Production–operation management. The chosen aspects

2021 ◽  
Keyword(s):  
Sustainable Development ◽  
Operations Management ◽  
Industrial Enterprise ◽  
Shop Floor ◽  
Production Operation ◽  
Production Methods ◽  
Computer Aided Process Planning ◽  
Demand Chain ◽  
Operational Management ◽  
Operational Activities

The aim of the e-book is to present the theoretical, cognitive and practical aspects of the essence and complexity of operational management in a production company. The presented modern production methods together with the challenges and problems of contemporary enterprises should better help to understand the issues of sustainable development, with particular emphasis on waste. The book consists of six chapters devoted to relevant and topic issues relating to the core business of an industrial enterprise. Chapter 1 The nature of the industrial enterprise is an introduction to further considerations and deals with the essence of the basic aspects of the company. Both popular and less known definitions of an enterprise, its features, functions and principles of operation are presented. An important part of the chapter is the presentation and formulation of strategic, tactical and operational goals. Moreover, the division of enterprises is presented with the use of various criteria and the features of the industrial market, which make it distinct. Chapter 2 The operational management evolution and its role in the industrial enterprise discusses the evolution and concept of production and operational management. The management levels were also presented, indicating their most important functions. An integral part of the chapter is the essence of the production system, viewed through the prism of the five elements. Chapter 3 Functions and role in operations management presents the issues concerning the organization of production processes, production capacity and inventory management. This part also presents considerations on cooperation and collaboration between enterprises in the process of creating value. Chapter 4 Traditional methods used in operational activities focuses on methods such as benchmarking, outsourcing, core competences, JIT, MPR I and MRP II, as well as TQM and kaizen. Knowledge of these methods should contribute to understanding the activities of modern enterprises, the way of company functioning, the realization of production activities, as well as aspects related to building a competitive position. Chapter 5 Modern methods used in production-operations management discusses the less common and less frequently used production methods, based on a modern and innovative approach. In particular, it was focused on: Shop Floor Control and cooperative manufacturing, environment-conscious manufacturing (ECM) and life-cycle assessment ( LCA), waste management and recycling, Electronic Data Interchange (EDI), virtual enterprise, World Class Manufacturing (WCM), Quality Function Deployment (QFD) and House of Quality (HOQ), theory of constraints (TOC), Drum Buffer Rope (DBR), group technology (GT) and cellular manufacturing (CM), Demand Chain Management and competitive intelligence (CI). In the last section discusses: the role of sustainable statistical process control and Computer-Aided Process Planning in context formatting of information management. Chapter 6 Problems of sustainable development and challenges related to production and operations management describes the problem and challenges related to production and operations activities. In particular, attention was paid to the threats related to changes in global warming, the growing scale of waste, or the processes of globalization. It was pointed out that the emerging problem may be both a threat and a chance for the development of enterprises. An integral part of the chapter are also considerations on technical progress, innovation and the importance of human capital in operational activities.

scholarly journals Sustainable development in production-operations management

2021 ◽  
pp. 151-171
Author(s):  
Dariusz Nowak
Keyword(s):  
Sustainable Development ◽  
Value Chain ◽  
Operations Management ◽  
Lean Manufacturing ◽  
New Technologies ◽  
Raw Materials ◽  
Production Operation ◽  
Production Methods ◽  
Information Energy ◽  
Operational Activity

