The application of semi-automated gantry cranes in empty container depots

<p>Purpose – The storage and supply of empty containers is a bottleneck in the global supply chain. In the wake of increasing containerisation and globalisation, improving efficiencies of processing within empty container depots can realise efficiencies. The overall objective of this research project is to propose an efficient and effective solution for reducing waste in an empty container depot using a crane. The issue of applying gantry cranes to empty container depots will cover both an operational and a strategic evaluation of the following research questions: 1) What are the potential solutions for a specific yard based on lean thinking, and which solution should be used within the constraints and contexts of this yard? 2) Who are the key stakeholders, and what are their stakes while implementing the solution in the yard to reduce waste? Design/methodology/approach – A review of the literature around empty container depots revealed that while lean operations have been applied to manufacturing, warehousing, and ports, it has not yet been applied to empty container depots. Whereas warehouses primarily deal with stock-holding and ports deal with quayside operations, empty container depots act as a conduit between consignors and consignees. In the vein of American Pragmatism, Design Science Research, and Strategy-as-Practice, this thesis shows that in the context of empty container depots a gantry crane is an artefact that can create efficiencies, reduce costs, as well as explore further effects on the organisation and its wider geo-political habitus. Case Study – A New Zealand company that handles roughly half a million TEUs per annum cooperated with this study. The study was conducted by analysing data from four working depots (Auckland, Tauranga, Napier) selected to illustrate variations in container volumes, types of flows (imports, exports, seasonality), and depot layouts. The current operations of these depots were analysed using lean operations, value stream mapping, and operations interwork centre flow graphs. Of the four sites identified, one (the Auckland OCP site) was shown to achieve the greatest results from a gantry crane. The results of the analysis were then used to develop a potential solution in which waste was identified and eliminated, primarily around excess handling and land utilisation. Findings – A key finding was that efficiency gains differ from site to site based on their unique demands and overall layouts. Furthermore, changes towards the current yard using gantry cranes need to be implemented incrementally based on continuous improvement. This is due to practical constraints around operations, culture change, cashflow management, the acquisition of capital, and broader market/stakeholder influences. Originality/value – The practical applications of this research case are scalable on a vast level. The effects of this research are explored in how the introduction of an artefact affects the organisation, its vision of itself, its strategies, and the broader supply chain in which this organisation operates. The results are further re-contextualisted in order to offer a holistic view of an artefact in its situated environment.</p>

The application of semi-automated gantry cranes in empty container depots

<p>Purpose – The storage and supply of empty containers is a bottleneck in the global supply chain. In the wake of increasing containerisation and globalisation, improving efficiencies of processing within empty container depots can realise efficiencies. The overall objective of this research project is to propose an efficient and effective solution for reducing waste in an empty container depot using a crane. The issue of applying gantry cranes to empty container depots will cover both an operational and a strategic evaluation of the following research questions: 1) What are the potential solutions for a specific yard based on lean thinking, and which solution should be used within the constraints and contexts of this yard? 2) Who are the key stakeholders, and what are their stakes while implementing the solution in the yard to reduce waste? Design/methodology/approach – A review of the literature around empty container depots revealed that while lean operations have been applied to manufacturing, warehousing, and ports, it has not yet been applied to empty container depots. Whereas warehouses primarily deal with stock-holding and ports deal with quayside operations, empty container depots act as a conduit between consignors and consignees. In the vein of American Pragmatism, Design Science Research, and Strategy-as-Practice, this thesis shows that in the context of empty container depots a gantry crane is an artefact that can create efficiencies, reduce costs, as well as explore further effects on the organisation and its wider geo-political habitus. Case Study – A New Zealand company that handles roughly half a million TEUs per annum cooperated with this study. The study was conducted by analysing data from four working depots (Auckland, Tauranga, Napier) selected to illustrate variations in container volumes, types of flows (imports, exports, seasonality), and depot layouts. The current operations of these depots were analysed using lean operations, value stream mapping, and operations interwork centre flow graphs. Of the four sites identified, one (the Auckland OCP site) was shown to achieve the greatest results from a gantry crane. The results of the analysis were then used to develop a potential solution in which waste was identified and eliminated, primarily around excess handling and land utilisation. Findings – A key finding was that efficiency gains differ from site to site based on their unique demands and overall layouts. Furthermore, changes towards the current yard using gantry cranes need to be implemented incrementally based on continuous improvement. This is due to practical constraints around operations, culture change, cashflow management, the acquisition of capital, and broader market/stakeholder influences. Originality/value – The practical applications of this research case are scalable on a vast level. The effects of this research are explored in how the introduction of an artefact affects the organisation, its vision of itself, its strategies, and the broader supply chain in which this organisation operates. The results are further re-contextualisted in order to offer a holistic view of an artefact in its situated environment.</p>

Circular and Lean Food Supply Chains

Circular economy (CE) refers to the industrial economy that aims to achieve enriched sustainability through restorative objects and supply chain design. Many governments have put in place different initiatives in line with the CE. On the other hand, the term Lean operations refers to the reduction of the non-value adding activities and waste in a supply chain. The food sector has been criticized for its sustainability and circularity due to the high levels of food and packaging waste and at the same time the increasing costs. Although food supply chain entities have started to implement circular economy and lean practices, the current efforts do not seem to be sufficient to achieve a circular and lean food system. The aim of this chapter is to explore the possibility of a circular and at the same lean food supply chain.

Nexus between lean operations, eco-product innovativeness, social, green and business performances: an empirical evidence from Ghanaian manufacturing SMEs

PurposeThis paper explores the nexus between lean operations, eco-product innovativeness, social performance, green performance and business performance. Both direct and indirect effects are tested among the variables under consideration in this study.Design/methodology/approachData is garnered from 166 Ghanaian small and medium-sized enterprise (SME) manufacturers. All hypothesized relationships are tested using partial least square-structural equation modeling.FindingsThe results suggest that lean operations has a significant positive effect on eco-product innovativeness, social performance, green performance and business performance. The results further indicate that eco-product innovativeness significantly influences green performance and social performance, but does not significantly influence business performance. The mediation procedure performed shows that eco-product innovativeness plays a complementary partial mediation role between lean operations, social performance, green performance and business performance.Practical implicationsThe study provides enough evidence that informs managers that the application of lean operations should be a necessity instead of an afterthought when pursuing their sustainable performance targets. The study specifically enlightens Ghanaian managers and those in similar environs to substantially invest in lean operations to achieve eco-product innovativeness and contribute to the survival of the manufacturing sector.Originality/valueIn addition to expanding lean operations and environmental management literature, the study happens to be among the scant studies that has verified the direct and indirect effects between lean operations, eco-product innovativeness, social, green and business performances.

The moderating role of lean operations between supply chain integration and operational performance in Saudi manufacturing organizations

The fundamental reason for this study was to explore the impact of Supply Chain Integration on Operational Performance through the directing part of Lean Operations. The study essential information gathered from the example that contains 288 supervisors working in Saudi Industrial Organizations lied in the western locale, utilizing an all-around planned survey. This study coordinated to study how the supply chain integration, lean operations, and operational performance can impact each other in manufacturing associations. SEM model created and deliberately surveyed and tried. The key discoveries demonstrate that rehearsing supply chain integration cycles could bring about expanding the open door for manufacturing associations to accomplish operational performance through applying lean practices. Therefore, the connection between supply chain integration and operational performance, just as the connection between lean operations and operational performance, was positive, given these connections, it very well may be presumed that the lean operations (as a directing variable) can have a positive impact the connection between supply chain integration and operational performance. Particularly, the connection between supply chain integration and quality performance measures.