Purpose-The main purpose of this paper is to document the research on development of a conceptual framework for the supply chain. The aims of the research were to develop an integrated framework, and to provide a methodology for planning of many components in the supply chain such as suppliers, materials, resources, warehouses, activities and customers. The proposed framework is based on the unitary structuring technique where bills of materials, bills of warehouses, project networks and operations routings, in both manufacturing and distribution networks, are combined into a single structure. Design/methodology/approach-The framework is described along with illustrated numerical examples in the manufacturing and distribution environments. Findings-The numerical testing has shown that each network in the supply chain provides an integrated approach to planning and execution of many components, and is capable of providing visibility, flexibility and maintainability for further improvement in the supply chain environment. Originality/value-The framework and planning approach developed in this research are new in the area of supply chain management and provide a foundation for planning, control and execution in supply chain in various industries.

PurposeThe purpose of this paper is to examine how certain limitations of the current approaches to planning and scheduling of aircraft heavy maintenance can be addressed using a single integrated framework supported by unified data structures.Design/methodology/approachThe “unitary structuring technique”, originally developed within the context of manufacturing planning and control, is further enhanced for aircraft heavy maintenance applications, taking into account the uncertainty associated with condition‐based maintenance. The proposed framework delivers the advanced functionalities required for simultaneous and dynamic forward planning of maintenance operations, as well as finite loading of resources, towards optimising the overall maintenance performance.FindingsExecution of maintenance operations under uncertainty involves materials changes, rectification and re‐assembly. It is shown that re‐scheduling of materials (spare‐parts), resources and operations can be taken care of by simultaneous and dynamic forward planning of materials and operations with finite loading of resources, using the integrated framework.Research limitations/implicationsAs part of adopting the proposed framework in practice, it needs to be guided by an overall methodology appropriate for application‐specific contexts.Practical implicationsThe potential direct benefits of adopting the proposed framework include on‐time project completion, reduced inventory levels of spare‐parts and reduced overtime costs.Originality/valueExisting approaches to aircraft maintenance planning and scheduling are limited in their capacity to deal with contingencies arising out of inspections carried out during the execution phase of large maintenance projects. The proposed integrated approach is, capable of handling uncertainty associated with condition‐based maintenance, due to the added functionalities referred to above.

PurposeThe main purpose of this paper is to assess the technological view of apparel new product development (NPD) process through a framework for improving the efficiency of NPD process in Sri Lankan apparel industry.Design/methodology/approachThe study uses literature review, a survey and in-depth interviews of industry experts for data collection. Descriptive analysis and correlation analysis are used to identify the relationship between NPD process performance and Industry 4.0 (I4) technology components.FindingsAll technology components are enablers of NPD process, yet the relative importance of technology components varies within the NPD life cycle. Technoware is identified as the most significant, while Humanware component is the least significant for the advancement of I4 technologies in the NPD process.Research limitations/implicationsDespite the novelty of research investigation into NPD process using I4 technologies in apparel industry, it is limited to one geographical location and a small segment of the industry.Practical implicationsThis paper assists apparel industry practitioners to better understand and prioritize I4 technology components in the NPD life cycle for their successful adoption and for reaping the benefits.Originality/valueThis research generates new knowledge on the adoption of I4 technologies using industry insights into technology components mapped/aligned with key stages of NPD life cycle.

PurposeThe purpose of this paper is to systematically investigate the patient flow and waiting time problems in hospital emergency departments (EDs) from an integrated voice of customer (VOC) and voice of process (VOP) perspective and to propose a new lean framework for ED process.Design/methodology/approachA survey was conducted to better understand patients' perceptions of ED services, lean tools such as process mapping and A3 problem-solving sheets were used to identify hidden process wastes and root-cause analysis was performed to determine the reasons of long waiting time in ED.FindingsThe results indicate that long waiting times in ED are major concerns for patients and affect the quality of ED services. It was revealed that limited bed capacity, unavailability of necessary staff, layout of ED, lack of understanding among patients about the nature of emergency services are main causes of delay. Addressing these issues using lean tools, integrated with the VOC and VOP perspectives can lead to improved patient flow, higher patient satisfaction and improvement in ED capacity. A future value stream map is proposed to streamline the ED activities and minimize waiting times.Research limitations/implicationsThe research involves a relatively small sample from a single case study. The proposed approach will enable the ED administrators to avoid the ED overcrowding and streamline the entire ED process.Originality/valueThis research identified ED quality issues from the integration of VOC and VOP perspective and suggested appropriate lean tools to overcome these problems. This process improvement approach will enable the ED administrators to improve productivity and performance of hospitals.

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