Production-operation activity is one of the most important functions of modern enterprises. It requires the involvement of various types of resources, such as: raw materials, materials, machines, capital, information, energy, human factor and others, which are used in production processes. However, many problems arise in operational activity. They concern such aspects as: waste of resources or their wasteful use, mismanagement, excessive energy consumption, environmental pollution, exploitation of human potential, etc. It is also emphasized that these problems are reflected both in the growing costs of a company’s activities and in climate change. However, more and more companies are becoming aware of these dangers and are implementing new products, new technologies and processes that use less raw materials and energy, being more environmentally-friendly. The purpose of implementing new solutions of production is to improve labour mobility, optimise the use of raw materials and resources, reduce costs, and to increase efficiency, productivity, etc. Taking the impact of operating activities on the environment into account, the purpose of this chapter is to present selected production methods from their cognitive aspects, the assumptions of which are consistent with the issues of sustainable development. In particular, focus was placed on the zero-waste concept, which allows to eliminate waste in all links of the value chain. Lean manufacturing and six sigma, which help enterprises fight waste in their activity, as well as circular production related to the implementation of closed-loop production principles in practice, are discussed. In addition, the life-cycle product design and recycling, as well as green and environment-conscious manufacturing are presented. The first of them assumes that the possibility of recycling should be considered in the process of designing products and services. The second one should be identified with a modern and systemic way of managing enterprises, taking all environmental aspects into account by all departments.

scholarly journals Sparking Manufacturing Innovation: How Temporary Interplant Assignments Increase Employee Idea Values

2020 ◽  
Author(s):  
Philipp B. Cornelius ◽  
Bilal Gokpinar ◽  
Fabian J. Sting
Keyword(s):  
Operations Management ◽  
Learning By Doing ◽  
Shop Floor ◽  
Manufacturing Plants ◽  
Level Data ◽  
Manufacturing Innovation ◽  
Econometric Tests ◽  
Production Knowledge ◽  
Productivity Gains

Shop-floor employees play a key role in manufacturing innovation. In some companies, up to 75% of all productivity gains are the result of bottom-up employee ideas. In this paper, we examine how employee interplant assignments—short problem-solving jobs at other manufacturing plants within the same firm—influence employee-driven manufacturing innovation. Using unique idea-level data from a large European car parts manufacturer, we show that interplant assignments significantly increase the value of employees’ improvement ideas due to the short-term transfer of production knowledge and long-term employee learning. Both effects are amplified by assignments to plants that have high functional overlap (i.e., plants producing similar products using similar processes and machinery). One implication is that, for the purpose of employee-driven manufacturing innovation, assignments between peripheral plants with high functional overlap can be more effective than assignments to and from central plants. These findings are robust to several econometric tests. Our study provides novel and detailed empirical evidence of manufacturing innovation, and goes beyond previous research on the learning curve (learning by doing) by investigating how interplant assignments affect the value of employees’ improvement ideas (learning by moving). This paper was accepted by Charles J. Corbett, operations management.

Research and Design on Workshop Job Management System Based on Web Electronic Digital Signage

2013 ◽  
Vol 816-817 ◽  
pp. 1181-1184
Author(s):  
Da Wei Dong
Keyword(s):  
Operations Management ◽  
Management System ◽  
Job Shop ◽  
Production Costs ◽  
Shop Floor ◽  
Digital Signage ◽  
Job Management ◽  
Business Efficiency ◽  
Job Management System ◽  
Manufacturing Productivity

The workshop job management system for improving manufacturing productivity and workshop information management plays an important role, while the electronic digital signage is seen as the core of shop floor control system. In this paper, the traditional electronic signage is proposed based on a new electronic digital signage network design, and its integration into the shop floor management systems. This paper developed job shop management system based on web electronic digital signage, the effective integration of existing hardware and software resources of the workshop, rational allocation of production resources of the workshop, the workshop production operations management to achieve digital control, reducing the workshop production costs, improve business efficiency. This paper presents the design of specific methods, and the establishment of a specific management model.

