120,666 research outputs found
Ontological model centered on resource capabilities for the inspection process planning
[EN] Planning of a manufacturing process is a knowledge-intensive task in which a lot of
information/knowledge must be managed, especially to the most conceptual levels. One
of these tasks that is realized at supervisor planning level, consists of the assignment and
configuration of resources for each activity to execute. Decisions that must be based on
the resource capabilities, which depend largely on resource configuration, so that they
can ensure a good result. As it is well known, the ontological approaches have shown
well positioned in these cases where knowledge management is needed, moreover, these
approaches enable a shared conceptualization, which make it possible to implement
process planning in a collaborative environment, particularly when they are accompanied
by a methodology that facilitates their interpretation and use.
In previous researches, a general ontology for modelling the resource capabilities
involved in a process has been proposed. This ontology has been specialized in order to
support the process planning task and a methodology supported on graphical
representation for validating the configurations of resources assigned in a manufacturing
process has been proposed. Based on these results, in this paper, an extended ontology for
the inspection process planning is presented. This extension includes new types of
activities (inspection activities) and new type of resources (inspection resources), and is
centered on the dimensional and geometrical capabilities of the resources. Additionally,
using the ontology semantics and the proposed methodology, an application for an
inspection plan is developed. The inspection process planning case is focused on the
preparation activities used for obtaining the configurations of the resources, since they
largely determine the capabilities of the resulting resources. The application demonstrates
the proficiency of the ontology to execute manufacturing planning and inspection
planning in a dual form.Solano GarcĂa, L.; Rosado Castellano, P.; Romero SubirĂłn, F. (2017). Ontological model centered on resource capabilities for the inspection process planning. Journal of Manufacturing Technology Research. 8(3-4):115-133. http://hdl.handle.net/10251/116178S11513383-
Exploring the advantages of content management systems for managing engineering knowledge in product-service systems
Knowledge management has drawn great interest in manufacturing industries and related business practices. With the requirement for better managing the massive data and knowledge generated during different lifecycle stages of products, manufacturing industries are looking for effective way to acquire, save, process and share knowledge from and between different stakeholders, so as to make appropriate decisions and continuously improve business operations. Current (conventional) engineering information systems in manufacturing applications, such as Enterprise Resource Planning, Computerized Maintenance Management and Product Lifecycle Management Systems are difficult to inter-operate and integrate with each other when dealing with growing amount of data and knowledge as a product goes through its lifecycle stages. As informational and communication technologies (ICT) are being developed much faster in other sectors such as financial, business and social media, it is important to explore the potential of latest ICT tools predominantly used in those sectors for engineering applications and identify any advantages and benefits over the conventional engineering information systems. This paper presents an experiment in using an Open Source Content Management System, for the implementation of a collaborative product-service system for the planning and execution of maintenance and service operations of high-value complex numerical control machine tools in advanced manufacturing systems
Firmsâ Innovative Performance: The Mediating Role of Innovative Collaborations
While existing studies have provided many insightful discussions on the antecedents to innovative collaborations and the benefits of collaborative behavior, few studies have focused on the mediating role of innovative collaborations in enhancing the firmâs technological innovative performance. In this paper, we investigate the mediating role of the firmâs innovative collaborations in the relation between government innovation support and the firmâs product and process innovation intensities. As a mediating factor in the innovation process, innovative collaborations form part of the innovative inputs that contribute to the firmâs product and process innovation intensities. Using arguments derived from the resource-based theory, we found that while receipts of government innovation support help increase the firmâs level of innovative inputs as observed in its collaboration intensity, it is equally important for firms to internalize management practices that encourage maximum leverage of government innovation support for pursuits of innovative collaborations. In a similar vein, while innovative collaborations are necessary for realizing innovative outputs including product and process innovations, it is not a sufficient condition for achieving strong innovative performance. The firmâs internal capabilities as observed in its learning, R&D, resource allocation, manufacturing, marketing, organizing, and strategic planning abilities have a positive influence on the relationship between innovative collaborations and innovative outputs.Innovative Performance; Innovative Collaboration; Firmâs Contextual Factors
