Catalogue Search | MBRL
هل أنت متأكد أنك تريد إزالة الكتاب من الرف؟
{{itemTitle}}
305,897
نتائج ل
"Production management."
صنف حسب:
Key concepts in operations management
\"Over 50 concept entries include: Operations Strategy, Managing Innovation, Process Modeling, New Product Development, Forecasting, Planning and Control, Supply Chain Management, Risk Management and many more.\"--Publisher.
Book
Digital twin-based smart production management and control framework for the complex product assembly shop-floor
Digital twin technology is considered as a key technology to realize cyber-physical systems (CPS). However, due to the complexity of building a digital equivalent in virtual space to its physical counterpart, very little progress has been achieved in digital twin application, especially in the complex product assembly shop-floor. In this paper, we propose a framework of digital twin-based smart production management and control approach for complex product assembly shop-floors. Four core techniques embodied in the framework are illustrated in detail as follows: (1) real-time acquisition, organization, and management of the physical assembly shop-floor data, (2) construction of the assembly shop-floor digital twin, (3) digital twin and big data-driven prediction of the assembly shop-floor, and (4) digital twin-based assembly shop-floor production management and control service. To elaborate how to apply the proposed approach to reality, we present detailed implementation process of the proposed digital twin-based smart production management and control approach in a satellite assembly shop-floor scenario. Meanwhile, the future work to completely fulfill digital twin-based smart production management and control concept for complex product assembly shop-floors are discussed.
Journal Article
Industry 4.0 implies lean manufacturing: research activities in industry 4.0 function as enablers for lean manufacturing
Purpose: Lean Manufacturing is widely regarded as a potential methodology to improve
productivity and decrease costs in manufacturing organisations. The success of lean
manufacturing demands consistent and conscious efforts from the organisation, and has to
overcome several hindrances. Industry 4.0 makes a factory smart by applying advanced
information and communication systems and future-oriented technologies. This paper analyses
the incompletely perceived link between Industry 4.0 and lean manufacturing, and investigates
whether Industry 4.0 is capable of implementing lean. Executing Industry 4.0 is a cost-intensive
operation, and is met with reluctance from several manufacturers. This research also provides an
important insight into manufacturers’ dilemma as to whether they can commit into Industry 4.0,
considering the investment required and unperceived benefits.
Design/methodology/approach: Lean manufacturing is first defined and different dimensions
of lean are presented. Then Industry 4.0 is defined followed by representing its current status in
Germany. The barriers for implementation of lean are analysed from the perspective of
integration of resources. Literatures associated with Industry 4.0 are studied and suitable solution
principles are identified to solve the above mentioned barriers of implementing lean.
Findings: It is identified that researches and publications in the field of Industry 4.0 held answers
to overcome the barriers of implementation of lean manufacturing. These potential solution principles prove the hypothesis that Industry 4.0 is indeed capable of implementing lean. It
uncovers the fact that committing into Industry 4.0 makes a factory lean besides being smart.
Originality/value: Individual researches have been done in various technologies allied with
Industry 4.0, but the potential to execute lean manufacturing was not completely perceived. This
paper bridges the gap between these two realms, and identifies exactly which aspects of Industry
4.0 contribute towards respective dimensions of lean manufacturing.
Journal Article
The Evolution of Closed-Loop Supply Chain Research
The purpose of this paper is to introduce the reader to the field of closed-loop supply chains with a strong business perspective, i.e., we focus on profitable value recovery from returned products. It recounts the evolution of research in this growing area over the past 15 years, during which it developed from a narrow, technically focused niche area to a fully recognized subfield of supply chain management. We use five phases to paint an encompassing view of this evolutionary process for the reader to understand past achievements and potential future operations research opportunities.
Journal Article
Does Lean Improve Labor Standards? Management and Social Performance in the Nike Supply Chain
This study tests the hypothesis that lean manufacturing improves the social performance of manufacturers in emerging markets. We analyze an intervention by Nike, Inc., to promote the adoption of lean manufacturing in its apparel supply chain across 11 developing countries. Using difference-in-differences estimates from a panel of more than 300 factories, we find that lean adoption was associated with a 15 percentage point reduction in noncompliance with labor standards that primarily reflect factory wage and work hour practices. However, we find a null effect on factory health and safety standards. This pattern is consistent with a causal mechanism that links lean to improved social performance through changes in labor relations, rather than improved management systems. These findings offer evidence that capability-building interventions may reduce social harm in global supply chains.
Data, as supplemental material, are available at
http://dx.doi.org/10.1287/mnsc.2015.2369
.
This paper was accepted by Bruno Cassiman, business strategy
.
Journal Article
Coordinating Inventory Control and Pricing Strategies for Perishable Products
We analyze a joint pricing and inventory control problem for a perishable product with a fixed lifetime over a finite horizon. In each period, demand depends on the price of the current period plus an additive random term. Inventories can be intentionally disposed of, and those that reach their lifetime have to be disposed of. The objective is to find a joint pricing, ordering, and disposal policy to maximize the total expected discounted profit over the planning horizon taking into account linear ordering cost, inventory holding and backlogging or lost-sales penalty cost, and disposal cost. Employing the concept of
L
-concavity, we show some monotonicity properties of the optimal policies. Our results shed new light on perishable inventory management, and our approach provides a significantly simpler proof of a classical structural result in the literature. Moreover, we identify bounds on the optimal order-up-to levels and develop an effective heuristic policy. Numerical results show that our heuristic policy performs well in both stationary and nonstationary settings. Finally, we show that our approach also applies to models with random lifetimes and inventory rationing models with multiple demand classes.
Journal Article