Product variety management

ElMaraghy, Hoda A.; Schuh, Günther; ElMaraghy, Waguih; Piller, Frank T.; Schönsleben, Paul; Tseng, Mitchell M.; Bernard, Alain

doi:10.1016/j.cirp.2013.05.007

Cited by 475 publications

(286 citation statements)

References 131 publications

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“…The external variance is useful for the customer in form of variety of product variants. The internal variance describes, in the context of order processing, the variety of products and processes that are necessary for the performance of the external variance (Franke et al, 2002, ElMaraghy et al, 2013. The misunderstanding of the customer orientation leads to exploding variants figures and strong economic problems for a company connected with a loss of competitiveness (Boutellier et al, 1997).…”

Section: Variance Managementmentioning

confidence: 99%

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Purchasing manages and optimises existing product variance

Nabhani

Uhl

Kauf

et al. 2018

JMTM

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Purpose -The purpose of this paper is the presentation of a new optimisation approach for product variance from the purchasing perspective. Design/methodology/approach -The research is based on a case study of a collaboration with a global acting automotive Tier 1 supplier, who produces steering systems for cars and commercial vehicles. A total of 116 different variants of three components of a car automotive steering system were analysed and evaluated. The data was gathered from 13 sub suppliers for three different types of a steering system. Findings -Unnecessary time, money, quality and technology can be saved through a greater understanding of such product variances. The results of the case study lead to a general method to optimise existing product variance and present cost improvements and a new key performance indicator to manage product variance out of the purchasing department. Research limitations/implications -The research is based on a purchasing case study at a Tier 1 supplier of the automotive branch. The approach can be used for other company departments like e.g. logistics and for different industries than automotive. Practical implications -A company can be successful and competitive when it meets the customer needs with a maximum on satisfaction without generating of waste. Unnecessary existing product variance is a kind of waste. The insights of this article support the operative user and the strategic company management to reduce and improve unnecessary variance in different sections. Originality/value -The structured analysis of product variance from the purchasing perspective and the key performance indicator "variance share" are new to company management. The research focuses on the management of existing variance out of the purchasing department which is a segment that has received limited academic attention in research to date.

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Section: Variance Managementmentioning

confidence: 99%

“…Derived by the approach of ElMaraghy et al (2013), that the variance management considers the product, process and market views has the variance cube of purchasing also the 3 dimensions: product, supplier and process. The dimensions represent the workspaces of the purchasing department in a company.…”

Section: Variance Cube Of Purchasing (Vcp)mentioning

confidence: 99%

Purchasing manages and optimises existing product variance

Nabhani

Uhl

Kauf

et al. 2018

JMTM

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“…The iterative improvement of production planning requires data from various sources which are stored and administered in a product lifecycle management (PLM) software to ensure a "single source of truth" [1]. The data transferred to the PLM systems in the construction process, in process planning and the production process are shown in figure 2.…”

Section: Data Managementmentioning

confidence: 99%

“…As "process planning is the link between product design and product manufacturing and re-manufacturing", it is a central lever for reduction of costs and to improve time-to-market [1].…”

mentioning

confidence: 99%

Iterative Improvement of Process Planning Within Individual and Small Batch Production

Reuter

Nuyken

Schmitz

et al. 2015

Advances in Production Management Systems: Innovative Production Management Towards Sustainable Growth

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“…Flexible manufacturing and assembly systems exist for decades, however, they are still one of the most fundamental solutions to efficiently react on internal and external changes and disturbances (ElMaraghy et al, 2013). Assembly lines are often the last stages of the process chain to finish the products, however, it is of crucial importance to manage properly the preceding stages of process chain as well, in order to keep the due dates and the customer-expected service level.…”

Section: Introductionmentioning

confidence: 99%

Robust production planning and control for multi-stage systems with flexible final assembly lines

Gyulai

Pfeiffer

Monostori

2016

International Journal of Production Research

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Production planning of final assembly systems is a challenging task, as the often fluctuating order volumes require flexible solutions. Besides, the calculated plans need to be robust against the process-level disturbances and stochastic nature of some parameters like manual processing times or machine availability. In the paper, a simulation-based optimisation method is proposed that utilises lower level shop floor data to calculate robust production plans for final assembly lines of a flexible, multi-stage production system. In order to minimise the idle times when executing the plans, the capacity control that specifies the proper operator-task assignments is also determined. The analysed multi-stage system is operated with a pull strategy, which means that the production at the final assembly lines generates demands for the preceding stages providing the assembled components. In order to guarantee the feasibility of the plans calculated for the final assembly lines, a decomposition approach is proposed to optimise the production plan of preceding stages. By this way, the robust production can be ensured resulting in reduced losses and overall production costs even though the system is exposed to changes and disturbances.

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Product variety management

Cited by 475 publications

References 131 publications

Purchasing manages and optimises existing product variance

Purchasing manages and optimises existing product variance

Iterative Improvement of Process Planning Within Individual and Small Batch Production

Robust production planning and control for multi-stage systems with flexible final assembly lines

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