A decision support system for modelling and implementing the supply network configuration and operations scheduling problem in the machine tool industry

[EN] This paper presents a decision support system to simultaneously solve the supply network configuration problem and the operations scheduling problem for the machine tool industry. A novel database structure, which is able to consider alternative operations and alternative bills of material, has been used. An algorithm for complete enumeration to determine all the feasible solutions using stroke graphs is introduced. A multiagent-based simulator evaluates the different key performance indicators that the supply network deals with for each alternative solution (e.g. workload, profits, delivery times, etc.) to determine that ‘satisficed’ by the collaborative decision-making among its members. A case study based on a Spanish company that assembles highly customised machines and tools in several European plants is considered. From the experiments results based on data linked to this industry, it will be demonstrated that the tool is potentially useful for stakeholders and for the central decision-maker to make decisions collaboratively in a multisite context caseWe thank the EWG-DSS and their four expert anonymous referees as well as the guest editorial board for their useful suggestions and criticism on earlier versions of this paper. The research leading to these results has received funding from the European Community's Seventh Framework Programme (FP7/2007-2013) under grant agreement no. NMP2-SL-2009-229333 and has been partially supported by the Spanish Ministry of Science and Innovation within the 'Proyectos de Investigacion Fundamental No Orientada Programme' through Project 'CORSARI MAGIC DPI2010-18243'. Julien Maheut holds a VALi+d grant funded by the Regional Valencian Government (Ref. ACIF/2010/222).Maheut, JPD.; Besga, JM.; Uribetxebarria, J.; García Sabater, JP. (2014). A decision support system for modelling and implementing the supply network configuration and operations scheduling problem in the machine tool industry. Production Planning and Control. 25(8):679-697. https://doi.org/10.1080/09537287.2013.798087S67969725

A Parallelizable Heuristic for Solving the Generic Materials and Operations Planning in a Supply Chain Network: A Case Study from the Automotive Industry

[EN] A trend in up-to date developments in multi-site operations planning models is to consider in details the different ways to produce, buy or transport products and the distributed decision-making process for operations planning. One of the most generic approaches to support global optimization in those supply chain networks by considering all the different operations alternatives and product structures is the Generic Materials & Operations Planning Problem. This problem can be modelled by a Mixed Integer Linear Programming model capable of considering production, transportation, procurement tasks and their alternatives and other relevant issues such as packaging. The aim of this paper is to introduce the implementation of a parallelizable heuristic method for materials and operations planning and its application to a case of a Supply Chain Network of the automotive industry. The approach uses variants of the GMOP model to overcome traditional MRP systems' limitations.Maheut ., JP.; García Sabater, JP. (2013). A Parallelizable Heuristic for Solving the Generic Materials and Operations Planning in a Supply Chain Network: A Case Study from the Automotive Industry. IFIP Advances in Information and Communication Technology. 397:151-157. doi:10.1007/978-3-642-40352-1_20S151157397Maheut, J., Garcia-Sabater, J.P.: La Matriz de Operaciones y Materiales y la Matriz de Operaciones y Recursos, un nuevo enfoque para resolver el problema GMOP basado en el concepto del Stroke. Dirección y Organización 45, 46–57 (2011)Garcia-Sabater, J.P., Maheut, J., Marin-Garcia, J.A.: A new formulation technique to model Materials and Operations Planning: the Generic Materials and Operations Planning (GMOP) Problem. European J. Industrial Engineering 7, 119–147 (2013)Mula, J., Maheut, J., Garcia-Sabater, J.P.: Supply Chain Network Design. Journal of Marketing and Operations Management Research 1, 378–383 (2012)Dudek, G., Stadtler, H.: Negotiation-based collaborative planning between supply chains partners. European Journal of Operational Research 163, 668–687 (2005)Torabi, S.A., Hassini, E.: Multi-site production planning integrating procurement and distribution plans in multi-echelon supply chains: an interactive fuzzy goal programming approach. International Journal of Production Research 47, 5475–5499 (2009)Kanyalkar, A.P., Adil, G.K.: Aggregate and detailed production planning integrating procurement and distribution plans in a multi-site environment. International Journal of Production Research 45, 5329–5353 (2007)de Kok, T.G., Fransoo, J.C.: Planning Supply Chain Operations: Definition and Comparison of Planning Concepts. In: Graves, S.C. (ed.) Handbooks in Operations Research and Management Science Supply Chain Management: Design, Coordination and Operation, vol. 11, pp. 597–675. Elsevier (2003)Buschkühl, L., Sahling, F., Helber, S., Tempelmeier, H.: Dynamic capacitated lot-sizing problems: a classification and review of solution approaches. OR Spectrum (2009)Maheut, J., Garcia-Sabater, J.P., Mula, J.: A supply Chain Operations Lot-Sizing and Scheduling Model with Alternative Operations. In: Sethi, S.P., Bogataj, M., Ros-McDonnell, L. (eds.) Proceedings of the Industrial Engineering: Innovative Networks, 5th International Conference on Industrial Engineering and Industrial Management "CIO 2011", Cartagena, Spain, pp. 309–316. Springer, London (2012)Garcia-Sabater, J.P., Maheut, J., Garcia-Sabater, J.J.: A two-stage sequential planning scheme for integrated operations planning and scheduling system using MILP: the case of an engine assembler. Flexible Services and Manufacturing Journal 24, 171–209 (2012)Pinto, J.M., Chen, P., Papageorgiou, L.G.: A discrete/continuous time MILP model for medium term planning of single stage multiproduct plants, pp. 1–6. Elsevier, B.V. (2007)Scheer, A.W.: Business Process Engineering - Reference Models for Industrial Enterprises. Springer (1994)Lin, J.T., Chen, T.L., Lin, Y.T.: Critical material planning for TFT-LCD production industry. International Journal of Production Economics 122, 639–655 (2009)Escudero, L.F.: CMIT, capacitated multi-level implosion tool. European Journal of Operational Research 76, 511–528 (1994)Maheut, J., Garcia-Sabater, J.P., Valero-Herrero, M.: MILP model for solving the supply chain operations scheduling problem with alternative operations considering delay penalization: a case study of a mass customization company. In: Proceedings of the 41st International Conference on Computers & Industrial Engineering, pp. 289–294 (2011

