17,512 research outputs found
Collaborative improvement as an inspiration for supply chain collaboration
The battlefield of competition is today moving from the level of\ud
individual firms to the one of the extended enterprises, that is, networks of customers and their suppliers. This paper discusses how learning and continuous improvement today take place in processes based on daily collaboration at intercompany level, i.e. Extended Manufacturing Enterprises (EMEs). The purpose of the paper is to present a preliminary theory on Collaborative Improvement (CoI), i.e. continuous improvement at the EME level. Based on a literature review on Supply Networks, and Continuous Improvement and on evidence from two explorative case studies, the paper proposes a model for Collaborative Improvement in EMEs and discusses a research approach based on Action Research and Action Learning to further develop preliminary theory and actionable knowledge on how to foster and sustain CoI in EMEs
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 firmās production system, along with the most relevant tools or practices to be applied. The research methodology used is the so-called āNormative Delphiā 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
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Global communication part 2: the use of apparel product data management technology
Improving IT communication systems, through the evolution of future PDM applications, is a theme that has received attention due to its perceived benefits in developing global supply chain success factors. This paper discusses the developments and capabilities of such systems, found within global fashion supply chain relationships and environments. Major characteristics identified within the data suggest that PDM technology appears to be improving the speed of data transfer; however, evidence also suggest that the technologies are evolving quicker than consumer understanding, and arguably cost more to implement, train staff and maintain. Nevertheless, PDM technology increases communication efficiency and helps to enhance social economic and corporate development. The article discusses the findings and also presents the issues regarding human interaction; iconography, infrastructure necessity and individual communication enhancements using a variety of technology processes. PDM technology adoption is still a prevalent topic for the long-term developments of global strategy and communication amalgamation
The challenges for sustainable skills development in the UK automotive supply sector: policy and implementation
Original paper can be found at: http://www.gerpisa.univ-evry.fr/rencontre/16.rencontre/GERPISAJune2008/home.htmlThe European Automotive industry is a key strategic player in the European Union with an estimated 10 million workers. The majority of these work in the supply chain (CLEPA 2005). As a major employer, the sector must work to maintain its competitive edge if it is to keep that workforce engaged.Final Accepted Versio
Development of a mapping system engineering approaches to classic product development processes of technical products: A work project of project management in product development
Project Work presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Information Systems and Technologies ManagementThe automotive industry faces the challenge of meeting customer requirements while ensuring
technological advancements, fast and cost-effective development, and high-quality production.
Information systems play a crucial role in efficiently designing internal processes and meeting
customer demands. Personalized solutions are increasingly adopted to cater to individual preferences
while maintaining up-to-date technology. Information systems are utilized to record and manage
customer requirements, optimize production processes, control inventories, and facilitate effective
communication between departments. Product data management (PDM) solutions are widely
employed, with 77% of automotive companies implementing them. PDM encompasses the storage
and management of data relevant to product development, supporting the entire product lifecycle. As
product complexity grows, efficient management of product data becomes essential, along with the
optimization of business processes to shorten development time and parallelize tasks. CAx
coordination, involving computer-aided design (CAD), manufacturing (CAM), and engineering (CAE),
ensures smooth communication and coordination across the product development process. PDM
systems act as intermediaries between CAx coordination and enterprise resource planning systems,
facilitating seamless integration of design and manufacturing processes. Leading providers of
enterprise resource planning and CAD systems offer software solutions for product lifecycle
management and PDM, enabling centralized and accessible product information, streamlining
development and management processes
Supply chain decision making supported by an Open books policy
Based on a study of a buyerāseller relationship in the automotive industry, this article identifies 17 different decision-making processes where openly sharing cost dataāa so-called open books policyāplays an important supporting role. These processes relate to supplier selection, various activities that occur prior to production, and the full-speed production stage of the exchange process. Overall, open books plays the greatest role in the pre-production stage, although it is found to support decision-making relating to supplier selection and decision-making during full-speed production to a greater extent than the literature recognizes
ŠŠ¾ŃŠ»ŃŠ“Š¶ŠµŠ½Š½Ń ŃŠøŃŃŠµŠ¼Šø Š¾ŠæŠµŃŠ°ŃŃŠ¹Š½Š¾Š³Š¾ Š¼ŠµŠ½ŠµŠ“Š¶Š¼ŠµŠ½ŃŃ Š¾ŃŠ³Š°Š½ŃŠ·Š°ŃŃŃ, Š½Š° ŠæŃŠøŠŗŠ»Š°Š“Ń Apple Computer, Inc
The object of investigation is the process of managing of operating activities of Apple, Inc.
The aim of the work is to formulate theoretical approaches and to develop practical recommendations on directions of improvement of operating management at the organization.
Research methods cover methods of analysis, synthesis, comparison, detailing, system approach.
