Towards a Concept for Digitalized Yard Logistics—Outlining the Next-Generation Features

Yards are industrial sites for production and servicing of ships and offshore maritime installations, such as oil and gas platforms and modules, offshore windmills, and fish farms—all essential products in the maritime industry. Although many yards are performing highly complex and technically advanced production, there is still a need to bring the internal logistics of yards to a corresponding level of advancement. Industry 4.0 technologies may answer this need, and this paper presents a concept for digitalized yard logistics. The concept is developed through a concept development activity inspired by design science research, based on a multiple case study of 8 Norwegian yards, including shipyards and offshore construction yards. By mapping these yards, in particular their current level of digitalization, we propose a concept grounded in practice. The concept is built upon four main features of digitalized yard logistics: i) seamless, digitalized information flow, ii) identification and interconnectivity of objects, iii) digitalized operator support, and iv) automated and autonomous material flow. The paper describes and visualize how currently available digital technologies can be applied in the yard logistics context, to achieve those four main features. The concept may be used as inspiration for moving towards the next generation of yard logistics. The paper also addresses qualitatively the potential effects of digitalized yard logistics on yard logistics performance. In this way, the paper may serve as a starting point for more advanced and specific developments, as well as possible realizations, of digitalized yard logistics systems

Centralized vs Decentralized Production Planning in ETO Environments: A Theoretical Discussion

The characteristics of ETO production call for further analysis to investigate the implications of traditional (deterministic) systems of planning i.e., centralized, and hierarchal, compared with decentralized systems. Accordingly, this study delineates the potential implications of centralized and decentralized planning approaches in the context of ETO. Hence, the contradictory pressure for either decentralized or centralized approaches promote one-sided solutions accentuating the crucial significance of a theoretical discussion. Our analysis suggests that implementing decentralized systems should engender flexibility, transparency and responsive, which in turn can strengthen the impact of production planning on project delivery. In contrast, implementing centralized systems is likely to stifle the impact of production planning due to the rigidity, sequential interdependence, and the top-down nature of this approach. As such, our study provides opportunities for extending extant theory on centralized and decentralized production planning within ETO contexts, while providing a tentative framework for ETO practitioners that can be applicable when decisions concerning an (re)evaluation of production planning systems are to be made.acceptedVersio

Rearticulating supply chain design and operation principles to mitigate uncertainty in the Norwegian engineer-to-order shipbuilding sector

Engineering-to-order (ETO) systems are especially prone to high levels of uncertainty in demand, as well as from internal processes, supply side sources and their own control systems. Understanding and categorising the causes of uncertainty provides an opportunity for organisations to determine the principles and tactics for their mitigation. Previous scholars have developed a framework for ETO uncertainty reduction by the extension of the established ‘FORRIDGE’ principles from general manufacturing management. Although such a framework is claimed to be generic, it has only previously been applied in the UK construction industry. The aim of this paper is to determine—via a replication study—the reproducibility, reliability and validity of the ETO uncertainty reduction framework and extend it. A conceptual replication research study was undertaken involving a different population sample: the Norwegian shipbuilding sector. Based on previous research, we categorise ETO into two forms: innovate to order (ITO) and redesign to order (RTO). Targeting 10 Norwegian first-tier ship equipment manufacturers, the respondents were questioned regarding their sources of uncertainty and measures they adopted to mitigate these. Supply chain tactics for shipbuilding have been identified and mapped against the ETO uncertainty reduction principles and uncertainty sources for RTO and ITO types of ETO. Our study has highlighted the reliability of the FORRIDGE principles. We extend the original set of tactics established in the construction sector so that the ETO uncertainty reduction principles can be used in another sector, and we indicate the significance of different tactics for ITO and RTO types of ETO. We make a methodological contribution by showing the application of a conceptual replication research design in an operations management context. Further research is required to test the principles in other ETO-intensive sectors

Sustainability challenges and how Industry 4.0 technologies can address them: a case study of a shipbuilding supply chain

The shipbuilding industry is under significant economic pressure and in need of more efficient solutions to secure economically sustainable operations. It is also challenged by social issues and the need for a greener maritime industry is critical. Accordingly, the shipbuilding industry is pressured across all three dimensions of sustainability. This paper aims to identify the sustainability challenges in shipbuilding supply chains and explore how Industry 4.0 technologies can impact the sustainability of shipbuilding. This is achieved through a case study of a shipbuilding supply chain, which results in the identification of its primary sustainability challenges. Further, this work proposes a set of nine digital solutions to support sustainable operations in shipbuilding as the paper’s primary contribution. This lays the foundation for further empirical research on sustainability and digitalization in shipbuilding, while for practice the paper provides enhanced insight into how Industry 4.0 technologies can be adopted in shipbuilding supply chains.acceptedVersio

Exploring systemic factors creating uncertainty in complex engineer-to-order supply chains: case studies from Norwegian shipbuilding first tier suppliers

While it is recognised that there are varying uncertainty characteristics between industry sectors, there is little uncertainty research directly related to engineer-to-order (ETO) systems. A novel method is developed to identify the factors contributing to uncertainty in shipbuilding first-tier suppliers that inhibit the effective and efficient delivery of ETO products. The empirical data set comes from case-specific workshops involving cross-disciplinary staff from engineering, production, purchasing, planning and sales. The protocol included presentations by the researchers and the company, tours of the shopfloor and interactive sessions. The latter used ‘brown-paper’ exercises to map customer penetration-point locations, identify where uncertainties occurred and evaluate their impact-likelihood. The customer penetration-point mapping identified two ETO types; redesign-to-order (RTO) and innovate-to-order (ITO). The major challenges faced by ITO systems are caused through failures in (a) properly understanding customer requirements and translating those to product specification, (b) providing capacity and capability in engineering design teams at both first- and second-tier suppliers, (c) managing interfaces from customer through to second-tier suppliers. Engineering processes in RTO systems have poor customer configuration protocols leading to complex, overengineered products without pre-existing bill of materials. Engineering and production processes at both first- and second-tier RTO suppliers have extended lead-times with poor capacity availability. A change programme is suggested to reduce uncertainty requiring primary consideration of process and control aspects before addressing demand-side and then supply-side changes. The findings are evaluated by independent interviews indicating that the method and tools adopted have validity, and that the findings are commensurate with wider industry expectations