A generic materials and operations planning approach for inventory turnover optimization in the chemical industry

Chemical industries usually involve continuous and large-scale production processes that require demanding inventory control systems. This paper aims to show the results of the implementation of a mixed-integer programming model (MIP) based on the Generic Materials and Operations Planning Problem (GMOP) for optimizing the inventory turnover in a fertilizer company. Results showed significant improvements for Inventory Turnover Ratios and overall costs when compared with an empirical production planning method

Protocol: Triple Diamond method for problem solving and design thinking. Rubric validation

[EN] There is a set of tools that we can use to improve the results of each of the phases that continuous improvement projects must go through (8D, PDCA, DMAIC, Double diamond, etc.). These methods use divergent techniques, which help generate multiple alternatives, and convergent techniques that help analyze and filter the generated options. However, the tools used in all those frameworks are often very similar. Our goal, in this research, is to develop a comprehensive model that allows it to be used both for problem-solving and for taking advantage of opportunities. This protocol defines the main terms related to our research, makes a framework proposal, proposes a rubric that identifies observable milestones at each stage of the model and proposes the action plan to validate this rubric and the model in a given context. The action plan will be implemented in a future research.Marin-Garcia, JA.; Garcia-Sabater, JJ.; Garcia-Sabater, JP.; Maheut, J. (2020). Protocol: Triple Diamond method for problem solving and design thinking. Rubric validation. WPOM-Working Papers on Operations Management. 11(2):49-68. https://doi.org/10.4995/wpom.v11i2.14776OJS496811

Protocolo: plan de acción para investigación-acción sobre mejora continua en servicios públicos. Aplicación a educación universitaria

