Achieving Best Practice Manufacturing Involving Tacit Knowledge through the Cautious Use of Mixed-mode Modelling

2010 ◽  
Vol 2 (2) ◽  
pp. 35-52 ◽  
Author(s):  
Miles G. Nicholls ◽  
Barbara J. Cargill
Keyword(s):  
Communities Of Practice ◽  
Tacit Knowledge ◽  
Mixed Mode ◽  
Best Practice ◽  
Solution Process ◽  
Shop Floor ◽  
Optimal Solutions ◽  
Production Processes ◽  
Employee Groups ◽  
Subjective Input

In the real world, ‘optimal’ solutions for many production process problems do not exist. In such circumstances, ‘best practice’ is the realistic outcome for which practitioners aim. The reasons for this stem from many causes, including that data associated with production processes are often corrupted and/or missing. These types of processes usually rely heavily on the subjective input of the process workers on the shop floor (tacit knowledge). This paper outlines how the use of mixed-mode modelling has been utilised to help solve these types of problems. The industry examples used in the paper incorporate the concept of Communities of Practice (CoPs) in the mixed-mode models that are developed as a means of capturing tacit knowledge and incorporating it into the solution process. Additionally, CoPs need to sit comfortably within the culture and values of the organisation and employee groups, and must be clearly owned and facilitated by the community of workers whose knowledge is to be shared. Finally, CoPs should be presented as opportunities to share, compare, and learn so that a ‘craft’ is not lost or diminished.

Achieving Best Practice Manufacturing Involving Tacit Knowledge through the Cautious Use of Mixed-Mode Modelling

2012 ◽  
pp. 237-256
Author(s):  
Miles G. Nicholls ◽  
Barbara J. Cargill
Keyword(s):  
Tacit Knowledge ◽  
Real World ◽  
Mixed Mode ◽  
Best Practice ◽  
Solution Process ◽  
Shop Floor ◽  
Optimal Solutions ◽  
Production Processes ◽  
Employee Groups ◽  
Subjective Input

In the real world, ‘optimal’ solutions for many production process problems do not exist. In such circumstances, ‘best practice’ is the realistic outcome for which practitioners aim. The reasons for this stem from many causes, including that data associated with production processes are often corrupted and/or missing. These types of processes usually rely heavily on the subjective input of the process workers on the shop floor (tacit knowledge). This paper outlines how the use of mixed-mode modelling has been utilised to help solve these types of problems. The industry examples used in the paper incorporate the concept of Communities of Practice (CoPs) in the mixed-mode models that are developed as a means of capturing tacit knowledge and incorporating it into the solution process. Additionally, CoPs need to sit comfortably within the culture and values of the organisation and employee groups, and must be clearly owned and facilitated by the community of workers whose knowledge is to be shared. Finally, CoPs should be presented as opportunities to share, compare, and learn so that a ‘craft’ is not lost or diminished.

Communities of Practice and Development of Best Practices

2011 ◽  
pp. 66-67
Author(s):  
Miles G. Nicholls
Keyword(s):  
Best Practices ◽  
Communities Of Practice ◽  
Tacit Knowledge ◽  
Best Practice ◽  
Float Glass ◽  
Strong Base ◽  
Solution Algorithms ◽  
Community Interest ◽  
Industrial Setting ◽  
Deterministic Solution

Communities of practice and the development of best practices have a particularly strong base in an industrial setting where the intellectual capital—or more correctly, the tacit knowledge—is a ‘craft’ bordering on ‘alchemy’. The concept of ‘craft’ tacit knowledge in this context relates to industrial processes where the operation is often based on a body of individuals’ experience and is not able to be determined or analysed in a scientific or repeatable manner. Some examples of industries where these processes exist include aluminium smelting and float glass manufacturing. In both of these industries, a large proportion of the production processes rely on factory floor operators utilizing ‘craft’ (tacit knowledge) in the pursuit of best practice. These types of situations see many individuals involved in the manufacturing process sharing a community interest, and seeking the determination of best practice as a challenge and a means of enhancing personal and group pride. Best practice is used here in both a general and a mathematical sense, since there are no deterministic solution algorithms that can be used for solving certain aspects of the processes described below.