This masterās research paper analyzes the operational management of Apple, Inc. and provides recommendations for itās improvement. In particular, the main directions of solving the problems of operational management of the company have been outlined, the proposals on improvement of expansion distribution network and organization of innovative activity of the Apple Inc. have been made.ŠŠ±'ŃŠŗŃ Š“Š¾ŃŠ»ŃŠ“Š¶ŠµŠ½Š½Ń ā ŠæŃŠ¾ŃŠµŃ ŃŠæŃŠ°Š²Š»ŃŠ½Š½Ń Š¾ŠæŠµŃŠ°ŃŃŠ¹Š½Š¾Ń Š“ŃŃŠ»ŃŠ½ŃŃŃŃ ŠŗŠ¾Š¼ŠæŠ°Š½ŃŃ Apple, Inc.
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ŠæŃŠ“Ń
Š¾Š“ŃŠ² ŃŠ° ŃŠ¾Š·ŃŠ¾Š±ŠŗŠ° ŠæŃŠ°ŠŗŃŠøŃŠ½ŠøŃ
ŃŠµŠŗŠ¾Š¼ŠµŠ½Š“Š°ŃŃŠ¹ ŃŠ¾Š“Š¾ Š½Š°ŠæŃŃŠ¼ŃŠ² Š²Š“Š¾ŃŠŗŠ¾Š½Š°Š»ŠµŠ½Š½Ń ŃŠøŃŃŠµŠ¼Šø Š¾ŠæŠµŃŠ°ŃŃŠ¹Š½Š¾Š³Š¾ Š¼ŠµŠ½ŠµŠ“Š¶Š¼ŠµŠ½ŃŃ ŠŗŠ¾Š¼ŠæŠ°Š½ŃŃ Apple, Inc.
ŠŠµŃŠ¾Š“Šø Š“Š¾ŃŠ»ŃŠ“Š¶ŠµŠ½Š½Ń: Š¼ŠµŃŠ¾Š“Šø Š°Š½Š°Š»ŃŠ·Ń, ŃŠøŠ½ŃŠµŠ·Ń, ŠæŠ¾ŃŃŠ²Š½ŃŠ½Š½Ń, Š“ŠµŃŠ°Š»ŃŠ·Š°ŃŃŃ, ŃŠøŃŃŠµŠ¼Š½ŠøŠ¹ ŠæŃŠ“Ń
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Š£ ŃŠ¾Š±Š¾ŃŃ ŠæŃŠ¾Š²ŠµŠ“ŠµŠ½Š¾ Š°Š½Š°Š»ŃŠ· Š¾ŠæŠµŃŠ°ŃŃŠ¹Š½Š¾Š³Š¾ Š¼ŠµŠ½ŠµŠ“Š¶Š¼ŠµŠ½ŃŃ Apple, Inc., Š° ŃŠ°ŠŗŠ¾Š¶ Š²ŠøŠŗŠ»Š°Š“ŠµŠ½Ń ŃŠµŠŗŠ¾Š¼ŠµŠ½Š“Š°ŃŃŃ ŃŠ¾Š“Š¾ Š¹Š¾Š³Š¾ Š²Š“Š¾ŃŠŗŠ¾Š½Š°Š»ŠµŠ½Š½Ń. ŠŠ¾ŠŗŃŠµŠ¼Š°, Š¾ŠŗŃŠµŃŠ»ŠµŠ½Š¾ Š¾ŃŠ½Š¾Š²Š½Ń Š½Š°ŠæŃŃŠ¼Šø Š²ŠøŃŃŃŠµŠ½Š½Ń ŠæŃŠ¾Š±Š»ŠµŠ¼ Š¾ŠæŠµŃŠ°ŃŃŠ¹Š½Š¾Š³Š¾ Š¼ŠµŠ½ŠµŠ“Š¶Š¼ŠµŠ½ŃŃ ŠŗŠ¾Š¼ŠæŠ°Š½ŃŃ, Š²Š½ŠµŃŠµŠ½Š¾ ŠæŃŠ¾ŠæŠ¾Š·ŠøŃŃŃ ŃŠ¾Š“Š¾ ŃŠ¾Š·ŃŠøŃŠµŠ½Š½Ń Š“ŠøŃŃŃŠøŠ±āŃŃŠ¾ŃŃŃŠŗŠ¾Ń Š¼ŠµŃŠµŠ¶Ń, Š° ŃŠ°ŠŗŠ¾Š¶ Š²Š“Š¾ŃŠŗŠ¾Š½Š°Š»ŠµŠ½Š½Ń Š¾ŃŠ³Š°Š½ŃŠ·Š°ŃŃŃ ŃŠ½Š½Š¾Š²Š°ŃŃŠ¹Š½Š¾Ń Š“ŃŃŠ»ŃŠ½Š¾ŃŃŃ Apple Inc.Introduction 6
CHAPTER 1 THE THEORETICAL FRAMEWORK OF OPERATIONAL
MANAGEMENT 8
1.1 Meanings and definition of operational management 8
1.2 Principles and methods of operations management 12
1.3 Factors affecting the Operations activity of Apple Inc. company 21
CHAPTER 2 RESEARCH AND ANALYSIS 31
2.1 Š”ompany introduction 31
2.2 SWOT - analysis of Apple Inc. Company 46
2.3 Analysis of operation management at Apple Inc 50
CHAPTER 3 RECOMMENDATIONS FOR IMPROVING OF OPERATIONAL MANAGEMENT AT THE APPLE INC 63
3.1 The main directions of solving operational management problems of the company 63
3.2 Recommendations concerning improvements of Distribution in the organization 65
3.3 Recommendations concerning improvements of innovative activity at the organization 67
CHAPTER 4 SPECIAL PART 73
4.1 Current trends in the field 73
4.2 Company policy in the market 75
CHAPTER 5 RATIONALE FOR RECOMMENDATIONS 77
5.1 Statement for recommendations at Company 77
CHAPTER 6 OCCUPATIONAL HEALTH AND SAFETY AT THE ENTERPRISE 79
6.1 The aim of occupational health 79
6.2 Organization of occupational health and safety at the enterprise 86
CHAPTER 7 ENVIRONMENTAL ISSUES 92
7.1 Environmental issues in the field 92
7.2 Šnvironmental factors 94
Conclusions 96
References 98
Appendices 10
Networking Innovation in the European Car Industry : Does the Open Innovation Model Fit?
