No description available.

No / The purpose of this paper is to describe an integrated manufacturing strategy for the deployment of a CAD/CAM system in a small, medium manufacturing enterprise (SMME). A case study of a SMME is utilised in deploying an integrated CAD/CAM system for practical application of manufacturing technology for achieving sustainable growth through lean systems design (LSD). The paper presents a techno‐economic and technology change management framework, with an application of a holistic set of lean deployment tools that include establishing a strategic and operational plan for implementing CAD/CAM systems as a means to achieving world‐class performance. The paper shows that the CAD/CAM integration within the case company increased knowledge of CAD/CAM technology, productivity, and flexibility whilst reducing throughput times. Based on the literature review and the current case study, a framework for ideal CAD/CAM implementation has been proposed. The paper also shows that management and organisational structures are key inhibitors for successful implementation of technology integration.

Abstract Manufacturing companies have reorganised their value chains and outsourced their non-core activities at an increasing rate during the last two decades. The importance of subcontractors has grown both from the economic and production point of view. The new manufacturing paradigm that emphases outsourcing, co-operation, networking and agility is much discussed on the general level, but very little empirical research has been done on these issues. The main aim of the study is to increase the understanding of the evolution process of subcontracting chains and explain the managerial aspects connected with the subcontractors' evolution. In the theoretical part I of the study, the concepts of subcontracting are clarified. The forms to classify subcontractors are discussed as the structure and development of subcontracting systems. The lean supply philosophy and manufacturing strategy concept are presented as a basis for the study. The manufacturing strategy framework for subcontractors is presented. The empirical findings of this study are based on longitudinal case studies covering the time period from the early 1980's to the late 1990's. Three cases from the metal and electronics industry including an OEM and a few subcontractors are presented. The studies focuses on the factors affecting the evolution of subcontracting, especially the impacts of subcontractors' manufacturing strategy on supply chain decisions. The implications of the case studies allow a number of conclusions to be drawn. The main differences from the lean supply theory was in supplier development and supply chain management practices The production volume, product structure and supplier base were the most important points affecting the subcontracting chain structure. The process of assigning manufacturing to subcontractors happened gradually and included critical points, which should be evaluated. The evolution process of subcontractors from a part supplier towards a system supplier is discussed. The competitiveness of the subcontractors evolves gradually starting from quality and adding other capabilities. In order to develop the subcontracting chain the stage of evolution of subcontractors should be recognised. A conceptual model for four different stages, part, component, specialist and system supplier, was also created in this study.

Decisions made and actions taken by individuals in the operations function impact the formation of a company’s manufacturing strategy (MS). Therefore, it is important that the MS is understood and agreed on by all employees, that is, strategic consensus among the individuals in the operations function is essential. This research contributes to the current body of knowledge by including a workers’ perspective on MS formation. It is the workers on the shop floor who bring the MS to life in the actual operations through their daily decisions and actions. The MS falls short if the priorities outlined do not materialise in practice as intended. The purpose of this research is to investigate how the individuals in the operations function perceive the MS in order to understand how these individuals are involved in the MS formation. The research is based on five studies, differing by evidence, as follows: one theoretical, three qualitative in the setting of small and medium-sized enterprises (SMEs), and one quantitative at a large company. Based on the findings presented in the six appended papers, the results show that empirically and conceptually, workers have been overlooked or given a passive role in the MS formation. Empirically, it is seen that workers and managers do not have a shared understanding of the underlying reasons for strategic priorities; hence, the level of strategic consensus is low. Furthermore, the level of strategic consensus varies among the different MS dimensions depending on their organisational level. Moreover, the empirical findings reveal that internal contextual factors influence the individuals’ perceptions of the MS and the possibilities for strategic consensus. Regarding the external context, the results show that major customers’ strategies influence the subcontractor SMEs’ MS formation. The usage of means of communication in the operations function has also shown to be of importance for how the MS is perceived. Conceptually, the findings indicate that the MS literature tends to treat individuals in the operations function in a deterministic manner; individuals on the shop floor are regarded as manufacturing resources. To ensure a successful MS formation process, where the patterns of the decisions made by the individuals in the operations function forms the MS, the view on human nature within the MS requires a more voluntaristic approach. This research suggests to view the MS formation as an iterative “patterning process” which builds on a reciprocal relationship between workers and managers. The introduction of the patterning process contributes to the research on MS formation by explaining the perception range within the hierarchical levels, by re-defining the hierarchical levels included in the MS formation and by detailing the activities in the MS formation.

Since the turn of the century, manufacturing industry has witnessed significant structural changes. Agility, which aims to provide companies with competitive capabilities so that they can prosper from dynamic and continuous changes in the business environment, has become a prevailing manufacturing strategy. However, how to develop a manufacturing strategy based on agility, and how to design and manage global supply chain networks effectively to implement these strategy, are not fully understood. This thesis presents survey based research that was carried out on a number of U.K. manufacturing companies. The research revisited the taxonomy of agility strategies for manufacturing industry developed by Zhang and Sharifi (2007) and investigated the methods of supply chain management employed by different strategic groups. The findings show that whilst the three broad types of agility strategies discovered in previous work (Zhang and Sharifi, 2007) have remained two sub types of agility strategies have been identified. They are named Responsive players, Quick operators, Quick innovators, Proactive players 1 and Proactive players 2. Responsive players placed a high emphasis on supplier selection related practices; Quick operators placed a high emphasis on sourcing management related practices; Quick innovators placed a high emphasis on relationship management related practices; and Proactive players 1 and 2 placed high emphases on almost all practices. This research has made contributions to the theory development of agility strategy and has provides a managerial guide with companies to improve the implementation of agility strategies in supply chains.

