Purpose -This paper aims to propose a model of production management that integrates knowledge management, as a third dimension, to the production and work dimensions and to identify factors that promote a favorable context for knowledge sharing and results achievement in the production operations shop floor environment.Design/methodology/approach -The model proposed is built from opportunities identified in the literature review.Findings -The factors in the model integrate its three main components: knowledge management, production organization and work organization, providing a representation of the dynamics of the workplace and shop floor environment.Practical implications -The proposed model and its factors allow managers to better understand and to improve the organization activities, because it integrates knowledge management with the production organization and work organization components of traditional models.Originality/value -Literature acknowledges the role of knowledge as competitive advantage, but it is still dealt in an implicit way within the traditional models of production management. This paper proposes a model and factors that provide a favorable context for tacit knowledge sharing and results achievement in the production operations shop floor environment. The model explicitly integrates knowledge management with traditional models' components.
This paper aims to present an analysis between teams' co-location and project performance. In order to achieve product development project success many decisions shall be made before the project kick-off. One of these decisions is to whether co-locate or not the project team. But, what are the effects of teams' co-location on project performance? The paper provides a literature review about teams' co-location, its advantages and disadvantages, virtual teams and project performance parameters. A table is then proposed to be used as a guide to determine the degree of success of projects. This paper also presents a case study where 3 pairs of similar New Product Development (NPD) projects were analyzed. In each pair of cases, the first NPD occurred using a co-located team and, in the second case, a virtual team (not co-located team) was adopted. The project performance parameters for each case were identified using the proposed table from which we concluded that co-located teams appears to deliver better performance at least in the "internal project efficiency" parameters. Further research involving a larger sample of cases is still necessary to confirm these conclusions.
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