The automobile industry is has entered an innovation race. Uncertain technological trends, long development cycles, highly capital intensive product development, saturated markets, and environmental and safety regulations have subjected the sector to major transformations. The technological and organizational innovations related to these transformations necessitate research that can enhance our understanding of the characteristics of the new systems and extrapolate the implications for companies as well as for the wider economy. Is the industry ready to change and accelerate the pace of its innovation and adaptability? Have the traditional supply chains transformed into supply networks and regional automobile ecosystems? The study investigates the applicability of the Open Innovation concept to a mature capital-intensive asset-based industry, which is preparing for a radical technological discontinuity - the European automobile industry - through interviewing purposely selected knowledgeable respondents across seven European countries. The findings contribute to the understanding of the OI concept by identifying key obstacles to the wider adoption of the OI model, and signalling the importance of intermediaries and large incumbents for driving network development and OI practices as well as the need of new competencies to be developed by all players.Peer reviewe
Lean and green ā a systematic review of the state of the art literature
The move towards greener operations and products has forced companies to seek alternatives to balance efficiency gains and environmental friendliness in their operations and products. The exploration of the sequential or simultaneous deployment of lean and green initiatives is the results of this balancing action. However, the lean-green topic is relatively new, and it lacks of a clear and structured research definition. Thus, this paperās main contribution is the offering of a systematic review of the existing literature on lean and green, aimed at providing guidance on the topic, uncovering gaps and inconsistencies in the literature, and finding new paths for research. The paper identifies and structures, through a concept map, six main research streams that comprise both conceptual and empirical research conducted within the context of various organisational functions and industrial sectors. Important issues for future research are then suggested in the form of research questions. The paperās aim is to also contribute by stimulating scholars to further study this area in depth, which will lead to a better understanding of the compatibility and impact on organisational performance of lean and green initiatives. It also holds important implications for industrialists, who can develop a deeper and richer knowledge on lean and green to help them formulate more effective strategies for their deployment
Implementing Agile Methodology Techniques in Automobile Industry
Automotive industries have continued to expand, as they cut on costs by regulating efficiency, grow and make profits. The factors that have continued to change the industry include marketplace growth, outsourcing for product development, customers demanding for improved reliability, development of human-vehicle software and have continued to change the automotive industry. As a result, companies have continued to face numerous challenges to manage the factors. The challenges include managing volatility, experiencing massive uncertainty, as well as reduced predictability of future businesses. Other challenges include handling a complex and interconnected industry and the need to form joint ventures and maintain successful supplier relationships.
The Automotive businesses must change their operating models to advance agility. An example includes ensuring OEMs is flexible to operate across the value chain and provide value-add, as well as personalized experiences. The Automotive companies must learn from Google and Uber that have embraced digital activities to market new business models that can promote innovation. The study conducted by Crute et al. (2013) showed that over 30% of automotive businesses are willing to invest in advanced business models likely to drive value from new capabilities. According to Elkins et al. (2014), having an advanced operating model permit digital abilities that could reduce costs and support growth.
While rethinking of an operating model, the automotive companies must choose the ones that are digital to help them improve efficiency as well as agility. According to Hallgren and Olhanger, (2009), when companies operate on lean strategies, then they free up costs that could likely to be reinvented to other significant fuel growth strategies and maintain a competitive advantage in the industry. When companies invest in new business models and advanced digital abilities, then they engage in aggressive growth. An example includes automotive firms moving beyond manufacturing of vehicles to join the wider ecosystem that opens new business opportunities to build new capabilities, collaborate with other partners to invest heavily in innovation (Poppendieck & Cusumano, 2012).
The focus is on improving customer experiences through expansion strategies that include joint ventures or acquisitions. It is impossible for companies to enhance efficiency and performance without having a talented staff that is committed to the delivery of quality products and services. Digital activities and innovation-driven automotive industry have increased stakes for company processes across the value chain. Devadasan (2012), therefore believes dealerships, OEMs, and manufacturers of vehicle parts require individuals that are digital savvy to initiate the transition to digital corporations (Tuck et al. 2006). The techno-savvy employees use digital strategies to improve customer experience, leading to many companies to invest in human resource practices such as training of employees
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