Principles for aerospace manufacturing engineering in integrated new product introduction

This article investigates the value-adding practices of Manufacturing Engineering for integrated New Product Introduction. A model representing how current practices align to support lean integration in Manufacturing Engineering has been defined. The results are used to identify a novel set of guiding principles for integrated Manufacturing Engineering. These are as follows: (1) use a data-driven process, (2) build from core capabilities, (3) develop the standard, (4) deliver through responsive processes and (5) align cross-functional and customer requirements. The investigation used a mixed-method approach. This comprises case studies to identify current practice and a survey to understand implementation in a sample of component development projects within a major aerospace manufacturer. The research contribution is an illustration of aerospace Manufacturing Engineering practices for New Product Introduction. The conclusions will be used to indicate new priorities for New Product Introduction and the cross-functional interactions to support flawless and innovative New Product Introduction. The final principles have been validated through a series of consultations with experts in the sponsoring company to ensure that correct and relevant content has been defined

Enablers and Constraints in Implementing Lean Manufacturing: evidence from Brazilian SMEs

Lean Manufacturing has revolutionized the global manufacturing environment at an unprecedented rate. In scholarly and managerial literature, many works have reported that Lean Manufacturing is a very efficient approach and a straightforward way towards process improvements, in terms of productivity and value adding activities ratio. However, many studies on Lean Manufacturing have highlighted many problems in its implementation. The analysis carried out within the research project is aimed to the factors enabling or constraining the Lean Transformation of a firm’s production system, along with the most relevant tools or practices to be applied. The research methodology used is the so-called “Normative Delphi” with a panel formed by 32 experts coming from 16 Brazilian SMEs. Our results are partially consistent with what has already been discussed in the literature and we found that the most relevant tools/practices are: value stream mapping, 5S methodology, and Kaizen (Gemba walks); the top three enabling factors are: knowledge and sponsorship of senior management, focus on continuous improvement, and employee development fostered by the company; finally, the main critical constraints are: little support from the top management, resistance to change by middle management, and poor or non-qualified Lean training activities

Operational Excellence in Manufacturing, Service and the Oil & Gas: the Sectorial Definitional Constructs and Risk Management Implication

The current global business climate has not been favorable to most firms irrespective of industry affiliation. That condition necessitated companies to adopt operational excellence as a strategy for optimising output with little resources, reducing lead time with the efficient use of assets and employees and avoiding safety and health issues to people and the environment. As a result of the need for operational excellence, many kinds of literature defined the concept based on the context of industry or sector. Industries such as manufacturing, services, oil and gas, mining and so many industries to mention a few, have their unique construct in the definition and therefore causing dilemma on which dimension to hold on to. It is against this backdrop that this paper synthesizes and integrate all the varying dimensions and fuses out similarities, differences and the antecedence of research directions taken on the few mentioned sectors. The paper thus concludes that the unique construct among all the definitions is continuous improvement, cost reduction, quality, time utilization, operational efficiency, staff involvement and output optimisation. However, they varied on risk management, staff health, safety and the concern for the environment, which is unique to oil and gas industry and that can affect the choice of research variables

Last Planner System: Experiences From Pilot Implementation in the Middle East

The work described in this paper is devoted to evaluate the effectiveness of implementing Last Planner to improve construction planning practice in Saudi construction industry. Firstly, the primary results of implementing Last Planner System (LPS) in two construction projects in Saudi Arabia are presented. Action research strategy was undertaken with different data collection methods employed included interviews, observation and survey questionnaire. Secondly, benefits gained in terms of improving construction management practice are presented, the critical success factors for LPS implementation are discussed, and potential barriers for implementing LPS revealed from the studies are presented. The results demonstrated numerous benefits were gained in terms of improving construction planning and site management. The fact that the structural work in one of the sites finished two weeks ahead of schedule is a clear evident of this improvement. However, there are some potential barriers reported which hindered the achievement of full potentials of LPS. Finally, a comparison between the outcome of this study and some previous studies on Last Planner in other countries is briefly carried out

Examining green production and its role within the competitive strategy of manufacturers

Purpose: This paper reviews current literature and contributes a set of findings that capture the current state-of-the-art of the topic of green production. Design/methodology/approach: A literature review to capture, classify and summarize the main body of knowledge on green production and, translate this into a form that is readily accessible to researchers and practitioners in the more mainstream operations management community. Findings: The existing knowledge base is somewhat fragmented. This is a relatively unexplored topic within mainstream operations management research and one which could provide rich opportunities for further exploration. Originality/value: This paper sets out to review current literature, from a more conventional production operations perspective, and contributes a set of findings that capture the current state-of-the-art of this topic