The Human-Centric SMED

Fonda, Edoardo; Meneghetti, Antonella

doi:10.3390/su14010514

Cited by 22 publications

(16 citation statements)

References 18 publications

(22 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…One unsolved question is how to achieve the balance between the investment in new technologies (Chin, 2021) and the huge costs to reskill workers (de Miranda et al, 2021), considering the potential need for yet unknown skills (Shahbakhsh et al, 2022) for HR to manage in the context of I5.0. This study contributes to the literature by identifying that the competency profiles, abilities that all functions and organizational competencies require, have generic descriptions (Cillo et al, 2021;Fonda & Meneghetti, 2022) but are still unknown. Will mature workers demand more training in new skills than younger generations?…”

Section: Discussion and Future Avenues For Researchmentioning

confidence: 98%

“…However, the reskilling of workers has a huge cost and substantial risk, due to the significant distance between traditional and digital competencies (de Miranda et al, 2021). Micro, small, and medium-sized enterprises could face particular challenges with such costs, as well as with access to proper training programs (Fonda & Meneghetti, 2022). The main point is how to achieve a fair balance between capital development and labor welfare (Margherita & Braccini, 2021).…”

Section: Human Resources (Hr) and Workersmentioning

confidence: 99%

See 1 more Smart Citation

Industry 5.0 Beyond Technology: An Analysis Through the Lens of Business and Operations Management Literature

et al. 2022

View full text Add to dashboard Cite

Background/purpose: In comparison to Industry 4.0 (I4.0), Industry 5.0 (I5.0) shows a more systemic transformation that includes business innovations driving the transition to a sustainable, human-centric, and resilient industry. I5.0 implies on rethinking business models, ecosystems, managerial practices, etc. while moving toward sustainable development. Despite the novelty of I5.0 and the growing interest in the subject, the literature is still scarce. Therefore, this study aims to analyze the state of the art and understand the approaches that constitute the study of I5.0, through the lens of business and operations management. Method: A systematic literature review was performed through the lens of the business and operations management literature. Results: Four major themes were identified: (i) technological application, (ii) Human Resources and workers, (iii) education, and (iv) business and operations management. For each theme, the implications, future avenues and practical considerations are presented. Conclusions: Most I5.0 studies have focused on Human Resources and workers discussing the role of technological applications on operator safety. Despite I5.0 calls for a step forward in sustainable development, studies on it are scarce. Also, the literature is still missing practical contributions and frameworks for how I5.0 could impact on business management.

show abstract

Section: Discussion and Future Avenues For Researchmentioning

confidence: 98%

Section: Human Resources (Hr) and Workersmentioning

confidence: 99%

Industry 5.0 Beyond Technology: An Analysis Through the Lens of Business and Operations Management Literature

et al. 2022

View full text Add to dashboard Cite

show abstract

“…big data, AI, etc.) adapt to the need of human actors instead of the contrary [60]. In this context, robots and humans collaborate or work in synergy, being aware, and able to understand and anticipate each other's actions [61].…”

Section: Towards Industry 50 -The Ethics Of the New Human-centricitymentioning

confidence: 99%

Creating Meaningful Intelligence for Decision-Making by Modelling Complexities of Human Influence: Review and Position

Pina,

Neves-Silva

2022

Technological Innovation for Digitalization and Virtualization

View full text Add to dashboard Cite

Strategic decision-making still struggles to cope with the interference of people in its proposed plans, creating a gap between idealised and real-world versions. Even when the existence of humans is considered, models and abstractions tend to be simplistic and lacking in complex human traits (e. g. creativity, sentiment). We analyse the current scientific landscape in the dimensions that overlap in the field of strategic decision making and posit that to provide means to a more informed and robust decision-making, humans should not only be seen as elements that need to accept and adopt decisions, but also as actors that affect their outcomes. Humans should be understood as central pieces and the strategic decision-making process should thus consider their importance both in techniques that foster co-creation, and also in developing dynamic models that demonstrate their influence and impact. In this article, we describe this problem-space and outline an approach integrating Decision Intelligence, Enterprise Architecture, Design Thinking, and architectural principles to achieve a human-centric, adaptive strategic design. We also discuss the influence of information presentation and visuals for meaningful participation in strategic decision-making processes.

show abstract

“…The methodology developed by Shigeo Shingo denominates setups to be carried out within a maximum of a single digit of time (Shingo, 1985). The method was originally developed for well-established and managed automotive components manufacturers, and SMED has since then proved to be an efficient tool to reduce changeover time in many different industries, such as Information Technology (IT), pharmaceuticals and electronics (Fonda and Meneghetti, 2022; Godina et al , 2018; Da Silva and Godinho Filho, 2019). The applicability of SMED in a developing country with more limited economic and human resources has been scarcely studied in the literature.…”

Section: Introductionmentioning

confidence: 99%

Reduction of changeover time through SMED with RACI integration in garment factories

Mohammad

Hamja

Hasle

2023

IJLSS

View full text Add to dashboard Cite

Purpose Shorter lead time with low price and quality product demand is pivotal in the garment industry. Pressure on production lead time stresses the importance of reducing style changeover time in manufacturing factories, and this paper aims to contribute to solving the challenge by showing how the single minute exchange of die (SMED) methodology in practice can be adapted to garment factories in developing countries. Design/methodology/approach The paper investigates three cases of SMED implementation integrated with responsible, accountable, consulted, informed (RACI) matrices in garment factories in an action research approach. Both quantitative and qualitative methods are applied. Findings The study shows a reduction of 50% to 64% of changeover time with SMED implementation measured with two key indicators – throughout time and time to reach peak production. Moreover, the implementation depends on the application of the RACI matrix for the distribution of responsibility as well as integration with the basic production flow before and after the application of SMED. Practical implications The study can guide better SMED implementation in garment factories with limited investment by stressing the need to adapt to the specifics of the garment industry, secure the division of responsibility and integrate SMED in the production flow before and after the changeover. Originality/value Limited research on the application of SMED in the garment industry. This paper contributes to understanding the specific conditions for successful implementation in the garment industry in developing countries and addresses additional activities that help secure a sustainable implementation process.

show abstract

The Human-Centric SMED

Cited by 22 publications

References 18 publications

Industry 5.0 Beyond Technology: An Analysis Through the Lens of Business and Operations Management Literature

Industry 5.0 Beyond Technology: An Analysis Through the Lens of Business and Operations Management Literature

Creating Meaningful Intelligence for Decision-Making by Modelling Complexities of Human Influence: Review and Position

Reduction of changeover time through SMED with RACI integration in garment factories

Contact Info

Product

Resources

About