World class manufacturing in make-to-order batch-production SMEs: an exploratory analysis in northern Italy

Petroni, Alberto; Zammori, Francesco; Marolla, Giuliano

doi:10.1504/ijbex.2017.10001944

Cited by 4 publications

(15 citation statements)

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“…Much of this work, however, appears to stem from an underlying need for HVLV manufacturers to effectively "deal with" the dynamic nature of their manufacturing strategy and the complexities associated with this approach [26 for a review of key barriers to HVLV manufacturing excellence, 27, see 58 for a review of these factors, see also 59,60]. In this instance, the World Class Manufacturing (WCM) and Lean manufacturing paradigms seem to prevail in the more comprehensive studies on HVLV better management practices [50,61,62].…”

Section: B Better Management Practices and Hvlv Manufacturingmentioning

confidence: 99%

“…The main argument in this case (and corroborated by others) is that the WCM paradigm is important though not to hold the measures of effectiveness at face-value for different manufacturing environments. The argument posed by Petroni, Zammori [62] was of a similar nature to Muda and Hendry [61] in that the universalistic and generalised nature of the WCM study by Schonberger [63] was not sufficient (nor practical) in the HVLV context. In this sense, the themes were adopted from Schonberger [63] though the principles within the themes were adapted to suit a HVLV manufacturing environment.…”

Section: B Better Management Practices and Hvlv Manufacturingmentioning

confidence: 99%

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Operationalising Ambidexterity: The Role of "Better" Management Practices in High-Variety, Low-Volume Manufacturing

Katic

Çetindamar

Agarwal³

et al. 2019

2019 Portland International Conference on Management of Engineering and Technology (PICMET)

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Innovation and change are fundamental to the long-term sustainability of any organisation. Whilst it is important to improve operating efficiency in the bid to become more cost competitive, there is still an underlying need to venture out of the norm and explore new opportunities. Though a great deal of research has emerged regarding the achievement of ambidexterity, there remains a gap in understanding how this is actually operationalised in organisations. This paper takes aim at this problem in the context of SME manufacturers that produce a high variety of customised products at low volumes (HVLV). Under such circumstances, ambidexterity appears intuitively easier to achieve given the manufacturer is designed to be as flexible as possible in the first place-though, it would seem this may be to their detriment. Based on a literature review and drawing from ambidexterity and organisational theory, our contribution is geared towards investigating the underlying mechanisms that make HVLV manufacturers ambidextrous in the first place. In particular, we concern ourselves with exploring how ambidexterity is enacted through what are deemed "better" management practices that result in innovative organisations. By better understanding the more latent characteristics of HVLV manufacturers, we shed some light on the interactions between external and internal influences affecting the impact of ambidexterity under such an environment. Further theoretical and managerial implications are discussed.

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Section: B Better Management Practices and Hvlv Manufacturingmentioning

confidence: 99%

Section: B Better Management Practices and Hvlv Manufacturingmentioning

confidence: 99%

Operationalising Ambidexterity: The Role of "Better" Management Practices in High-Variety, Low-Volume Manufacturing

Katic

Çetindamar

Agarwal³

et al. 2019

2019 Portland International Conference on Management of Engineering and Technology (PICMET)

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“…By adopting formalised PPC practices, management is "free" to perform more strategic and longterm decision-making. As Petroni et al (2017) also assert, effective PPC is a form of innovation for HVLV manufacturers. Taking into consideration that PPC forms a central component of both reactive and proactive flexibility, which effective HVLV manufacturers hold (Katic and Agarwal, 2018), we hypothesise the following:…”

Section: Ambidextrous Capabilities Better Management Practices and Hvlv Manufacturer Performancementioning

confidence: 95%

“…The dependent variables are related to HVLV manufacturing core-competencies in the ability to produce a wide variety of customised products (operational flexibility) and in doing this well (process innovation). HRM and production planning and control were selected as BMP to reflect their significance in HVLV manufacturing literature, particularly their prevalence in studies concerning best practice (Petroni et al, 2017). Firm age and size were selected as controls due to their impacts on BMP adoption (Agarwal et al, 2014) in the case of the latter, and the peculiarities associated with flexibility, legitimacy and resource constraints (Carayannopoulos, 2017) in the case of the former.…”

