Agile Intelligent Research of Manufacturing System in Modern Enterprises

2012 ◽  
Vol 220-223 ◽  
pp. 123-126
Author(s):  
Chao Meng ◽  
Shan Wang

In the large-scale modern production, enterprises have to improve the ability of agile intelligent manufacturing for surviving and developing. This paper explained the basic concept of agile intelligent manufacturing, and then discussed in detail its three bases, namely enabling technologies, management models and human resources. Because it adapts well to the production pattern of the 21st Century, this advanced method should be greatly promoted according to circumstances.

2008 ◽  
Vol 50 (2-6) ◽  
pp. 82-91 ◽  
Author(s):  
Roderick Hyde ◽  
Muriel Ishikawa ◽  
Nathan Myhrvold ◽  
John Nuckolls ◽  
Lowell Wood

2012 ◽  
Vol 457-458 ◽  
pp. 921-926
Author(s):  
Jin Zhi Zhao ◽  
Yuan Tao Liu ◽  
Hui Ying Zhao

A framework for building EDM collaborative manufacturing system using multi-agent technology to support organizations characterized by physically distributed, enterprise-wide, heterogeneous intelligent manufacturing system over Internet is proposed. According to the characteristics of agile EDM collaborative manufacturing system(AEDMCMS), the agent technology is combined with Petri net in order to analyze the model. Based on the basic Petri Net, the definition is extended and the Agent-oriented Petri net (APN) is proposed. AEDMCM is turned into the model of Petri Net which is suitable to the analysis and optimization of manufacturing processes.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephen Denning

Purpose The author posits that the management model of an organization determines what kind of business models can be pursued within that organization and that successful 21st century management models are very different from those that succeeded in the 20th century. Design/methodology/approach The author compares and contrasts successful 21st century management models with models that succeeded in the 20th century. Findings Success in the digital age requires a 21st century management model and mindset based on an obsession with delivering value to customers. Practical implications The management model incorporates the key ‘written and unwritten rules’ of the firm. The success of digital innovation can be threatened by 20th Century management assumptions that thwart Agile initiatives. Originality/value Article explains how Agile mindsets and practices are essential to the 21st century management model, and how they potentiate the firm’s focus on creating customers.


2021 ◽  
Vol 1 (S1) ◽  
pp. s11-s11
Author(s):  
Kimberly Korwek ◽  
E. Jackie Blanchard ◽  
Julia Moody ◽  
Katherine Lange ◽  
Ryan Sledge ◽  
...  

Background: The approval of the first SARS-COV-2 vaccines for COVID-19 were accompanied by unprecedented efforts to provide vaccination to healthcare workers and first responders. More information about vaccine uptake in this group is needed to better refine and target educational messaging. Methods: HCA Healthcare used federal guidance and internal experience to create a systemwide mass vaccination strategy. A closed point-of-dispensing (POD) model was developed and implemented. The previously developed enterprise-wide emergency operations strategy was adapted and implemented, which allowed for rapid development of communications and operational processes. A tiering strategy based on recommendations from the National Academies was used in conjunction with human resources data to determine vaccine eligibility for the first phase of vaccination. A comprehensive data and reporting strategy was built to connect human resources and vaccine consent data for tracking vaccination rates across the system. Results: Vaccination of employed and affiliated colleagues began December 15, 2020, and was made available based on state-level release of tiers. Within the first 6 weeks, in total, 203,544 individuals were eligible for vaccine based on these criteria. Of these, 181,282 (89.1%) consented to and received vaccine, 19,788 (9.7%) declined, and 2,474 (1.2%) indicated that they had already been vaccinated. Of those eligible, the highest acceptance of vaccine was among the job codes of specialists and professionals (n = 7,914 total, 100% consent), providers (n = 23,335, 99.6%,), and physicians (n = 3,218, 98.4%). Vaccine was most likely to be declined among job codes of clerical and other administrative (n = 12,889 total, 80.1% consent), clinical specialists and professionals (n = 22,853, 81.0%,) and aides, orderlies and technicians (n = 17,803, 82.6%,). Registered nurses made up the largest eligible population (n = 56,793), and 89.5% of those eligible consented to receive vaccination. Average age among those who consented was slightly older (48.3 years) than those that declined (44.7 years), as was length of employment tenure (6.9 vs 5.0 years). Conclusion: A large-scale, closed POD, mass vaccination program was able to vaccinate nearly 200,000 healthcare workers for SARS-CoV-2 in 6 weeks. This program was implemented in acute-care sites across 20 different US states, and it was able to meet the various state-level requirements for management of processes, product, and required reporting. The development of a standardized strategy and custom, centralized monitoring and reporting facilitated insight into the characteristics of early vaccine adopters versus those who decline vaccination. These data can aid in the refining and targeting of educational materials and messaging about the SARS-CoV-2 vaccine.Funding: NoDisclosures: None


Sign in / Sign up

Export Citation Format

Share Document