Identifying and Implementing Management Best Practice for Communities of Practice

2008 ◽  
Vol 4 (3-4) ◽  
pp. 160-175 ◽  
Author(s):  
James Bishop ◽  
Dino Bouchlaghem ◽  
Jacqueline Glass ◽  
Isao Matsumoto
Keyword(s):  
Communities Of Practice ◽  
Best Practice

TAD-Net: An approach for real-time action detection based on temporal convolution network and graph convolution network in digital twin shop-floor

Digital Twin ◽  
2021 ◽  
Vol 1 ◽  
pp. 10
Author(s):  
Qing Hong ◽  
Yifeng Sun ◽  
Tingyu Liu ◽  
Liang Fu ◽  
Yunfeng Xie
Keyword(s):  
Real Time ◽  
Sequence Data ◽  
Network Models ◽  
Human Action ◽  
Practical Significance ◽  
Shop Floor ◽  
Action Detection ◽  
Digital Twin ◽  
Actual Application ◽  
Production Processes

Background: Intelligent monitoring of human action in production is an important step to help standardize production processes and construct a digital twin shop-floor rapidly. Human action has a significant impact on the production safety and efficiency of a shop-floor, however, because of the high individual initiative of humans, it is difficult to realize real-time action detection in a digital twin shop-floor. Methods: We proposed a real-time detection approach for shop-floor production action. This approach used the sequence data of continuous human skeleton joints sequences as the input. We then reconstructed the Joint Classification-Regression Recurrent Neural Networks (JCR-RNN) based on Temporal Convolution Network (TCN) and Graph Convolution Network (GCN). We called this approach the Temporal Action Detection Net (TAD-Net), which realized real-time shop-floor production action detection. Results: The results of the verification experiment showed that our approach has achieved a high temporal positioning score, recognition speed, and accuracy when applied to the existing Online Action Detection (OAD) dataset and the Nanjing University of Science and Technology 3 Dimensions (NJUST3D) dataset. TAD-Net can meet the actual needs of the digital twin shop-floor. Conclusions: Our method has higher recognition accuracy, temporal positioning accuracy, and faster running speed than other mainstream network models, it can better meet actual application requirements, and has important research value and practical significance for standardizing shop-floor production processes, reducing production security risks, and contributing to the understanding of real-time production action.

scholarly journals The Frontier Production Function: A Tool for Improved Decision Making

1980 ◽  
Vol 9 (2) ◽  
pp. 1-10 ◽  
Author(s):  
Richard A. King
Keyword(s):  
Decision Making ◽  
Production Function ◽  
Best Practice ◽  
Processing Plant ◽  
Technical Knowledge ◽  
Production Processes ◽  
Frontier Production Function ◽  
Enterprise Budgets

A frontier production function may be thought of as a “best practice” production function (Førsund and Jansen) or a function that expresses the maximum product obtainable from various combinations of factors given the existing state of technical knowledge. It is the theoretical counterpart to farm enterprise budgets or processing plant budgets derived by economic engineering methods to describe the best possible production processes.

scholarly journals Implementation of Lean Manufacturing in a Cement Industry

2021 ◽  
Vol 11 (3) ◽  
pp. 7069-7074
Author(s):  
M. Masmali
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Production Control ◽  
Value Added ◽  
Cement Industry ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Cement Production ◽  
Work In Process ◽  
Production Processes

