What does operational excellence mean in the Fourth Industrial Revolution era?

Tortorella, Guilherme Luz; Cauchick‐Miguel, Paulo A.; Li, Wen; Staines, J. E.; McFarlane, Duncan

doi:10.1080/00207543.2021.1905903

Cited by 36 publications

(45 citation statements)

References 98 publications

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“…In our definition of Q4.0, influenced by Littlefield and Murugesan (2020), people, process and technology are considered as an overarching theme of Q4.0. The recent publications in production research (Ivanov et al, 2021;Bittencourt et al, 2021;Tortorella et al, 2021) There is no doubt that people will still be central to I4.0 and Q4.0 implementation and integration. The dichotomy between people who consider automation and new technologies as helpful and those who worry about the possibility of being replaced by technology is well known in the literature (Cagliano et al 2019;Ivanov et al, 2021;Bittencourt et al, 2021;Tortorella et al, 2020Tortorella et al, , 2021.…”

Section: Discussionmentioning

confidence: 99%

“…In this context, radiofrequency identification (RFID) and smart sensors have become essential technologies for understanding the status of products or services such as whether they are functional or conform to standards (Velandia et al 2016;Zhong et al 2017). Moreover, several authors (Gilchrist 2016;Funk et al 2016;Romero et al 2016;Bortolini et al 2017;Satoglu et al 2018;Tortorella et al, 2021) have shown that CPSs may be used to reduce human error, especially in more labour-intensive stages. Illés et al (2017) show that it is possible to collect quality control data through the use of I4.0 technologies and enterprise resource planning (ERP), which has not been possible until now.…”

Section: Background Of Industry 40 and Quality Managementmentioning

confidence: 99%

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What is Quality 4.0? An exploratory sequential mixed methods study of Italian manufacturing companies

Chiarini

Kumar

2021

International Journal of Production Research

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Section: Discussionmentioning

confidence: 99%

Section: Background Of Industry 40 and Quality Managementmentioning

confidence: 99%

What is Quality 4.0? An exploratory sequential mixed methods study of Italian manufacturing companies

Chiarini

Kumar

2021

International Journal of Production Research

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“…H3 maintains that organizational resilience enhancement has a supportive impact on contractor performance. Many researchers have developed evidence that improving organizational attributes such as leadership [50] and culture [83] positively impacts organizational performance. However, an understanding of this issue in recovery projects is still missing.…”

Section: Hypothesis (H1)mentioning

confidence: 99%

A Conceptual Framework for Implementing Lean Construction in Infrastructure Recovery Projects

et al. 2022

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Natural hazards can have substantial destructive impacts on the built environment. Providing effective services in disaster areas is heavily reliant on maintaining or replacing infrastructure; thus, post-disaster reconstruction of infrastructure has attracted growing attention. Due to the complex and dynamic nature of infrastructure recovery projects, contractor companies engaged in this work have typically experienced poor performance. Furthermore, from a commercial perspective, the post-disaster reconstruction environment is characterized by fierce competition and market uncertainty, challenging the organizational resilience of companies undertaking this work. One approach for improving contractor performance is the implementation of lean construction, but the literature lacks consensus on its capability to affect organizational resilience. To respond to this problem, a conceptual framework applicable for lean implementation in infrastructure, which explicitly addresses organizational resilience, is required for recovery projects. In parallel, contributing components to effective implementation of lean-recovery and supportive theories for justifying the conceptual framework must be identified. Consequently, this paper proposes a conceptual framework to implement lean practices for the enhancement of organizational resilience. The framework is developed using a systematic research method, wherein 110 research documents were discovered initially, and following processing, 18 relevant documents were identified and analyzed. Through this process, contingency and Transformation-Flow-Value (TFV) theories were identified as an appropriate foundation for a framework to implement lean construction in infrastructure recovery projects.

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“…Operational Excellence (OE) may be visualized as a comprehensive approach to attain best-in-class performance in productivity, quality, and responsiveness across the value chain (Luz Tortorella et al, 2021 ). OE spans product design and development; enterprise resource; planning and control; supply chain management; manufacturing execution besides traditional business functions and also involves both soft and hard factors (related to people, processes, and technology) (Gólcher-Barguil et al, 2019 ).…”

Section: The Approachmentioning

confidence: 99%

“…How well companies design, develop, engineer, source, make, distribute, and enable reverse flow and manage their assets will result in successful executions. We must remember that close and active collaboration across people, processes, technologies, and organizations play a crucial role in achieving OE (Luz Tortorella et al, 2021 ). The soft factors (such as team efforts, manufacturing leadership, and communication across the chain.)…”

Section: Recommendations and Way Forwardmentioning

confidence: 99%

Unifying Efforts to Rebound Operational Excellence and Export Competitiveness

Kulkarni

Deshmukh

Khanzode

et al. 2021

JGBC

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COVID-19 pandemic have provided us an opportunity to retrospect, our traditional practices, operations, supply chain functions and their linkages with firm competitiveness. The recovery to the new normal of operational excellence is the challenging task ahead. The critical a question in post-pandemic recovery can be—How can the firms rebound to operational excellence and achieve the benchmarks of international competitiveness with the current uncertainties in both demand and supply sides? Trigger the thinking on the challenging issue, we had invited the scholarly articles, empirical studies, reviews and perspective papers based on the theme “Rebound to Higher Levels of Operational Excellence and Export competitiveness”. This work presents the editorial summary of the special issue and suggest pathways and possible research and managerial, policy level directives towards the Operational Excellence and Export competitiveness. The study utilizes three specific inputs- (a) Academic resources, (b) Industrial Discourse and (c) International trade and Government initiatives to present the directives for further research interventions. While, this multi-perspective consideration does not represent the comprehensive systematic literature review or the empirical research, but it enables us to explore the challenges, enablers and decision-making approaches for rebounding operational excellence towards export competitiveness. Supplementary Information The online version contains supplementary material available at 10.1007/s42943-021-00043-7.

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What does operational excellence mean in the Fourth Industrial Revolution era?

Cited by 36 publications

References 98 publications

What is Quality 4.0? An exploratory sequential mixed methods study of Italian manufacturing companies

What is Quality 4.0? An exploratory sequential mixed methods study of Italian manufacturing companies

A Conceptual Framework for Implementing Lean Construction in Infrastructure Recovery Projects

Unifying Efforts to Rebound Operational Excellence and Export Competitiveness

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