Manufacturers have to look constantly for new strategies and tools to improve processes, decrease cost and increase productivity and efficiency. Production scheduling is one of the crucial elements in manufacturing and has an impact on delivery deadlines and also on the production process in terms of its utilization. On the other hand, the value stream optimization is very important for lean manufacturing efforts. This paper is aimed to research the impact of job shop scheduling on value stream optimization and decreasing of cost-time investment. Value stream mapping represents a very efficient tool for visualization of activities within production flow focused on activity duration with the purpose to eliminate non-value added activities. Value stream costing is based on value stream and eliminates the need for overhead allocation and calculation. Cost-time profile is a powerful tool for visualization and calculation of cost accumulation during the time across the entire manufacturing flow. Software tools used in this paper are: Lekin scheduling system for constructing the schedules based on four different dispatching rules and Cost-Time Profiler software for simulating the impact of different schedules on total production cost and cost-time investment (representing the time value of money), which is proposed as a new scheduling objective function.
PurposeThis research aimed to explore whether different project management approaches (traditional, agile or hybrid) differentiate concerning their impact on project success, taking project success as multidimensional phenomena. In addition to this, the authors wanted to explore if specific project characteristics moderate these effects.Design/methodology/approachThe authors empirically addressed these on a sample of 227 project professionals worldwide. The exploratory factor analysis (EFA) of project success dimensions was done to validate these factors' constitution concerning their manifest variables. The K-means cluster method was used to distinguish respondents' profiles among agile, hybrid and traditional project management approaches. To test the significance among research groups, the research hypotheses were tested with ANOVA tests.FindingsThe authors evidenced that the agile approach has a more significant positive impact concerning the two out of five dimensions of project success, under analysis in this research (impact on the team and preparing for the future), over the traditional approach.Practical implicationsThe research is relevant for project management practitioners to tailor the success-oriented project management approach and for academics to develop project management contingency theory.Originality/valueThe authors constructed a research framework to test the impact and effectiveness of different project management approaches (traditional, agile, hybrid) on the dimensions of project success in different contextual conditions (organization industry, project type, novelty, technology, complexity and pace). The paper's main contribution is to expand data on the impact of these approaches on project success and compare them with relevant results and findings of previous research.
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