The manufacturing sector is a highly dynamic environment subject to continuous change and environmental uncertainty as parts, components and materials are procured and sourced globally. To be competitive, manufacturers must respond to such uncertainties rapidly and with the greatest flexibility in order to procure and maintain the supply of raw materials resources to sustain their manufacturing operations. Thus, the understanding and measuring of the procurement flexibility are key steps in maintaining a competitive advantage. So, the present study examined the theoretical concepts of procurement flexibility and proposed a generalisable measurement scale for manufacturing procurement flexibility. The scale was based on five supplier-manufacturer procurement dimensions of information exchange, supplier integration, product and component delivery, logistics and organisational structure. Further, each of these dimensions was divided into three flexibility elements of range, uniformity and mobility. A measurement scale was developed fiom a review of extant literature on flexibility relationships, purchasing, procurement and supply chain management using Q-Sort methodology. A mail survey of the major industry groups in the Australian manufacturing industry was undertaken. Principal component analysis and multiple regressions were used to examine the relationships between the flexibility dimensions and their elements. The results indicate that there is still much theory formulation and research to be conducted on procurement flexibility measurement scales. The results also revealed that Australian manufacturers have a limited experience with the flexibility issue and in some cases do not have even a procurement strategy. / These results provide important practical information and establish a range of relevant implications for the Australian manufacturing sector and its future competitiveness. This study also provides a basis for the continued development and distillation of procurement flexibility measures. One of the interesting outcomes of the Supplier Manufacturer Procurement Flexibility (ProcFlex) dimensions and the implication for overall Supply Chain Management (SCM) objectives and strateges is that ProcFlex is cumulative. Any inflexibilities and constrictions, like excess and lack of inventory, in procurement activities is accumulated and increases along the supply chain. It is like a 'stock-whip' effect that runs from suppliers to customers as to the reverse of the 'bull whip' effect.

p. 1 - 137 / Submitted by Santiago Fabio (fabio.ssantiago@hotmail.com) on 2013-01-23T17:46:30Z No. of bitstreams: 1 222.pdf: 1017328 bytes, checksum: 1039a37e9993ba84d37e2f2ce9021377 (MD5) / Made available in DSpace on 2013-01-23T17:46:30Z (GMT). No. of bitstreams: 1 222.pdf: 1017328 bytes, checksum: 1039a37e9993ba84d37e2f2ce9021377 (MD5) Previous issue date: 2008 / O atual cenário de mudanças no plano social, econômico, técnico e organizacional tem exigido das organizações um maior esforço na capacidade de desenvolver vantagens competitivas, frente a uma concorrência cada vez mais acirrada. Diante de uma realidade que exige agilidade, flexibilidade e inovação, a Tecnologia da Informação tem desempenhado papel fundamental nas estratégias das organizações como meio de obter mais produtividade e se diferenciar perante os concorrentes. A partir deste fato foi realizado um estudo de caso na Valeo Sistemas Automotivos Ltda, divisão Front End Module (FEM) Camaçari para compreender qual a contribuicao da TI para a manufatura obter vantagens competitivas, entre 2003 e 2006, à luz do modelo adaptado de Slack (1993), que preconiza que a vantagem competitiva em manufatura significa fazer melhor do que fazem os concorrentes. Ou seja: fazer certo (vantagem de qualidade), fazer rápido (vantagem da velocidade), fazer pontualmente (vantagem da confiabilidade), ter capacidade de se adaptar às mudanças (vantagem da flexibilidade) e fazer ao menor preço (vantagem de custo). Foram utilizados como instrumentos de coleta de dados: questionários estruturados, entrevistas semi-estruturadas com informantes qualificados e observação participante. O estudo de caso demonstrou que a TI pode trazer benefícios significativos para a estratégia da manufatura, traduzidos em um novo conceito de produtividade, quando as ferramentas adequadas são adotadas e utilizadas. O estudo também evidenciou que o conhecimento das ferramentas de TI disponíveis e envolvimento das áreas usuárias colaboram para que a tecnologia da Informação contribua com as estratégias de manufatura. / Salvador

No description available.

This thesis examines and develops a proposed manufacturing system methodology and quality control for the design, planning, scheduling and implementation of the Thermiculite 866 high volume manufacturing line, through the use of Lean Manufacturing, Total Quality Management and Change Management principles. The concept under investigation extends to the analysis of flow production benefits and restrictions considering specific characteristics of the product. A novel factory design methodology is proposed to achieve required production volumes and cost effective implementation. Furthermore, high product quality levels are warranted by developing a Strategic Alignment of Quality Function Deployment which brings commercial awareness to the early stages in the product/process development, and reduces the time to market it whilst promoting long-term solutions. The process and the layout design are supported by a proposed Batch/Flow Comparative Matrix. As a result, the proposed factory design methodologies and management of change introduced in the organization led to a successful production system design as well as controlled implementation according to stakeholders requirements. The design and partial implementation of the Thermiculite 866 production line illustrates the effectiveness of the methodology proposed in this thesis to manage and design the equipment and quality for the future Thermiculite production line.

The main research question pertains to the relationship between time-based manufacturing competence and business performance: Is there a positive relationship between time-based manufacturing competence and business performance. The objective of the study, therefore, is to examine the relationship between time -based manufacturing competence and business performance.