Linking design and manufacturing domains via web-based and enterprise integration technologies
The manufacturing industry faces many challenges such as reducing time-to-market and cutting costs. In order to meet these increasing demands, effective methods are need to support the early product development stages by bridging the gap of communicating early design ideas and the evaluation of manufacturing performance. This paper introduces methods of linking design and manufacturing domains using disparate technologies. The combined technologies include knowledge management supporting for product lifecycle management (PLM) systems, enterprise resource planning (ERP) systems, aggregate process planning systems, workflow management and data exchange formats. A case study has been used to demonstrate the use of these technologies, illustrated by adding manufacturing knowledge to generate alternative early process plan which are in turn used by an ERP system to obtain and optimise a rough-cut capacity plan
SMEs: ERP or virtual collaboration teams
Small firms are indeed the engines of global economic growth. Small and Medium Enterprises (SMEs) play an important role to promote economic development. SMEs in the beginning of implementing new technologies always face capital shortage and need technological assistance. Available ERP systems do not fulfil the specific requirements of Small firms. SMEs has scarce resources and manpower therefore many SMEs don?t have the possessions to buy and operate an ERP System. On the other hand competition and competitiveness of SMEs have to be strengthened. This paper briefly reviews the existing perspectives on virtual teams and their effect on SMEs management. It also discusses the main characteristics of virtual teams and clarifies the differences aspects of virtual team application in SMEs. After outlining some of the main advantages and pitfall of such teams, it concentrates on comparing of ERP and virtual collaborative teams in SMEs. Finally, it provides evidence for the need of ?Software as a Service (SaaS)? where an application is hosted as a service provided to customers across the web for SMEs as an alternative of ERP. It has been widely argued that ERP disadvantage in SMEs such as administrative expenditure and cost, isolated structure, severe lack of software flexibility, insufficient support of SMEs business and high operating cost, lead SMEs to use virtual collaborative team which is net work base solution
Towards a collaborative MRP for supply chain coordination
The necessity to increase collaboration in nowadays supply chains is emphasized both by academics and practitioners, but most of the supply chains are still managed through cascades of classical MRP/MRP2 systems. Interviews in the aeronautical sector have shown us the existence of many hidden practices aiming at satisfying local constraints which would be better addressed through collaborative processes. We suggest in this communication to define a "collaborative MRP" which would not only provide a better global performance than purely local planning, but take into account the autonomy of the involved partners which is not always respected by centralized pproaches using APS (Advanced Planning Systems)
An extensible manufacturing resource model for process integration
Driven by industrial needs and enabled by process technology and information technology, enterprise integration is rapidly shifting from information integration to process integration to improve overall performance of enterprises. Traditional resource models are established based on the needs of individual applications. They cannot effectively serve process integration which needs resources to be represented in a unified, comprehensive and flexible way to meet the needs of various applications for different business processes. This paper looks into this issue and presents a configurable and extensible resource model which can be rapidly reconfigured and extended to serve for different applications. To achieve generality, the presented resource model is established from macro level and micro level. A semantic representation method is developed to improve the flexibility and extensibility of the model
Xerox Cuts Costs Without Layoffs Through Union-Management Collaboration
The case study that follows deals with Xerox Corporation, a multinational equipment manufacturing company that decided to work with its union to find ways to use employees\u27 skills and new technologies in addressing economic problems in its manufacturing division. The specific labor-management cooperation project described here began after the Xerox Corporation decided that to produce some of its products competitively, it would need to save over 53 million in production costs. At first, the only solution the company saw was closing down one department, laying off ISO employees, and subcontracting the manufacturing of component parts. But this did not happen. Instead, the company and union agreed to try the unorthodox route of collaboration to solve economic and production problemsâwithout any layoffs. This collaborative effort came despite a companywide downsizing policy that resulted in extensive layoffs throughout Xerox
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