Developing a key performance indicators tree for lean and smart production systems

Ante, G.; Facchini, Francesco; Mossa, Giorgio; Digiesi, Salvatore

doi:10.1016/j.ifacol.2018.08.227

Cited by 77 publications

(57 citation statements)

References 12 publications

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“…• Design indicators for intra-organizational and operational performance in logistics by means of digital connectivity strategies: considering the challenging landscape imposed by the digital connectivity, organizations need to develop reliable key performance indicators [39] in all business perspectives, especially within the SCM. • Apply indicators to measure SCM operational performance using digital connectivity strategies: after the design of key indicators, the next challenge is to implement them [40]. This implies that traditional measures are not sufficient [41] to face the digital connection age.…”

Section: Measurablementioning

confidence: 99%

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The Role of Digital Connectivity in Supply Chain and Logistics Systems: A Proposed SIMPLE Framework

Queiroz

Wamba

2020

Lecture Notes in Computer Science

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Industry 4.0 and its related-cutting edge technologies are generating unprecedented changes and bringing complex challenges in practically all types of business. In this context, new concepts such as digital connectivity, interconnection, and interoperability emerged as highly disruptive approaches for logistics systems and supply chain management (SCM). To shed more light on these complexities and see how companies organized in a SCM model can adopt, implement and operate in a digital connectivity model, this study proposes a framework, namely SIMPLE. To develop the framework, we employed a literature review approach, focusing on recent studies published in journals. After the literature analysis, six dimensions related to digital connectivity in supply chains and logistics emerged, namely Smart, Innovative, Measurable, Profitable, Lean, and Excellence (SIMPLE). This framework brings opportunities for future studies, while providing important insights into the dynamics of digital connectivity in logistics and supply chains. Therefore, these SIMPLE framework dimensions should enable the actors involved in organizations' operations to interact adequately and harmoniously so as to maximize the value generated in the network.

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Section: Measurablementioning

confidence: 99%

“…This implies that traditional measures are not sufficient [41] to face the digital connection age. • Manage a set of key indicators about the improved processes across the supply chain networks: to follow the digital connectivity results and improve the decisionmaking process, a performance measurement system (PMS) [40] is fundamental.…”

Section: Measurablementioning

confidence: 99%

The Role of Digital Connectivity in Supply Chain and Logistics Systems: A Proposed SIMPLE Framework

Queiroz

Wamba

2020

Lecture Notes in Computer Science

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“…The Leanness of a Lean-adopted company is depicted in many literatures as the success level of a company in implementing and sustaining the Lean philosophy in its manufacturing system, as depicted in (Table 1). Table 1 Leanness concepts and approaches through literature reviews Authors Findings Bayou and de Korvin, 2008 Leanness as a strategy to incur less input to better achieve organizational goals by producing higherquality output Vlachos and Bogdanovic, 2013 Leanness as the operation flows Ante et al, 2018 Company leanness is measured through KPI to examine organizational operators' qualifications to perform with machines Al-Aomar, 2011 Firms achieve leanness by WIP level, controlling lead time and jobperhour productivity Wahab Define company's leanness through 10 categories: Overall safety and cleanliness; Visual Management; Incorporated Design for Quality; Continuous Improvement; Lean change strategy; Lean sustainability; Culture-employee oriented; Organizational culture; Lean business and Lean philosophy Alemi and Akram, 2013 Leanness is considered through 11 categories: Visual management system; Management of complexity and variability; Customer satisfaction; Supply chain integration; Safety, environment, cleanliness, and order; Use of space, movement of materials, and product line flow; Commitment to quality; Teamwork and motivation; Levels of inventory and work in process; Scheduling system Vlachos and Bogdanovic, 2013 Leanness as the operation flows Source: own study V4 and AFTA have been experiencing harsh competitiveness within their own area courtesy of intra-regional free trade. V4 countries, even though ended their membership among the Central European Free Trade Agreement (CEFTA) right after joining EU to enjoy their bigger free trade benefits in the world's largest common market, are still finding solutions for better positions in the Union, as they gain less competitive advantages compared to other EU nations in terms of poor knowledge of tools and methodologies for organizational innovations.…”

Section: Introductionmentioning

confidence: 99%

A Model of Lean Management for Organizational Innovation: Cases in Visegrád and AFTA

