PurposeThis work aims to measure the performance of an electric motors supply chain (SC) by using the Triple E performance measurement model to assess three performance dimensions simultaneously: efficiency, efficacy and environmental impact.Design/methodology/approachThis research presents a real case of a Brazilian company as an example for applying the Triple E performance measurement model and the discrete-event simulation to assess the performance of an SC.FindingsPerformance measurements for the three dimensions were the following: (1) for efficiency, a high inventory cost in the SC, driven by the distribution center (DC) (49.7% total cost); an order cycle time operating with an average of 21.7 days and a logistic channel transport capacity of 88%; (2) for efficacy, a service level of 98% for all channels; (3) for environmental impact, the SC emits a total of 395,733 kg of CO2 annually, with the DC and the regional distribution center (RDC2) being the largest emitters.Originality/valueThis work allowed to measure the performance of an SC interface (manufacturing process, a DC and three regional distribution centers). It was possible to measure the inventory holding cost and out-of-stock inventory costs, order cycle time, SC service level, transport capacity utilization and CO2 emissions in the transportation process of each SC stage and the whole SC. This study can be used as a decision support guide for academics and practitioners to measure and improve the SC performance.
PurposeThis technological article deals with a case study to implement an improvement to reduce the machine setup of an industrial process, in addition to the development of people using the A3 methodology for problem-solving.Design/methodology/approachAs a research method, action research was used in a single-case study applied to a motorcycle production company, using the concept of the A3 report for problem-solving as the theoretical basis.FindingsThe implementation of the improvement in the process resulted in a reduction of 70.4% of the preparation time (setup) of the machines, thus eliminating the need to add a third production shift.Research limitations/implicationsIt has been applied to only one company, so it lacks a feasibility check to be implemented in other companies.Practical implicationsRegarding its practical contribution, the authors first consider that the proposed method can also be applied in small and medium-sized companies (SMEs), since the investment in this problem-solving approach is low without necessarily implementing the lean production system that, it is usually complex, time-consuming and requires the allocation of a substantial amount of resources by companies. The second practical contribution of this work is that the proposed A3 problem-solving methodology can serve as a guide for managers to implement or improve different industrial and service processes.Originality/valueIt has been applied to only one company, so it lacks a feasibility check to be implemented in other companies.
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