Computer-Aided Process Planning: A Path to Just-in-Time Manufacturing for Shipyards

1988 ◽  
Vol 4 (03) ◽  
pp. 197-215
Author(s):  
Richard L. DeVries
Keyword(s):  
Real Time ◽  
Process Planning ◽  
Group Technology ◽  
Shop Floor ◽  
Just In Time ◽  
Time Data ◽  
Computer Aided Process Planning ◽  
Computer Aided ◽  
Time Basis ◽  
Manufacturing Data

The use of computers to improve the productivity of U.S. shipyards has never been as successful as hoped for by the designers. Many applications were simply the conversion of an existing process to a computerized process. The manufacturing database required for the successful application of computer-aided process planning (CAPP) to the shipyard environment requires a "back-to-basics" approach, one that can lead to control of the processes occurring in the fabrication and assembly shops of a shipyard. The manufacturing database will not provide management feedback designed for the financial segment of the shipyard (although it can be converted to be fully applicable): it provides "real-time" manufacturing data that the shop floor manager can utilize in his day-to-day decisions, not historical data on how his shop did last week or last month. The computer is only a tool to be used to organize the mountains of manufacturing data into useful information for today's shop manager on a "real time" basis. The use of group technology to collect similar products, the use of parameters to clearly identify work content, the use of real-time efficiency rates to project capacity and realistic schedules, and the use of bar codes to input "real time" data are all tools that are part of the process—tools for the shop floor manager of tomorrow.

What is Needed to Advance Transformational E-Government and Why

2015 ◽  
pp. 1302-1322
Author(s):  
Shauneen Furlong
Keyword(s):  
Project Management ◽  
Operations Management ◽  
Process Management ◽  
Management Science ◽  
Design And Implementation ◽  
Management Processes ◽  
External Driver ◽  
Operational Activities ◽  
Tools And Techniques ◽  
The Impact

Throughout the millennia, project management methodologies were developed, and as projects were completed, both theoreticians and practitioners contributed to the development of project management science and codification. Throughout this time, project management science grappled with the problem of delineating project activities from on-going operational activities. Projects require project management while operations require business process management or operations management (PMI, 2008). In the project methodology world, a project is defined as unique, temporary, a definite start and finish (PMI, 2008). Without this definition, the science of project management cannot be applied. It is this definition that provides the credence for the creation and application of project management processes, tools, and techniques. However, the science of project management exists irrespective of a project. In fact, it is the application of project management to any endeavor that creates a project. Effective project management that will drive the design and implementation of transformational e-Government must be enhanced. This chapter proposes project management enhancements to the design, direction, management, and implementation of e-Government projects that focus on project problems rather than methodological processes. The enhanced project management solution provides the tools and educates the user to take into account the impact of the holistic, synergistic challenges and barriers that surround and influence e-Government projects – heretofore, in an unmanageable way that has inhibited change instead of promoting it. The enhanced project management solution is “exogenous” of the e-Government solution; it is its external driver.

scholarly journals Improving the Strategic Management of Investment Activities of Industrial Enterprises as a Factor for Sustainable Development in a Crisis

2019 ◽  
Vol 11 (23) ◽  
pp. 6667
Author(s):  
Vladimir Zhuravlyov ◽  
Tatyana Khudyakova ◽  
Natalia Varkova ◽  
Sergei Aliukov ◽  
Svetlana Shmidt
Keyword(s):  
Sustainable Development ◽  
Strategic Management ◽  
Theory And Practice ◽  
Industrial Enterprise ◽  
Investment Policy ◽  
Management Model ◽  
Development Theory ◽  
Successful Implementation ◽  
Investment Strategies ◽  
Industrial Enterprises

This article discusses the problem of improving the strategic management of sustainable development in industrial enterprises in Russia. The shortcomings of the strategic management of industrial enterprises are due to the fall in the growth rates of the world and domestic economy, international sanctions, and the specifics of the development of socio-economic relations in the Russian Federation. The main problem of the research is related to the imperfection of the strategic management of the investment policy of the enterprise, which leads to a slowdown in the development of the company and a decrease in competitiveness. The main goal of the presented research is to develop proposals for improving the strategic management model for the development and implementation of investment strategies of an industrial enterprise. Based on the analysis of theoretical sources, gaps in research related to the topic and objectives of this work are highlighted. The methodological base of the research is determined, the basis of which are: system theory, systematic approach to managing a company’s sustainable development, theory and practice of modeling, strategic management, investment design. The improved model is proposed, which determines the interdependence of the strategic management of investment policy and the sustainable economic development of the company, presents the algorithm for managing the process of developing investment strategies in an industrial enterprise. This mechanism takes into account the main indicators of sustainable development of an industrial enterprise. There are proposals to improve the management model of insurance reserves of the company, reflecting the strategic aspects of investment activities necessary for the successful implementation of the course on sustainable development in an industrial company. The obtained results were tested by a number of Russian enterprises, which led to positive results of their activities, contributed to more sustainable development and strengthening of competitive positions.

