Advancing zero defect manufacturing: A state-of-the-art perspective and future research directions

Zero Defect Manufacturing is a disruptive concept that has the potential to entirely reshape the manufacturing ideology. Building on the same quality management philosophy that underpins both lean production and Six Sigma, the Zero Defect Manufacturing paradigm has in recent years developed significantly, given the onset of Industry 4.0 and the increasing maturity of its digital technologies. In this paper, we review contemporary advances in Zero Defect Manufacturing using structured literature review. We explore emergent themes and present important directions for future development in this continuously emerging field of research and practice. We highlight two specific Zero Defect Manufacturing strategy types: defect prevention, and defect compensation; as well as identify two important themes for future ZDM research, namely advancing ZDM research (particularly with a view to progressing from zero-defect processes to zero-waste value chain strategies) and overcoming the global application challenges of ZDM (with emphasis on cyber-security and the extension of defect prevention and compensation strategies to less explored manufacturing processes).publishedVersio

Assessing Empirical Research in Managerial Accounting: A Value-Based Management Perspective

This paper applies a value-based management framework to critically review empirical research in managerial accounting. This framework enables us to place the exceptionally diverse set of managerial accounting studies from the past several decades into an integrated structure. Our synthesis highlights the many consistent results in prior research, identifies remaining gaps and inconsistencies, discusses common methodological and econometric problems, and suggests fruitful avenues for future managerial accounting research

A global survey on the current state of practice in Zero Defect Manufacturing and its impact on production performance

To be competitive in dynamic and global markets, manufacturing companies are continuously seeking to apply innovative production strategies and methods combined with advanced digital technologies to improve their flexibility, productivity, quality, environmental impact, and cost performance. Zero Defect Manufacturing is a disruptive concept providing production strategies and methods with underlying advanced digital technologies to fill the gap. While scientific knowledge within this area has increased exponentially, the current practices and impact of Zero Defect Manufacturing on companies over time are still unknown. Therefore, this survey aims to map the current state of practice in Zero Defect Manufacturing and identify its impact on production performance. The results show that although Zero Defect Manufacturing strategies and methods are widely applied and can have a strong positive impact on production performance, this has not always been the case. The findings also indicate that digital technologies are increasingly used, however, the potential of artificial intelligence and extended reality is still less exploited. We contribute to theory by detailing the research needs of Zero Defect Manufacturing from the practitioner’s perspective and suggesting actions to enhance Zero Defect Manufacturing strategies and methods. Further, we provide practical and managerial suggestions to improve production performances and move towards sustainable development and zero waste.publishedVersio

Improving design for manufacturing implementation in knowledge intensive collaborative environments - An analysis of organisational factors in aerospace manufacturing

Today, the manufacturing industry is under pressure to be able to rapidly come up with innovative designs and produce them in much shorter timeframes in order to keep up with growing customer demands and quickly gain new business. One of the ways used to achieve shorter time to markets for new product developments is by using design for manufacturing (DFM) methods to reduce time and energy going into resolving manufacturing based defects. It is also more vital in today’s manufacturing industry to make use of DFM methods much earlier in the product development lifecycle in order to prevent potentially known quality defects from happening and save on costs associated with late design changes. This requires enabling a more systemic feedback cycle of production data for the creation of DFM knowledge repositories as well as overcoming some wider knowledge sharing barriers across the organization. This investigation focuses on how the communications of manufacturing knowledge from production data is affected by factors within the overall organization. The investigation is one of the few that consider the influence of organizational factors on the communication of engineering knowledge as well as the related knowledge sharing barriers. The project is carried out empirically with a large UK based aerospace manufacturing company by gathering data primarily from observations and interviews. This paper presents the findings followed by discussions for improving DFM Knowledge Management in the aerospace industry

Lean production practices to enhance organisational performance

Service sector organisations are constantly overcoming the challenges facing the over-production and waste reduction within their environments. Industries are also becoming very competitive thus forcing them to seek suitable production organisation strategies with the aim towards enhancing their competitiveness and efficiency. The aim of this research study is to investigate the impact of lean production practices on the performance of service based businesses through the case study of a local baked goods supplier. The research framework adopted consists of questionnaire survey method implemented with different end users, thus covering the overall production – retail – customer cycle. The research results and analysis justify the objective of the research that lean production practices enhance the performance of the supplier company and the common tool identified were JIT (Just in Time), Value Steam Mapping (VSP) and the 5S methods. The results also suggest that JIT method has a higher impact towards improvement on performance relating to quality, speed, dependability, flexibility and cost of the supplier. However, the research study also identifies that one of the major challenges faced by the organisation while adopting lean practices was the lack of commitment from top management, continuous training and employee engagement measures

A Company-led Methodology for the Specification of Product Design Capabilities in Small and Medium Sized Electronics Companies