Section: Ambidextrous Capabilities Better Management Practices and Hvlv Manufacturer Performancementioning

confidence: 99%

“…HRM practices including top management support, training and performance evaluation are an essential component in leveraging these talents towards world-class standards (Muda and Hendry, 2003). Indeed, for HVLV manufacturers, HRM practices present one of the more significant areas of competitiveness in both operational flexibility and process innovation performance (Petroni et al, 2017). Thus:…”

Section: Ambidextrous Capabilities Better Management Practices and Hvlv Manufacturer Performancementioning

confidence: 99%

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Deploying ambidexterity through better management practices: an investigation based on high-variety, low-volume manufacturing

Katic

Çetindamar

Agarwal

2021

JMTM

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PurposeWhilst capabilities in exploiting existing assets and simultaneously exploring new opportunities have proven essential in today's organisations, an understanding of how these so-called ambidextrous capabilities are deployed remains elusive. Thus, the authors aim to investigate the role of better management practices (BMP), as organisational routines, in deploying ambidextrous capabilities in practice.Design/methodology/approachHigh-variety, low-volume (HVLV) manufacturers are adopted as exemplar ambidextrous organisations. A conceptual model was developed where BMP, including human resource management (HRM) and production planning and control (PPC), are considered as mediators in the relationship between ambidextrous capabilities and organisational performance outcomes. Partial least squares structural equation modelling was adopted to analyse the results of a survey undertaken by Australian HVLV manufacturers.FindingsThe results suggest that merely holding ambidextrous capabilities is not enough – demonstrating a fully mediating role of BMP between ambidextrous capabilities and HVLV manufacturer performance outcomes. However, the individual effects of PPC and HRM prove varied in their unique impact on HVLV manufacturer performance.Practical implicationsThis study also provides a rare account of how HVLV manufacturers can leverage their inherently ambidextrous design towards greater organisational performance and highlights critical considerations in the selection of organisational capabilities.Originality/valueBy exemplifying the explanatory power of BMP in ambidextrous capability deployment, this study moves beyond the more prevalent stance on the links between BMP and ambidextrous capabilities as that of capability building through management practices, to one concerning the deployment of the capability itself.

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A new perspective on Workload Control by measuring operating performances through an economic valorization

Mezzogori

Romagnoli

Zammori

2022

Sci Rep

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Workload Control (WLC) is a production planning and control system conceived to reduce queuing times of job-shop systems, and to offer a solution to the lead time syndrome; a critical issue that often bewilders make-to-order manufacturers. Nowadays, advantages of WLC are unanimously acknowledged, but real successful stories are still limited. This paper starts from the lack of a consistent way to assess performance of WLC, an important burden for its acceptance in the industry. As researchers often put more focus on the performance measures that better confirm their hypotheses, many measures, related to different WLC features, have emerged over years. However, this excess of measures may even mislead practitioners, in the evaluation of alternative production planning and control systems. To close this gap, we propose quantifying the main benefit of WLC in economic terms, as this is the easiest, and probably only way, to compare different and even conflicting performance measures. Costs and incomes are identified and used to develop an overall economic measure that can be used to evaluate, or even to fine tune, the operating features of WLC. The quality of our approach is finally demonstrated via simulation, considering the 6-machines job-shop scenario typically adopted as benchmark in technical literature.

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World class manufacturing in make-to-order batch-production SMEs: an exploratory analysis in northern Italy

Cited by 4 publications

References 0 publications

Operationalising Ambidexterity: The Role of "Better" Management Practices in High-Variety, Low-Volume Manufacturing

Operationalising Ambidexterity: The Role of "Better" Management Practices in High-Variety, Low-Volume Manufacturing

Deploying ambidexterity through better management practices: an investigation based on high-variety, low-volume manufacturing

A new perspective on Workload Control by measuring operating performances through an economic valorization

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