Advances in Production Management Systems: Issues, Trends, and Vision Towards 2030

Since its inception in 1978, the IFIP Working Group (WG) 5.7 on Advances in Production Management Systems (APMS) has played an active role in the fields of production and production management. The Working Group has focused on the conception, development, strategies, frameworks, architectures, processes, methods, and tools needed for the advancement of both fields. The associated standards created by the IFIP WG5.7 have always been impacted by the latest developments of scientific rigour, academic research, and industrial practices. The most recent of those developments involves the Fourth Industrial Revolution, which is having remarkable (r)evolutionary and disruptive changes in both the fields and the standards. These changes are triggered by the fusion of advanced operational and informational technologies, innovative operating and business models, as well as social and environmental pressures for more sustainable production systems. This chapter reviews past, current, and future issues and trends to establish a coherent vision and research agenda for the IFIP WG5.7 and its international community. The chapter covers a wide range of production aspects and resources required to design, engineer, and manage the next generation of sustainable and smart production systems.acceptedVersio

Enterprise Reengineering – A Strategic Framework and Methodology

Manufacturing companies find themselves, whether they like it or not, in a more global and changing reality. Fiercer competition, dynamic markets, new consumer habits, stronger environmental regulations, and new technological possibilities, are forcing manufacturing companies to change. The practical effects for European manufacturers are 1) new and innovative products, 2) global value chains, 3) automation, and, 4) a shift from products to solutions. This research is addressing the changes needed for operations in a single enterprise (a group of departments, a plant, or a group of closely located plants), to take advantage of the competitive situation. For such “internal” operations, the new challenges require changes both in technology and practices. The main concern of this research is the practices, and how a reengineering of manufacturing and office operations can improve performance. The choice of scope is based on the assumption that operations activities are a major source for competitiveness. To reengineer operations activities in processes rather than functions, and to implement best practices wherever appropriate, can therefore provide dramatic competitive improvements. The overall objective of this research is to: • establish enterprise reengineering as an approach that enables manufacturing enterprises to achieve fit between market requirements and operations capabilities. Enterprise reengineering is viewed as model-based and strategy driven approach that enables manufacturers to realise the “soft” or infrastructural aspects of an operations strategy. To support such reengineering efforts, enterprises are viewed not only from a process perspective but also from a resource, materials, information, organisations, and control perspective. Modelling and analysing enterprises from these perspectives can support their effort to implement best practices, and ensure that the practices are combined in a way that supports the overall business strategy. The overall objective is divided into more specific objectives: • To develop a strategic framework for enterprise reengineering • To develop a consistent and practical enterprise reengineering methodology to support the formulation and realisation of operations strategies • To develop architecture for conceptual enterprise modelling that ensures a coherent, decomposed, and holistic picture of enterprise operations • To establish “flow manufacturing” as a (optional) best practice programme for enterprise reengineering Together, the strategic framework, the methodology, and the modelling architecture should enable enterprises to achieve their performance objectives through an enterprise reengineering effort. In cases where an enterprise mapping and analysis concludes that improvements in manufacturing planning and control, order management, layout and flow, or inventory, should be performed, the flow manufacturing programme should provide practical guidance and a set of principles to support reengineering. In order to achieve these objectives, the following issues are reviewed in this thesis: 1) operations strategy, 2) enterprise reengineering, 3) flow manufacturing, 4) enterprise modelling, and, 5) change management. Based on these literature studies, a strategic framework, a methodology, a modelling architecture for enterprise reengineering and a flow manufacturing programme are proposed. The major outcome of this research is an enterprise reengineering methodology, which includes strategic planning, and operations mapping, analysis, design, and implementation. The methodology consists of the following models, principles, and tools: • A operations strategy checklist • Four flow manufacturing design principles • An architecture for conceptual enterprise modelling • Seven change management principles • A procedural guide for enterprise reengineering • An operations performance audit sheet • A five-step approach to flow manufacturing reengineering The research is based on a case study of HÅG Fast, a very successful enterprise reengineering project carried out in 1991-1992. The case study demonstrates the usefulness of the methodology to analyse and understand enterprises, and the dramatic improvements in performance that can be achieved by implementing flow manufacturing practices. In addition, the enterprise reengineering methodology has been proved useful in several field studies

Taxonomy of Engineer-To-Order Companies

Part 2: Case StudiesInternational audienceIn this paper taxonomy has been developed to classify the different forms of ETO firms to enable a like-with-like comparison, arguing that existing taxonomies within the literature are inadequate for production planning and control research purposes. Successful production planning and control concepts from high volume, low variety producers cannot be directly applied, because of the unique nature of ETO products. Secondly through synthesis of the literature and the analysis of the three case studies we describe and examine the production planning and control activities characteristics of the ETO environment to distinguish the different environment within ETO production

Practical Guidelines for Production Planning and Control in HVLV Production

Part 9: Operations Management in Engineer-to-Order ManufacturingInternational audienceIn this paper we will propose a set of considerations and guidelines we believe are critical to achieve efficient flow in non-repetitive production. The proposed factors are insights gained through application of lean principles to two cases of non-repetitive manufacturers