[EN] In this protocol we complete the first three stages of action research to analyze possibilities for continuous improvement of processes in public universities. We define the problem or area of improvement in the organization; we identify the relevance of the topic to generate an academic contribution and propose an action plan or work protocol. Although we have focused on a public higher education organization, this protocol can be applicable without requiring too many adaptations, to any public service (at least in the Spanish context).[ES] En este protocolo completamos las tres primeras etapas de la investigación acción para analizar posibilidades de mejora continua de procesos en universidades públicas. Definimos el problema o área de mejora en la organización; identificamos la relevancia del tema para generar una contribución académica y proponemos un plan de acción o protocolo de trabajo. Aunque nos hayamos centrado en una organización de educación superior pública, este protocolo puede ser aplicable sin precisar demasiadas adaptaciones, a cualquier servicio público (al menos en el contexto español).Marin-Garcia, JA.; Garcia-Sabater, JJ.; Maheut, J. (2018). Protocol: action planning for action research about kaizen in public organizations. The case of higher education. Working Papers on Operations Management. 9(1):1-13. https://doi.org/10.4995/wpom.v9i1.8990SWORD11391Agmoni, E. (2016). The role of kaizen in creating radical performance results in a logistics service provider. Logforum, 12(3), 225-245. https://doi.org/10.17270/J.LOG.2016.3.4Alfaro, J. A., Avella, L., & Mejía-Villa, A. (2016). Concerning the increasing relevance ofaction research methodology in improving collaboration between researchers and industry in the field of operations management. Paper presented at the 23rd EurOMA conference. TRondheim. Norway.Audretsch, D. B., Martinez-Fuentes, C., & Pardo-del-Val, M. (2011). Incremental innovation in services through continuous improvement. Service Industries Journal, 31(12), 1921-1930. https://doi.org/10.1080/02642069.2011.552977Baril, C., Gascon, V., Miller, J., & Cote, N. (2016). Use of a discrete-event simulation in a kaizen event: A case study in healthcare. European Journal of Operational Research, 249(1), 327-339. https://doi.org/10.1016/j.ejor.2015.08.036Branco, D., Wicks, A. M., & Visich, J. K. (2017). Using quality tools and methodologies to improve a hospital's quality position. Hospital topics, 95(1), 10-17. https://doi.org/10.1080/00185868.2017.1279514Burnes, B., & Cooke, B. (2013). Kurt lewin's field theory: A review and re-evaluation. International Journal of Management Reviews, 15(4), 408-425. https://doi.org/10.1111/j.1468-2370.2012.00348.xClayton, M. (1995). Encouraging the kaizen approach to quality in a university. Total Quality Management, 6(5-6), 593-601. https://doi.org/10.1080/09544129550035242Cronshaw, S. F., & McCulloch, A. N. A. (2008). Reinstating the lewinian vision: From force field analysis to organization field assessment. Organization Development Journal, 26(4), 89-103.Chiarini, A., & Bracci, E. (2013). Implementing lean six sigma in healthcare: Issues from italy. Public Money & Management, 33(5), 361-368. https://doi.org/10.1080/09540962.2013.817126Dahlgaard, J. J., Pettersen, J., & Dahlgaard-Park, S. M. (2011). Quality and lean health care: A system for assessing and improving the health of healthcare organisations. Total Quality Management & Business Excellence, 22(6), 673-689. https://doi.org/10.1080/14783363.2011.580651de los Ríos-Carmenado, I., Sastre-Merino, S., Jiménez, C. F., Río, M. C. N. D., Pozo, E. R., & Arjona, N. G. (2016). Proposals for improving assessment systems in higher education: An approach from the model 'working with people'. Journal of Technology and Science Education, 6(2), 104-120. https://doi.org/10.3926/jotse.192Dick, B. (2009). Action research literature 20062008. Action Research, 7(4), 