Identifying organizational requirements for the implementation of Advanced Manufacturing Technologies (AMT)

Cardoso, Rafaela da Rosa; Lima, Edson Pinheiro de; Costa, Sergio E. Gouvea da

doi:10.1016/j.jmsy.2012.04.003

Cited by 42 publications

(23 citation statements)

References 77 publications

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“…Technologies can perform at high efficiency if the organization and structure of a company provide the right environment for them [32]. So, a significant change in the used technologies should and will proceed jointly with a significant change in organization and structure.…”

Section: Qualification and Skills Of Industry 40mentioning

confidence: 99%

Fourth Industrial Revolution: Current Practices, Challenges, and Opportunities

Petrillo¹,

Felice²,

Cioffi³

et al. 2018

Digital Transformation in Smart Manufacturing

134

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The globalization and the competitiveness are forcing companies to rethink and to innovate their production processes following the so-called Industry 4.0 paradigm. It represents the integration of tools already used in the past (big data, cloud, robot, 3D printing, simulation, etc.) that are now connected into a global network by transmitting digital data. The implementation of this new paradigm represents a huge change for companies, which are faced with big investments. In order to benefit from the opportunities offered by the smart revolution, companies must have the prerequisites needed to withstand changes generated by "smart" system. In addition, new workers who face the world of work 4.0 must have new skills in automation, digitization, and information technology, without forgetting soft skills. This chapter aims to present the main good practices, challenges, and opportunities related to Industry 4.0 paradigm.

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Section: Qualification and Skills Of Industry 40mentioning

confidence: 99%

Fourth Industrial Revolution: Current Practices, Challenges, and Opportunities

Petrillo¹,

Felice²,

Cioffi³

et al. 2018

Digital Transformation in Smart Manufacturing

134

View full text Add to dashboard Cite

show abstract

“…R&D capacity and investment, for example, have been shown to be important in shaping innovation outcomes in numerous studies (Belderbos et al 2004;Czarnitzki et al 2007;Graziadio and Zawislak 1997;Harris and Trainor 1995;Hoffman et al 1998), as well as contributing to firms' absorptive capacity (Griffith et al 2003;Xia and Roper 2008). Similarly, firms' investments in intangibles such as design (Filipetti 2010;Fridenson 2009;Marion and Meyer 2011;Moultrie and Livesey 2013), advanced manufacturing technologies (Cardoso et al 2012;Hewitt-Dundas 2004) and quality improvement (Adam et al 2001) have also been shown to link strongly to innovation outcomes. Labour quality and training investment have also been linked to stronger innovation outcomes in small firms (Freel 2005;Leiponen 2005).…”

Section: Hypothesesmentioning

confidence: 99%

Investigating a neglected part of Schumpeter’s creative army: what drives new-to-the-market innovation in micro-enterprises?

Roper

Hewitt‐Dundas

2017

Small Bus Econ

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Schumpeterian arguments related to creative destruction place small, entrepreneurial firms at the centre of the innovation process. The exclusion of microenterprises (with less than 10 employees) from most innovation surveys means, however, that we know relatively little about innovation among this group of firms. Here, using new survey data on a thousand micro-enterprises, we explore the determinants of new-to-the-market innovation, the basis for the Schumpeterian creative destruction (CD) process. Our results provide strong support for the interactive nature of micro-enterprise innovation and suggest the potential value of a model of interactive creative destruction (ICD). Contrary to some other recent evidence, market-based and supplier-based collaboration both prove important for new-to-the-market innovation. Our results suggest the importance of micro-enterprises as sources of new-to-the-market innovation and the potential value of including such firms in future innovation studies.

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“…On the other hand, Bülbül, et al [30] carried out an analysis on the relationship among the AMT investment, ownership structure, company size, and its performance in the motor vehicle industry in Turkey, and they concluded that investing in AMT provides a higher manufacturing performance, generates a better position in the market, a greater reputation, and customer attraction. In addition, Cardoso, et al [31] proposed certain recommendations for AMT implementation, since companies require a structured and integrative approach. Also, Boyer, et al [32] analyzed whether investments in AMT have better results on performance or not, comparing it with investments on infrastructure improvement; the results show that with investment in both, the industrial potential will be better deployed.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

The Role of Advanced Manufacturing Technologies in Production Process Performance: A Causal Model

et al. 2019

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Advanced manufacturing technologies (AMT) require considerable investments that managers often avoid, which makes it difficult to link their production operations with the benefits reported in literature review. The present paper shows a structural equation model that integrates four latent variables to measure the relationship between the levels of advanced manufacturing technologies implementation (Stand-Alone Intermediate and Integrated Systems), as well as the benefits obtained in the productive systems. The variables are related to each other using six hypotheses in order to realise how the AMT implementation level affects the benefits obtained from a quantitative and statistical point of view. The model is evaluated through the partial least square technique with data from 383 responses to a survey. Findings show that Stand-Alone Systems contribute more to obtaining Production Benefits, followed by Integrated Systems and Intermediate Systems. Finally, a sensitivity analysis based on conditional probabilities was performed to evaluate scenarios at different implementation levels in AMT to know how they facilitate the acquisition of the benefits offered.

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Identifying organizational requirements for the implementation of Advanced Manufacturing Technologies (AMT)

Cited by 42 publications

References 77 publications

Fourth Industrial Revolution: Current Practices, Challenges, and Opportunities

Fourth Industrial Revolution: Current Practices, Challenges, and Opportunities

Investigating a neglected part of Schumpeter’s creative army: what drives new-to-the-market innovation in micro-enterprises?

The Role of Advanced Manufacturing Technologies in Production Process Performance: A Causal Model

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