Design for manufacture and sustainability in new product development

Design for manufacture is well recognised by industry and is about optimising design to aid production. Today there is a significant and growing trend of recognising what happens to a product once its user phase has finished. Post-consumer processes are now an important consideration during the ab-initio stages of design. Rather than a focus limited to design for manufacture or (more recently) design for assembly now the pressure is on for post consumer design. Companies need to do this because legislative pressures are increasing and consumers are becoming ever more aware of, and concerned about, environmental issues. End-of-life processing and design for the environment are therefore areas of growing of interest. This conference paper investigates with industry practitioners their experiences regarding for both the environmental and economic advantages of product life-cycle planning. Legislative pressures and consumer awareness are driving businesses to develop sustainable product design strategies (Jones et al, 2001 p. 27). Changes within the law, to protect our environment, cause companies to pay attention as they begin to affect profitability. The first British Standard to address design for end-of-life processing, and therefore support industry, is BS 8887-1. Over 60 UK manufacturing and design companies that had bought BS 8887-1 contributed to this by being interviewed or providing a written response. The research investigated multiple aspects of sustainable design in practice however, in this conference paper the focus is its application within the design process

The real SAP® Business one cost : a case study of ERP adoption in an SME

This paper reports on a UK based service management Small and Medium-sized Enterprise (SME) that invested into SAP® Business One. The action research case study highlights the real cost and difficulties faced in moving to the one single SAP system and the process that was followed in order to identify third-party vendors that can integrate or customise SAP® Business One. This paper highlights the additional costs required to ensure a ‘fit-for-purpose’ solution to close the gap between strategic needs and the existing SAP Business One solution. The gap itself is illustrated by highlighting 10 key functionalities expected by the given service management SME. The actual implementation cost of the Enterprise Resource Planning (ERP) was found to be approximately double the initial SAP costs. The real costs involve time for, among other things, process reengineering, strategic decision making, software add-ons, staff-training, project-management and software maintenance

Exploring SCM awareness in Chinese SOEs: insights from a case study

Supply chain management (SCM) systems have been used by modern enterprises to support and management the links of supply chain from suppliers to customers. This paper aimed to investigate the current situation of SCM adoption in Chinese state-owned enterprises (SOEs), especially in a geographically dispersed SOE group using a case study approach. Questionnaires were selected as the data collection method in the research. The questionnaire findings show although a set of SCM related functional information systems including purchasing systems, manufacturing and production systems, finance and accounting systems have been applied in Chinese SOEs, an integrated enterprise-wide SCM system is currently missing. Therefore, due to the size and national impact of the SOE in question, it is strongly suggested that an integrated and homogeneous approach to SCM should be adopted in order to improve efficiency, productivity and core competitiveness of this type of organization

Applying Lessons from Cyber Attacks on Ukrainian Infrastructures to Secure Gateways onto the Industrial Internet of Things

Previous generations of safety-related industrial control systems were ‘air gapped’. In other words, process control components including Programmable Logic Controllers (PLCs) and smart sensor/actuators were disconnected and isolated from local or wide area networks. This provided a degree of protection; attackers needed physical access to compromise control systems components. Over time this ‘air gap’ has gradually been eroded. Switches and gateways have subsequently interfaced industrial protocols, including Profibus and Modbus, so that data can be drawn from safety-related Operational Technology into enterprise information systems using TCP/IP. Senior management uses these links to monitor production processes and inform strategic planning. The Industrial Internet of Things represents another step in this evolution – enabling the coordination of physically distributed resources from a centralized location. The growing range and sophistication of these interconnections create additional security concerns for the operation and management of safety-critical systems. This paper uses lessons learned from recent attacks on Ukrainian critical infrastructures to guide a forensic analysis of an IIoT switch. The intention is to identify and mitigate vulnerabilities that would enable similar attacks to be replicated across Europe and North America

Sustainable development strategies for product provision and manufacturing approaches