423-441. https://doi.org/10.1177/1476750309350701Erdogan, S., Quesada-Pineda, H., & Bond, B. (2017). An empirical tool to measure the effectiveness of kaizen events: A case study in the wood products industries. Forest Products Journal, 67(3-4), 164-178. https://doi.org/10.13073/FPJ-D-16-00044Farris, J. A., Van Aken, E. M., Doolen, T. L., & Worley, J. (2009). Critical success factors for human resource outcomes in kaizen events: An empirical study. International Journal of Production Economics, 117(1), 42-65. https://doi.org/10.1016/j.ijpe.2008.08.051García, C. J., Dueñas, R. M., Tanco, R. M., Diez, E. V., & García, J. S. (2010). Sustainability of continuous improvement systems in industry: Survey of bac and navarre.Intangible Capital, 6(1), 51-77. https://doi.org/10.3926/ic.2010.v6n1.p51-77Gast, I., Schildkamp, K., & van der Veen, J. T. (2017). Team-based professional development interventions in higher education: A systematic review. Review of Educational Research, 0034654317704306. https://doi.org/10.3102/0034654317704306Gohary, A., Alizadeh, H., & Hanzaee, K. H. (2016). How co-creation uplift suggestion systems' performance: Experimental studies in customer and employee sections. Asia-Pacific Journal of Business Administration, 8(2), 197-222. https://doi.org/10.1108/APJBA-11-2015-0095Gonzalez Aleu, F., & Van Aken, E. M. (2016). Systematic literature review of critical success factors for continuous improvement projects. International Journal of Lean Six Sigma, 7(3), 214-232. https://doi.org/10.1108/IJLSS-06-2015-0025Gurung, G., Derrett, S., Gauld, R., & Hill, P. C. (2017). Why service users do not complain or have 'voice': A mixed-methods study from nepal's rural primary health care system. Bmc Health Services Research, 17. https://doi.org/10.1186/s12913-017-2034-5Iwao,S. (2017). Revisiting the existing notion of continuous improvement (kaizen): Literature review and field research of toyota from a perspective of innovation. Evolutionary and Institutional Economics Review, 14(1), 29-59. https://doi.org/10.1007/s40844-017-0067-4Jaca, C., Suárez-Barraza, M. F., Viles-Díez, E., Mateo-Dueñas, R., & Santos-Garcia, J. (2011). Encuesta de sostenibilidad de sistemas de mejora continua: Comparativa de dos comunidades industriales de españa y méxico. Intangible Capital, 7(1), 143-169.Jurburg, D., Viles, E., Tanco, M., & Mateo, M. (2016a). What motivates employees to participate in continuous improvement activities? Total Quality Management & Business Excellence, (advanced on-line). https://doi.org/10.1080/14783363.2016.1150170Jurburg, D., Viles, E., Tanco, M., Mateo, R., & Lleó, A. (2016b). Measure to succeed: How to improve employee participation in continuous improvement. Journal of Industrial Engineering and Management, 9(5), 1059-1077. https://doi.org/10.3926/jiem.2074Karel, L. I., Delisle, D. R., Anagnostis, E. A., & Wordell, C. J. (2017). Implementation of a formulary management process. American Journal of Health-System Pharmacy, 74(16), 1245-1252. https://doi.org/10.2146/ajhp160193Lasrado, F., Arif, M., Rizvi, A., & Urdzik, C. (2016). Critical success factors for employee suggestion schemes: A literature review. International Journal of Organizational Analysis, 24(2), 315-339. https://doi.org/10.1108/IJOA-04-2014-0753Marin-Garcia, J. A. (2015). Publishing in two phases for focused research by means of "research collaborations". WPOM-Working Papers on Operations Management, 6(2), 76-80. https://doi.org/10.4995/wpom.v6i2.4459Marin-Garcia, J. A., Bautista Poveda, Y., & Garcia-Sabater, J. J. (2014). Levels in the evolution of continuous improvement: A multiple case study. Intangible Capital, 10(3), 584-618. https://doi.org/10.3926/ic.425Marin-Garcia, J. A., Bautista Poveda, Y., Garcia-Sabater, J. J., & Vidal Carreas, P. I. (2010). Implantación de la innovación continua en la gestión de operaciones: Una revisión de la literatura. Innovar, 20(38), 