The lean manufacturing concept is a systematic minimization of waste and non-value activities in production processes introduced by the Toyota production system. In this research, lean manufacturing is implemented in a cement production line. Value Stream Mapping (VSM) is applied to give a clear picture of the value chain in cement production processes and to highlight the non-value-added in the shop floor. To begin, the existing VSM is constructed based on the information and data gathered during visiting and observing the manufacturing process in the firm. As a result, the excess inventory between workstations was identified as a major waste generation, hence, the proposed VSM conducts further improvement and makes action plans to alleviate the unwanted activities. Then, the takt time to ensure smooth material flow and to avoid any occurring delay or bottleneck in the production line was figured out. The supermarket pull-based production control is suggested to be adopted in the future map. Two pull production strategies are selected in this case. The first is applying the Kanban system to control the level of inventory between workstations. The other is the CONWIP approach to control the amount of work in process to the entire production line. The outcome of the proposed models indicates a decrease of the none-value time from 23 days in the current state to about 4 and 2 days in Kanban and CONWIP systems respectively, so the CONWIP was suggested as most efficient. Some suggestions for further research are also mentioned.

scholarly journals Lean Companies Employed Assembly Workers Train with New Approches

2021 ◽  
Vol 12 (5) ◽  
pp. 574-579
Author(s):  
Somesh Dhamija
Keyword(s):  
Lean Manufacturing ◽  
Implementation Process ◽  
Shop Floor ◽  
Manufacturing Companies ◽  
Complex Activity ◽  
The Core ◽  
Production Processes ◽  
Effective Training ◽  
Manufacturing Activity ◽  
Definition Of

LM has proven itself the production system that enhances shop floor efficiency. Furthermore, the current environment for production firms is accelerating the pace at which LM is implemented. The manufacture of lean is not easy to introduce. It is constant and complex activity. Assembly workers in production processes are the core of lean manufacturing activity. Training is known as vehicle to aid the implementation process. While the importance of training is known so far, there are only a few options for organizing effective training. The results of the survey of questions conducted inside UK manufacturing companies are examined. This article illustrates the definition of lean production and worker requirements in lean environment.

The REACT Collaborative Development Programme: Bringing universities together to enhance student-engagement activities for the ‘hard to reach’

2017 ◽  
Vol 3 (1) ◽  
pp. 40
Author(s):  
Elisabeth Dunne ◽  
Tom Lowe
Keyword(s):  
Student Engagement ◽  
Communities Of Practice ◽  
Best Practice ◽  
Academic Staff ◽  
Development Programme ◽  
Higher Education Funding ◽  
Collaborative Development ◽  
Final Output ◽  
Metropolitan Universities ◽  
Funding Application

As outlined in the funding application to the Higher Education Funding Council for Engagement (HEFCE), the REACT programme was designed to “support the expansion of context-appropriate interventions to at least ten further universities through consultancy, workshops, mentoring of Student Unions and academic staff in other institutions, and working with students and student engagement practitioners to spread the interventions” (REACT, 2015). This aligned with other aims of the bid, including that REACT would: disseminate best practice in relation to the challenge of engaging those outside the usual ambit of Student Engagement (SE) activities; build communities of practice based on strong evidence; and provide consultancy support and proven approaches amongst at least ten UK universities. This paper highlights how the ‘REACT Collaborative Development Programme’ was designed to facilitate these aims, to build momentum and spread practice beyond the core of Winchester, Exeter and London Metropolitan universities. All aspects of the programme are outlined, from the initial ‘Expression of Interest’ to the collaborative process of putting together this issue of JEIPC as a final output of REACT. 

Best Practices

2011 ◽  
pp. 142-149 ◽  
Author(s):  
Wesley C. Vestal ◽  
Kimberly Lopez
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Communities Of Practice ◽  
Best Practice ◽  
Success Factors ◽  
Knowledge Exchange ◽  
Bottom Line ◽  
Critical Success ◽  
Ongoing Work ◽  
The Rich

Organizations continually look for ways to do more with less. One of the most important methods today for helping improve the company bottom line involves linking experts in Communities of Practice to find, share and validate best practices, ideas and solutions. This chapter examines how several best-practice organizations select Communities of Practice, provide support for their ongoing work, develop specialized roles to sustain their efforts, and use technology to bolster the rich tacit knowledge exchange offered by these entities. APQC has also developed a list of critical success factors for Communities of Practice and questions to help organizations develop those factors from its research on Knowledge Management over the last eight years.

Sign in / Sign up

Export Citation Format

Share Document