Systems engineering for better engineering

Parnaby, J.

doi:10.1049/ir:19950601

Cited by 15 publications

(25 citation statements)

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“…The interaction of individual elements that drive the overall system objective must be recognised, since many change efforts fail to yield expected improvement due to a lack of systems understanding (Cao et al, 2001;Hughes, 2011). This can lead to sub-optimisation and reduced innovation capability (Parnaby, 1995). Importantly, it should include both technical and cultural aspects (Böhme et al, 2014) or "hard technologies and soft methods" (Parnaby, as cited by Böhme et al, 2014, p. 6519) to assist in its success.…”

Section: Continuous Improvement Vs Bprmentioning

confidence: 99%

The adoption process and impact of additive manufacturing on manufacturing systems

Rylands

Böhme

Gorkin

et al. 2016

JMTM

103

106

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Purpose Company pressure for manufacturers is mounting from two angles: increasing pressure of global competition, and rapid advancements in technology such as additive manufacturing (AM) that are altering the way that goods are manufactured. The purpose of this paper is to explore the adoption process of AM within a manufacturing system and its business impact. Design/methodology/approach Research was conducted to collect empirical data at two manufacturing case companies in the North West England. Both cases are located in areas of industrial recovery using AM engineering innovation for value creation. Findings Early findings showed that the implementation of AM caused a shift in value propositions and the creation of additional value streams (VSs) for the case study companies. AM was shown to compliment and strengthen traditional manufacturing VSs rather than replacing them. Research limitations/implications Limitations include the generalizability due to the number and location of case companies included in this research. Practical implications It is worthwhile to explore the opportunities that AM brings with the existing customer base as it has the potential to add unexplored and untapped value. However, managers need to be mindful of the capability and resources required to put the VS into practice. Social implications Both cases resulted in skill retainment and development due to the implementation of AM. Hence, the innovation contributed to regional economic recovery and business survival. Originality/value This empirical research is one of the early field explorations focussing on the impact of AM on VS structures. Hence, this paper contributes to the area of technology enhanced manufacturing systems.

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Section: Continuous Improvement Vs Bprmentioning

confidence: 99%

The adoption process and impact of additive manufacturing on manufacturing systems

Rylands

Böhme

Gorkin

et al. 2016

JMTM

103

106

View full text Add to dashboard Cite

show abstract

“…In particular, with such a fragmented approach, interface problems which are always critical to effective operations of the real enterprise tend to be ignored. The systems engineering methodology which identifies, by input-output analysis of the sub-processes of a system, the integrated interfaces requirements, at the system design stage enables a full solution to the holistic system requirement (Parnaby, 1995).…”

Section: The Nature Of "Messes"mentioning

confidence: 99%

“…Products and services and novel ways of delivering them are thereby conceived in the light of improved design, enhanced knowledge, and better, regularly updated work practices. Such activities justify this discipline being termed "business systems engineering" (Parnaby, 1995).…”