77-95.Marin-Garcia, J. A., Garcia-Sabater, J. J., Maheut, J., Valero-Herrero, M., & Andres-Romano, C. (2012). Gestión de recursos humanos para ingenieros de la rama industrial. Harlow: Pearson Education.Marin-Garcia, J. A., Pardo del Val,M., & Bonavia, T. (2008). La mejora continua como innovación incremental. El caso de una empresa industrial española. Economia Industrial(368), 155-169.Middel, R., Coghlan, D., Coughlan, P., Brennan, L., & McNichols, T. (2006). Action research in collaborative improvement. International Journal of Technology Management, 33(1), 67-91. https://doi.org/10.1504/IJTM.2006.008192Miles, M. B., Huberman, A. M., & Saldana, J. (2013). Qualitative data analysis: A methods sourcebook: SAGE Publications.Naslund, D., Kale, R., & Paulraj, A. (2010). Actionresearch in supply chain management -a framework for relevant and rigorous research. Journal of Business Logistics, 31(2), 331-355. https://doi.org/10.1002/j.2158-1592.2010.tb00155.xOrtega y Gasset, J. (2015 (1a ed 1930)). La misión de la universidad: Cátedra.Pinto, M. J. A., & Mendes, J. V. (2017). Operational practices of lean manufacturing: Potentiating environmental improvements. Journal of Industrial Engineering and Management, 10(4 Special Issue), 550-580. https://doi.org/10.3926/jiem.2268Pujol-Cols, L. J. (2016). Satisfacción laboral en docentes universitarios: Medición y estudio de variables influyentes. REDU. Revista de Docencia Universitaria, Vol. 14, Núm. 2 (2016). https://doi.org/10.4995/redu.2016.5974Ramírez, K. A., & Álvaro, V. P. (2017). Continuous improvement practices with kaizen approach in companies of themetropolitan district of quito: An exploratory study. Intangible Capital, 13(2), 479-497. https://doi.org/10.3926/ic.901Sanchez, L., & Blanco, B. (2014). Three decades of continuous improvement. Total Quality Management & Business Excellence, 25(9-10), 986-1001. https://doi.org/10.1080/14783363.2013.856547Sanchez, L., & Blanco, B. (2016). Review of professional literature from the hispanic world on the field of continuous improvement: 1990-2011. Revista Espanola De Documentacion Cientifica, 39(1). https://doi.org/10.3989/redc.2016.1.1264Scholtes, P. R., Joiner, B. L., & Streibel, B. J. (2003). The team handbook. Madison: Oriel.Schwarz, U. v. T., Nielsen, K. M., Stenfors-Hayes, T., & Hasson, H. (2017). Using kaizen to improve employee well-being: Results from two organizational intervention studies. Human relations, 70(8), 966-993. https://doi.org/10.1177/0018726716677071Suarez-Barraza, M. F., & Rodriguez-Gonzalez, F. G. (2015). Bringing kaizen to the classroom: Lessons learned in an operations management course. Total Quality Management & BusinessExcellence, 26(9-10), 1002-1016. https://doi.org/10.1080/14783363.2015.1068594Sunder, V. M. (2016). Constructs of quality in higher education services. International Journal of Productivity and Performance Management, 65(8), 1091-1111. https://doi.org/10.1108/IJPPM-05-2015-0079Swanson, D. J., & Creed, A. S. (2014). Sharpening the focus of force field analysis. Journal of Change Management, 14(1), 28-47. https://doi.org/10.1080/14697017.2013.788052White, W. F. (1991). Participatory action research. New York: SAGE publications. https://doi.org/10.4135/9781412985383Wooddell, V.(2009). Employee empowerment, action research and organizational change: A case study. Organization Management Journal, 6(1), 13-20. https://doi.org/10.1057/omj.2009.10Yermakova, S. (2016). Fundamental aspects of implementing lean production into educational process of higher technical educational institutions. Science and Education(1), 62-66. https://doi.org/10.24195/2414-4665-2016-1-14Young, M. (2011). The continuous improvement grid: An empirical investigation into the effectiveness of a systems, and action research, based continuous improvement intervention, for 'new' organisation development. Systemic Practice and Action Research, 24(5), 453-478. https://doi.org/10.1007/s11213-011-9195-

