools, and the ability to handle uncertainty and risk. These systems involve information and decision technology (Forgionne, 2003). Many organisations are turning to DSS to improve decision-making (Turban, McLean, & Wetherbe, 2004). This is a result of the conventional information systems (IS) not being sufficient to support an organisation’s critical response activities—especially those requiring fast and/or complex decision-making. In general, DSS are a broad category of IS (Power, 2003). A DSS is defined as “an interactive, flexible, and adaptable computer-based information system, specially developed for supporting the solution of a non-structured management problem for improved decision-making. It utilises data, it provides easy user interface, and it allows for the decision maker’s own insights” (Turban, 1995). There is a growing trend to provide managers with IS that can assist them in their most important task—making decisions. All levels of management can benefit from the use of DSS capabilities. The highest level of support is usually for middle and upper management (Sprague & Watson, 1996). The question of how a DSS supports decision-making processes will be described in this article. This article is organised as follows: The background to decisionmaking is introduced. The main focus (of this article) describes the development of the DSS field. Some future trends for the DSS field are then suggested. Thereafter a conclusion is given.

Business Intelligence System Design and its Consequences for Knowledge Sharing, Collaboration, and Decision-Making

2020 ◽  
pp. 382-402
Author(s):  
Lapo Mola ◽  
Cecilia Rossignoli ◽  
Andrea Carugati ◽  
Antonio Giangreco
Keyword(s):  
Decision Making ◽  
Knowledge Sharing ◽  
Business Intelligence ◽  
Two Phase ◽  
Intelligence System ◽  
Business Intelligence Systems ◽  
Managerial Implications ◽  
Decision Making Processes

This exploratory study analyses the effects of the technical and organisational characteristics of business intelligence systems (BIS) on knowledge sharing, collaboration, and decision-making processes. The authors conducted a two-phase multi-method investigation. First, we surveyed 30 enterprises using BIS on a regular basis; then, we engaged in an in-depth case study with one of the respondent companies. Our results show that, on average, the technical and organisational characteristics of the BIS are positively associated with an increase in knowledge sharing, leading to an improvement in internal collaboration that subsequently brings improvement in the quality of decision-making. This case study adds that the way the BIS is designed and appropriated in organisations is important in obtaining such results is. A BIS being designed so that it can be appropriated by the general employee base is key in obtaining the desired organizational impacts. This suggests some requirements for BIS design that we will discuss in terms of theoretical and managerial implications.

Strategy development with SWOT analysis on manufacturing companies in rapid growth: A ceramic industry application

2018 ◽  
Vol 4 (10) ◽  
pp. 01-12
Author(s):  
Feyza Gurbuz
Keyword(s):  
Decision Making ◽  
Swot Analysis ◽  
Multicriteria Decision Making ◽  
Strategy Management ◽  
Strategy Development ◽  
Multi Criteria Decision Making ◽  
Manufacturing Companies ◽  
Analysis Strategy ◽  
Decision Making Processes ◽  
Potential Strategy

Decision-making is important for organisations, since the consequences of given decisions are identified among the major risk factors for organisations’ future. This study aims to prove the importance of using combined decision-making methods for a successful decision-making for managers. In a ceramics company, multi-criteria decision-making processes were applied for taking quick action for future strategies. SWOT analysis was used for determining potential strategies. After then, multicriteria decision-making methods were used to determine the importance of each potential strategy. Keywords: Multi-criteria decision-making, SWOT analysis, strategy management.

To Cross or Not To Cross

2013 ◽  
Vol 27 (3) ◽  
pp. 113-123 ◽  
Author(s):  
Evelien Kostermans ◽  
Renske Spijkerman ◽  
Rutger C. M. E. Engels ◽  
Harold Bekkering ◽  
Ellen R. A. de Bruijn
Keyword(s):  
Decision Making ◽  
Event Related Potential ◽  
Anterior Cingulate ◽  
Specific Response ◽  
Conflict Monitoring ◽  
Traffic Light ◽  
Decision Making Processes ◽  
Complex Decision Making ◽  
Complex Decision ◽  
Everyday Knowledge

Different theoretical accounts have attempted to integrate anterior cingulate cortex involvement in relation to conflict detection, error-likelihood predictions, and error monitoring. Regarding the latter, event-related potential studies have identified the feedback-related negativity (FRN) component in relation to processing feedback which indicates that a particular outcome was worse than expected. According to the conflict-monitoring theory the stimulus-locked N2 reflects pre-response conflict. Assumptions of these theories have been made on the basis of relatively simple response-mapping tasks, rather than more complex decision-making processes associated with everyday situations. The question remains whether expectancies and conflicts induced by everyday knowledge similarly affect decision-making processes. To answer this question, electroencephalogram and behavioral measurements were obtained while participants performed a simulated traffic task that varied high and low ambiguous situations at an intersection by presenting multiple varying traffic light combinations. Although feedback was kept constant for the different conditions, the tendency to cross was more pronounced for traffic light combinations that in reallife are associated with proceeding, as opposed to more ambiguous traffic light combinations not uniquely associated with a specific response. On a neurophysiological level, the stimulus-locked N2 was enhanced on trials that induced experience-based conflict and the FRN was more pronounced for negative as compared to positive feedback, but did not differ as a function of everyday expectancies related to traffic rules. The current study shows that well-learned everyday rules may influence decision-making processes in situations that are associated with the application of these rules, even if responding accordingly does not lead to the intended outcomes.

A Mashup Application to Support Complex Decision Making for Retail Consumers

2012 ◽  
pp. 277-294 ◽  
Author(s):  
Steven Walczak ◽  
Deborah L. Kellogg ◽  
Dawn G. Gregg
Keyword(s):  
Decision Making ◽  
Information Overload ◽  
Decision Quality ◽  
Online Tools ◽  
Decision Making Processes ◽  
Complex Decision Making ◽  
Complex Decision ◽  
Time Required ◽  
Decision Complexity

Purchase processes often require complex decision making and consumers frequently use Web information sources to support these decisions. However, increasing amounts of information can make finding appropriate information problematic. This information overload, coupled with decision complexity, can increase time required to make a decision and reduce decision quality. This creates a need for tools that support these decision-making processes. Online tools that bring together data and partial solutions are one option to improve decision making in complex, multi-criteria environments. An experiment using a prototype mashup application indicates that these types of applications may significantly decrease time spent and improve overall quality of complex retail decisions.

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