Manufacturing firms are under many pressures both financially and competitive which focus attention on the performance of their manufacturing processes. In this paper the opportunities for improving the environmental impact of products within the constraints of existing manufacturing infrastructure are examined. Approaches which support sustainability in two aspects are proposed, firstly, the provision of products to the users in ways which extend the product life and secondly, manufacturing approaches which reduce resource usage. The provision and manufacture of products in ways that are truly sustainable are inhibited by three issues: firstly, decisions are predominantly made solely from the perspective of the “vendor” (and do not consider the wider perspective); secondly, that generally the scope of business planning is still rooted in production/manufacturing costs (and not consumption costs) and thirdly, the current performance measures (e.g. KPIs) mainly focus on profitability. The rationale for this conference paper is the argument that there is a need to raise the awareness during the earliest stages of business planning that there may be alternative approaches which are more sustainable. The concepts presented here will underpin further research into performance measures which encompass sustainability and resulting business planning implications

Critical Success Factors for the Transformation Process in Enterprise System Implementation

Organizations continue to deploy enterprise systems (ESs) to improve information flow, reduce costs, and increase operational efficiencies. Realization of these benefits can be enhanced if more is known about the preceding factors that enable transformation of ES data into successful outcomes. This study identifies the critical success factors (CSFs) that influence the process for transforming ES data into knowledge, which leads to business benefits from ES implementation. A multiple case study approach is used to examine how three hi-tech manufacturing companies in New Zealand have deployed an ES and, specifically, the CSFs that contributed to business benefits. The findings emphasize that benefit realization from an ES implementation is a holistic process that not only includes the essential data and technology factors, but also includes business strategy deployment, people and process management, and skills and competency development

Benefits realization from IS/IT investments - a perspective from ERP systems

Delivery of benefits from many ERP systems remains disappointingly low. The high investment in ERP systems means that realizing benefits from these implementations is of critical importance to many organizations. Thus, the main aim this research is to develop insights that can help organizations to improve benefits realization from ERP systems. In doing so, this study is not only evaluating the benefits gained by different organizations, but it is also analysing the key activities that are deemed necessary for benefits realization. This research was conducted in two phases to explore the research objectives. The initial phase was conducted with a selection of stakeholders working in the ERP industry to gather insights concerning the adoption of benefits management approaches and the relationship between ERP customization and benefits realization. The second phase comprised of three in-depth case studies that investigated the activities that were necessary to realize benefits from ERP projects. The research provides a number of important contributions to the academic literature. With respect to the adoption of benefits management (BM) approaches, this research contributes by providing empirical insights about what organizations are actually doing to manage benefits. More specifically, the study provides evidence to suggest that organizations have an increased chance of realizing benefits if they develop localized BM approaches based on organizational needs and context. This study also highlights the role of organisational change in facilitating the realisation of business benefits, in the context of ERP projects. Another important contribution is an attempt in establishing of relationship between different types of customizations and the resultant benefits. The study also contributes by indicating that organizations, in the very particular context of ERP projects, can identify the additional un-planned benefits during the use of the system. This study makes another important new contribution to the literature, by demonstrating the importance of tackling any organizational inhibitors in order to realize maximum benefits at various stages of ERP systems life cycle. Finally, with respect to the evaluation of ERP systems, this research contributes by providing interpretive evaluation of operational ERP systems to explore the process of how benefits were realised, in the participating organizations. It is envisaged that interpretive evaluation will fuel the insights that will maximize the attaining of benefits from ERP implementations

Information Systems Skills Differences between High-Wage and Low-Wage Regions: Implications for Global Sourcing

Developing Information Systems (IS) skills for a company’s workforce has always been challenging, but global sourcing growth has caused the determination of needed IS skills to be more complex. The increased use of outsourcing to an IS service provider and from high-wage regions to low-wage regions has affected what IS skills are required globally and how to distribute the workforce to meet these needs. To understand what skills are needed in locations that seek and those that provide outsourcing, we surveyed IS service provider managers in global locations. Results from 126 reporting units provide empirical evidence that provider units in low-wage regions value technical skills more than those in high-wage regions. Despite the emphasis on commodity skills in low-wage areas, high- and low-wage providers value project management skills. Low-wage regions note global and virtual teamwork more than high-wage regions do. The mix of skills and the variation by region have implications for domestic and offshore sourcing. Service providers can vary their staffing models in global regions which has consequences for recruiting, corporate training, and curriculum