Tran

Ghabour

Nguyen

et al. 2019

System Safety: Human - Technical Facility - Environment

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Originated as a production management philosophy, Lean Manufacturing has successfully transferred and implemented globally. Lean genealogy studies have been conducted, indicating the essential concept now evolves to Lean Management (LM), which is applicable to many branches of production and services management, viz quality and productivity, human resources, knowledge and technology, etc. Innovation has been made to ensure a smooth customization of knowledge and principles, tailored to each organization who is eager to implement this state-of-the-art management system. However, failures are becoming commonplace due to the lack of understanding the core values, and insufficient intensification of compensation for cultural differences. In this paper, cases of implementing LM across the Visegrád group (V4) and the ASEAN Free Trade Area (AFTA) from previous literature are taken into consideration. Factors that differentiate the characteristic of LM are brought to discussion. Therefore, the discovered gap between the two trade blocs urges the in-depth amendment and modification of employed concepts, tools, etc. A model is consequently elaborated, which aims at facilitate the managerial decision-making process regarding knowledge transfer of LM between V4 and AFTA, based on critical factors related to human, technology and culture, i.e. Labor cost, Manual requirement, Awareness, Continuous Improvement culture. This model can be used to predict the change should be made, or the criterion should be fulfilled to transfer the implementation and knowledge of LM effectively.

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“…The main goal of I4.0 is to "rethink" factories through the use of digital technologies, to reconsider the design approach, and to monitor the production process in real time and by cloud-computing. I4.0 can be defined as the development of the manufacturing technologies able to ensure higher levels of interconnectivity, leading to a greater communication between machine and decentralised /local data processing [5]. The enabling technologies introduced by I4.0, are based upon the 'Nine Pillars of Technological Advancement': Additive Manufacturing, Internet of Things, Cloud Computing, Cybersecurity, Big Data, Virtual/Augmented Reality, Simulation, Robotics and Horizontal/vertical system integration, each of them contributing to ensure the optimisation, integration, and automation of the production flow in order to improve the efficiency and effectiveness of the relationships between humans and machines.…”

Section: Introductionmentioning

confidence: 99%

Minimizing and Balancing Ergonomic Risk of Workers of an Assembly Line by Job Rotation: a MINLP Model

Digiesi¹,

Facchini²,

Mossa³

et al. 2018

IJIEM

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In today's economic context the workforce is a crucial asset in manufacturing industries. The employee performance and productivity are affected by many factors related on one hand to the line efficiency and, on the other hand, to the well-being of the workers. On the basis of new technologies and driven by Industry 4.0 paradigms, the need of a high production rate cannot neglect the safeguarding of the workers. In case of repetitive manual tasks, workers are exposed to the risk of musculoskeletal disorders (MSDs), that can be reduced by applying ergonomics principles both in design (e.g. workstation design, equipment tools identification, etc.) and in operative phases (e.g. workload balance, tasks assignment, etc.). In the operative phase, job rotation is one of the most widespread methods for alleviating physical fatigue and reducing the stress due to repetitive tasks. However, often, job rotation strategies fail due to the lack of systematic approach or effective management of rotation schedules, being very difficult to identify an effective job rotation schedule allowing maintaining the same productivity rate. The problem is of particular interest under the perspective of the workforce aging, a social European phenomenon which is also affecting production systems performance. Designing and scheduling of human-based assembly systems require a joint evaluation of production system performance and a good balancing of MSDs risk among workers. The authors proposed a model for minimizing the exposure risk of workers involved in repetitive manual tasks, by balancing the human workloads and reducing the ergonomic risk within acceptable limits, for a given production target. Risk and its acceptability are evaluated using the RULA method, according to a mixed integer programming approach. Results shown the effectiveness of the model to identify the optimal job rotation schedules jointly achieving productivity and ergonomic risk goals.

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Developing a key performance indicators tree for lean and smart production systems

Cited by 77 publications

References 12 publications

The Role of Digital Connectivity in Supply Chain and Logistics Systems: A Proposed SIMPLE Framework

The Role of Digital Connectivity in Supply Chain and Logistics Systems: A Proposed SIMPLE Framework

A Model of Lean Management for Organizational Innovation: Cases in Visegrád and AFTA

Minimizing and Balancing Ergonomic Risk of Workers of an Assembly Line by Job Rotation: a MINLP Model

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