Comparación del efecto de diferentes modosde agregar las calificaciones de evaluación continua en la nota final

[EN] We present the results of comparing various ways of calculating students' final grades from continuous assessment grades. Traditionally the weighted arithmetic mean has been used and we compare this method with other alternatives: arithmetic mean, geometric mean, harmonic mean and multiplication of the percentage of overcoming of each activi-ty. Our objective is to verify, if any of the alternative methods, agree with the student’s performance proposed by the teacher of the subject, further discriminating the grade be-tween high and low learning outcomes and reducing the number of approved opportunists.Este trabajo ha sido parcialmente financiado por la Universitat Politécnica de Valencia (PIME/2016/A/027/A) “La evaluación pareada como metodología para la evaluación del pensamiento crí- tico de los alumnos”.Marin-Garcia, JA.; Maheut, J.; Garcia Sabater, JJ. (2017). Comparison of different ways of computing grades in continuous assessment into the final grade. Working Papers on Operations Management. 8(SP):1-12. https://doi.org/10.4995/wpom.v8i0.72421128S

Study of shock waves generation, hot electron production and role of parametric instabilities in an intensity regime relevant for the shock ignition

We present experimental results at intensities relevant to Shock Ignition obtained at the sub-ns Prague Asterix Laser System in 2012 . We studied shock waves produced by laser-matter interaction in presence of a pre-plasma. We used a first beam at 1ω (1315 nm) at 7 × 10 13 W/cm 2 to create a pre-plasma on the front side of the target and a second at 3ω (438 nm) at ∼ 10 16 W/cm 2 to create the shock wave. Multilayer targets composed of 25 (or 40 μm) of plastic (doped with Cl), 5 μm of Cu (for Kα diagnostics) and 20 μm of Al for shock measurement were used. We used X-ray spectroscopy of Cl to evaluate the plasma temperature, Kα imaging and spectroscopy to evaluate spatial and spectral properties of the fast electrons and a streak camera for shock breakout measurements. Parametric instabilities (Stimulated Raman Scattering, Stimulated Brillouin Scattering and Two Plasmon Decay) were studied by collecting the back scattered light and analysing its spectrum. Back scattered energy was measured with calorimeters. To evaluate the maximum pressure reached in our experiment we performed hydro simulations with CHIC and DUED codes. The maximum shock pressure generated in our experiment at the front side of the target during laser-interaction is 90 Mbar. The conversion efficiency into hot electrons was estimated to be of the order of ∼ 0.1% and their mean energy in the order ∼50 keV. Content from this work may be used under the terms of the Creative Commons Attribution 3.0 licence. Any further distributio

Homogeneidad en los indicadores del sector de automoción

[ESP] Las empresas se encuentran en la actualidad ante la inminente necesidad de mantener en sus entidades sistemas de mejora continua que les permitan ser eficientes y competitivas en un entorno cada vez más global. Para poder mantener dichos sistemas de mejora surge la necesidad de medir, ya que aquello que no se mide, y por tanto no se cuantifica, no se puede mejorar. Aunque esta necesidad es propia de todas las industrias actuales, destaca en las empresas del sector de automoción, que cuentan con una larga trayectoria en la implantación de programas de lean production. La implantación de estos programas ha introducido en esta industria una serie de procesos de mejora que en ocasiones no se consiguen mantener en el tiempo por falta de indicadores medibles y fiables que muestren los resultados obtenidos. Asimismo, además de disponer de indicadores, estos deberían ser homogéneos entre las empresas para que puedan ser comparadas entre ellas. Las empresas multinacionales disponen de un cuadro de indicadores de producción válido, fiable y homogéneo que permite comparar a las empresas del sector entre ellas. Las pequeñas y medias empresas tienen, por tanto, una mayor necesidad de disponer de un cuadro de indicadores que les permita mejorar sus sistemas de operaciones. En cuanto a la definición de los indicadores, no solamente es necesaria una elección de los indicadores relevantes sino definir una interpretación de cada uno de ellos y de los datos necesarios para su cálculo. Por ejemplo, existen maneras diferentes de calcular el tiempo de producción disponible, piezas retrabajadas, tiempo operativo, la definición de parada planificada y, hasta en ocasiones, de qué es considerado un operario.El presente trabajo se ha desarrollado en el marco del proyecto “Arquitectura de las practicas de alto rendimiento de gestión de operaciones y gestión de recursos humanos: definición de los constructos, modelo factorial y establecimiento del path dependence” (PAID-06-09-2850) de la Universidad Politécnica de Valencia y gracias a la ayuda DPI2010-18243 del Ministerio de Ciencia e Innovación del Gobierno de España dentro del programa de Proyectos de Investigación Fundamental no orientada, con el título "Coordinación de operaciones en redes de suministro/demanda ajustadas, resilientes a la incertidumbre: modelos y algoritmos para la gestión de la incertidumbre y la complejidad" Esta investigación ha sido financiada mediante una beca doctoral VALi+d concedida por la Generalitat Valenciana de España a Julien Maheut (Ref. ACIF/2010). También ha recibido soporte del Programa de Apoyo a la I+D+i de la Universidad Politécnica de Valencia (PAID 01-10