scholarly journals Participation of citizens in sustainable development of big cities

2018 ◽  
Vol 193 ◽  
pp. 01029
Author(s):  
Sofia Kalyazina ◽  
Aleksandra Borremans ◽  
Alissa Dubgorn
Keyword(s):  
Sustainable Development ◽  
Greenhouse Gas Emissions ◽  
Greenhouse Gas ◽  
Hazardous Waste ◽  
Environmental Problems ◽  
Modern World ◽  
Gas Emissions ◽  
Production Methods ◽  
Large Cities ◽  
Real Work

The modern world is too densely populated, which prevents the lack of energy, the consequences of greenhouse gas emissions, the accumulation of hazardous waste, the use of toxic production methods. Without involving interested citizens, business representatives, and local authorities in solving these problems, it is not possible to solve the emerging problems. The article provides an overview of the existing ways of citizens' participation in solving environmental problems and ensuring sustainable development in large cities. In addition, some examples of real work being done in this direction are considered.

scholarly journals Optimization of Operation Sequencing in CAPP Using Superhybrid Genetic Algorithms-Simulated Annealing Technique

2011 ◽  
Vol 2011 ◽  
pp. 1-7 ◽  
Author(s):  
G. Nallakumarasamy ◽  
PSS. Srinivasan ◽  
K. Venkatesh Raja ◽  
R. Malayalamurthi
Keyword(s):  
Genetic Algorithms ◽  
Simulated Annealing ◽  
Solution Space ◽  
Computer Integrated Manufacturing ◽  
Computational Time ◽  
Shop Floor ◽  
Production Environment ◽  
Computer Aided Process Planning ◽  
Space Reduction ◽  
Computer Aided

Computer-aided process planning (CAPP) is an important interface between computer-aided design (CAD) and computer-aided manufacturing (CAM) in computer-integrated manufacturing environment. A problem in traditional CAPP system is that the multiple planning tasks are treated in a linear approach. This leads to an overconstrained overall solution space, and the final solution is normally far from optimal or even nonfeasible. A single sequence of operations may not be the best for all the situations in a changing production environment with multiple objectives such as minimizing number of setups, maximizing machine utilization, and minimizing number of tool changes. In general, the problem has combinatorial characteristics and complex precedence relations, which makes the problem more difficult to solve. The main contribution of this work is to develop an intelligent CAPP system for shop-floor use that can be used by an average operator and to produce globally optimized results. In this paper, the feasible sequences of operations are generated based on the precedence cost matrix (PCM) and reward-penalty matrix (REPMAX) using superhybrid genetic algorithms-simulated annealing technique (S-GENSAT), a hybrid metaheuristic. Also, solution space reduction methodology based on PCM and REPMAX upgrades the procedure to superhybridization. In this work, a number of benchmark case studies are considered to demonstrate the feasibility and robustness of the proposed super-hybrid algorithm. This algorithm performs well on all the test problems, exceeding or matching the solution quality of the results reported in the literature. The main contribution of this work focuses on reducing the optimal cost with a lesser computational time along with generation of more alternate optimal feasible sequences. Also, the proposed S-GENSAT integrates solution space reduction, hybridization, trapping out of local minima, robustness, and convergence; it consistently outperformed both a conventional genetic algorithm and a conventional simulated annealing algorithm.

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