It is the aim of the research reported in this thesis to improve the product design effectiveness of small and medium sized electronics companies in the United Kingdom. It does so by presenting a methodology for use by such firms which will enable them to specify product design capabilities which are resilient to changes in their respective business environments. The research has not, however, concerned itself with the details of particular electronics component technologies or with the advantages of various CAD or CAE products, although these are both important aspects of any design capability. Nor is it concerned with the implementation of the product design capability. The methodology, which represents a significant improvement on current practice, is a structured, company-driven approach which draws extensively upon the lessons of international design best practice. It uses well-proven tools and techniques to guide firms through the entire process of creating such capabilities - from the development of an appropriate Mission Statement to the identification of cost effective and appropriate design system solutions which can readily be translated into action plans for improvement. The work emphasises the importance of adopting a holistic, systems approach which acknowledges the interrelationship between the management of the design process, as well as its operational and supporting activities. The research has been structured around the experiences of companies which have implemented electronics design systems and which "own" the problem in question. Hence, a research strategy was adopted which was based upon a case study approach and upon the development of close collaborative links with two leading design automation tool vendor companies. Case study interviews were undertaken in 18 U.K. and European electronics companies and in 11 U.S., Japanese and Korean electronics firms. The work proceeded in two distinct phases. Firstly, the author participated with other researchers to jointly develop a functional specification of an electronics designers' toolset to support the process of product design in an integrated manufacturing environment. The first phase provided the context for Phase 2, the development of the AGILITY methodology for specifying product design capabilities which represents the author's individual contribution. The contribution to knowledge made by the research lies in the creation of a process methodology which, for the first time, will help U.K. electronics companies to define for themselves product design capabilities which are robust and which support their wider business objectives. No such methodology is currently available in a form which is both accessible and affordable to smaller firms. Furthermore, the author has uncovered no evidence of the existence of such a methodology even for use by large electronics firms. Validation of the methodology is subject to an ongoing process of feedback.Racal Redac Lt

D8.6 OPTIMAI commercialization and exploitation strategy

Deliverable D8.6 OPTIMAI commercialization and exploitation strategy 1 st version is the first version of the OPTIMAI Exploitation Plan. Exploitation aims at ensuring that OPTIMAI becomes sustainable well after the conclusion of the research project period so as to create impact. OPTIMAI intends to develop an industry environment that will optimize production, reducing production line scrap and production time, as well as improving the quality of the products through the use of a variety of technological solutions, such as Smart Instrumentation of sensors network at the shop floor, Metrology, Artificial Intelligence (AI), Digital Twins, Blockchain, and Decision Support via Augmented Reality (AR) interfaces. The innovative aspects: Decision Support Framework for Timely Notifications, Secure and adaptive multi-sensorial network and fog computing framework, Blockchain-enabled ecosystem for securing data exchange, Intelligent Marketplace for AI sharing and scrap re-use, Digital Twin for Simulation and Forecasting, Embedded Cybersecurity for IoT services, On-the-fly reconfiguration of production equipment allows businesses to reconsider quality management to eliminate faults, increase productivity, and reduce scrap. The OPTIMAI exploitation strategy has been drafted and it consists of three phases: Initial Phase, Mid Phase and Final Phase where different activities are carried out. The aim of the Initial phase (M1 to M12), reported in this deliverable, is to have an initial results' definition for OPTIMAI and the setup of the structures to be used during the project lifecycle. In this phase, also each partner's Individual Exploitation commitments and intentions are drafted, and a first analysis of the joint exploitation strategies is being presented. The next steps, leveraging on the outcomes of the preliminary market analysis, will be to update the Key Exploitable Results with a focus on their market value and business potential and to consolidate the IPR Assessment and set up a concrete Exploitation Plan. The result of the next period of activities will be reported in D8.7 OPTIMAI commercialization and exploitation strategy - 2nd version due at month 18 (June 2022

Proceedings of the 2nd Conference on Production Systems and Logistics (CPSL 2021)

Proceedings of the CPSL 202

International Differences in Lean Production, Productivity and Employee Attitudes

The study examines US-European productivity and worker attitude differences, focusing on changes in incentive structures. We analyze productivity and worker attitudes in five plants in the UK and US belonging to the same multinational producer of automotive sensors and actuators. We examine the firm's efforts to make complementary changes in product strategy and human-resource policies. In particular, we look at the impact of a Value-Added Gainsharing plan (VAG) that was introduced at different times among the four plants. Our analysis draws on multiple plant visits, surveys of almost all of the workforce, and confidential financial data. Our study offers a rare look inside a low-wage, non-union firm. We find that the VAG had an impact on productivity and profitability. We find that the UK plant's productivity and worker satisfaction was well below that of the US plants. However, neither our analysis nor interviews with managers suggest that differences in national institutions play a key role in explaining these results.