Section: Short Term Emphasismentioning

confidence: 99%

Exploiting the concept of a manufacturing system part II

Parnaby

Towill²

2009

Journal of Manufacturing Technology Management

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Purpose -The purpose of this paper is to establish the influence and discipline of process control and systems engineering theory plus engineering practices in the chemical process industry on current operations management development. Part I has laid the requisite groundwork for this paper; Part II covering the concept of a manufacturing system, its evolution into the managing-by-projects (MBP) methodology, and application to the extended enterprise. Later, Part III will concentrate on the usage of MBP within individual manufacturing and other businesses. Hence, the concentration will then be on cellular operations and the "natural grouping" task force genré. Design/methodology/approach -The paper is based on experiential case study outputs from a large number of European and international organisations. Benchmarking of total business performance is shown to be a driver of change. Via the systems approach, it is shown how a set of interlinking programmes are planned and executed to enable comprehensive improvements in business performance. The core characteristics of MBP are detailed plus how systems engineering principles can enable effective BPI. Findings -MBP is an holistic approach. It can start at the competitive achievement plan level to scheme and implement total business change executed by internal task forces. The procedure is illustrated for an international enterprise via results obtained from re-organising a multi-site auto components business. Large gains in key performance indicators are evident. Research limitations/implications -A key finding is the importance of generating internal experience and competence. Learning has to belong to the organisation, not some external group. There must be careful sequencing of projects, otherwise there will be "indigestion". Elephants should be eaten in bite-sized chunks. Practical implications -This original concept has now evolved after some 30 years and proven routes to implementing MBP have been established. Furthermore, a vast quantity of supporting material is now available. Setting up an effective, and organisationally relevant user-friendly open-learning facility is a top priority. Originality/value -The originality lies in the concept of a manufacturing system. But the innovation manifests itself in the successful transformation into the MBP methodology for engineering effective change in a wide range of organisations.

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“…A set of transferable tools, techniques and methodologies based on contemporary IE, for the tactical analysis, design, implementation and subsequent monitoring and control of the process(es) being re‐engineered. Learning organisation. The existence of an educated effective culture for leading innovation where knowledge of process improvement and achievement of “best practice” is endemic throughout the enterprise.It is this fully integrated and continuous procedure for enabling the enterprise to achieve and then maintain internationally competitive performance standards which fulfils the industrial systems engineering concept originally proposed by Parnaby (1979, 1995a, b), Parnaby and Billington (1976), Cherrington and Towill (1983) and Olsmats et al (1988).…”

Section: Discussionmentioning

confidence: 99%

Exploiting the concept of a manufacturing system part III

Parnaby

Towill

2009

Jnl of Manu Tech Mnagmnt

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PurposeThe purpose of this paper is to investigate how the original concept of a manufacturing system has effectively influenced business process improvement (BPI) programmes in manufacturing industry. Part I laid the requisite groundwork relating to chemical engineering, and Part II covered the concept of a manufacturing system, its evolution into the managing‐by‐projects (MBP) methodology, and the application to the extended enterprise. In this Part III paper, usage of MBP in individual businesses is described. Hence, the concentration herein on cellular operations and the “natural grouping” task force genre.Design/methodology/approachThe series of papers is based on case study outputs from a large number of European and international businesses. Benchmarking of total business performance is shown to be a driver of change. Via the systems approach, the paper shows how a set of interlinking BPI programmes are planned and executed to enable comprehensive improvements in business performance.FindingsIn order to be effective, change management needs to be embedded within a highly active industrial learning organisation. This must substantially involve everyone from chief executive officer right through to the shop floor. In MBP, a Change Programme Office headed by a senior manager provides adequate training facilities and industrial engineering support as needed. Project execution is undertaken by an internal task force including appropriate “coal face” players. They are responsible for diagnosis, synthesis, planning and executing substantial process improvements under the direction of a committed project leader.Research limitations/implicationsExtensive experience suggests that taking education and training very seriously are essential pre‐requisites for enabling substantial regression‐free change. The key finding is the importance of generating internal experience and competence. Learning has to belong to the organisation.Practical implicationsThis original concept of a manufacturing system has now evolved after some 30 years into the comprehensive MBP methodology. Proven routes to implementing MBP have been established. Furthermore, a vast quantity of supporting open learning and case study material is now available. However, new users need to rapidly adapt and extend it via internal and external benchmarking of best practice. Setting up an effective user‐friendly facility is a top priority.Originality/valueThe originality lies in the concept of a manufacturing system. But the innovation manifests itself in the successful transformation into the MBP methodology.

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Systems engineering for better engineering

Cited by 15 publications

References 0 publications

The adoption process and impact of additive manufacturing on manufacturing systems

The adoption process and impact of additive manufacturing on manufacturing systems

Exploiting the concept of a manufacturing system part II

Exploiting the concept of a manufacturing system part III

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