Modelling dynamic value streams in support of process design and evaluation

Agyapong-Kodua, Kwabena; Ajaefobi, Joseph O.; Weston, Richard

doi:10.1080/09511920802527574

Cited by 46 publications

(19 citation statements)

References 18 publications

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“…Hines et al 1999, Darlington and Rahimifard 2006, Agyapong-Kodua et al 2009, Anand and Kodali 2009, Lu et al 2011. Hines et al 1999, Darlington and Rahimifard 2006, Agyapong-Kodua et al 2009, Anand and Kodali 2009, Lu et al 2011.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Exploring the 4I framework of organisational learning in product development: value stream mapping as a facilitator

Schulze

Schmitt

Heinzen

et al. 2013

International Journal of Computer Integrated Manufacturing

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Organisational learning (OL) that enhances efficiency and the continuous improvement of processes is a key objective of lean product development and has become an important principle of new product development (NPD). Therefore, it is critical for an organisation to capture individuals' and groups' knowledge and learning about processes, institutionalise it, and deploy it organisation-wide. Since OL is more likely to occur if it is supported systematically, NPD scholars and practitioners recognise the importance of investigating facilitators' effect on OL. However, there is no shared understanding of OL among existing studies. This disparity makes it hard to assess, compare, and integrate prior findings into studies. Our article addresses this gap. We investigate how value stream mapping (VSM) and its implementation in NPD affect OL in development processes. Therefore, we operationalise OL on the basis of Crossan et al.'s 4I framework, which is comprehensive and widely recognised (Crossan, M., Lane, H. and White, R., 1999. An organizational learning framework: from intuition to institution. The Academy of Management Review, 24(3), 522-537). We analysed the approach to VSM and its implementation in four longitudinal, comparative case studies in the German-speaking car supplier industry. Using the 4I framework, we captured VSM's effects on the various OL dimensions. We provide valuable insights for R&D managers who seek to improve their processes and want to implement VSM.

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Section: Theoretical Implicationsmentioning

confidence: 99%

Exploring the 4I framework of organisational learning in product development: value stream mapping as a facilitator

Schulze

Schmitt

Heinzen

et al. 2013

International Journal of Computer Integrated Manufacturing

View full text Add to dashboard Cite

show abstract

“…This type of modelling helps identify aspects of complex system dynamics. When used as a standalone technique, however, Causal Loop Modelling (CLM) is limited in support of complex manufacturing systems design [44]. When applied on its own, CLM may prove useful for strategic decision-making but generally it does not adequately encode complex systems except at a high level of abstraction.…”

Section: Systems Thinking Via Causal Loop Modellingmentioning

confidence: 99%

Modelling Framework to Support Decision-Making in Manufacturing Enterprises

Masood

Weston

2013

Advances in Decision Sciences

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Systematic model-driven decision-making is crucial to design, engineer, and transform manufacturing enterprises (MEs). Choosing and applying the best philosophies and techniques is challenging as most MEs deploy complex and unique configurations of process-resource systems and seek economies of scope and scale in respect of changing and distinctive product flows. This paper presents a novel systematic enhanced integrated modelling framework to facilitate transformation of MEs, which is centred on CIMOSA. Application of the new framework in an automotive industrial case study is also presented. The following new contributions to knowledge are made: (1) an innovative structured framework that can support various decisions in design, optimisation, and control to reconfigure MEs; (2) an enriched and generic process modelling approach with capability to represent both static and dynamic aspects of MEs; and (3) an automotive industrial case application showing benefits in terms of reduced lead time and cost with improved responsiveness of process-resource system with a special focus on PPC. It is anticipated that the new framework is not limited to only automotive industry but has a wider scope of application. Therefore, it would be interesting to extend its testing with different configurations and decision-making levels.

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“…Also researchers in the domain of enterprise and systems engineering (Bernus and Nemes 1996;Kosanke 1996;Baines, Harrison et al 1998;Weston 1999;Agyapong-Kodua, Ajaefobi et al 2009) have proposed that to scientifically support cost control and modelling, especially in complex and dynamic organizations or industries, there is the need to develop well structured enterprise models to form the baseline for process analysis. Such models represent organizations as fairly independent sets of processes with interacting entities and flows which can be (re)designed to meet corporate objectives (Ajaefobi 2004;Chatha and Weston 2005).…”

Section: Soa Survey Of Cost Modelling Methodsmentioning

confidence: 99%