A taxonomy of manufacturing strategies and production systems using self-organizing map

Pooya, Alireza; Faezirad, Mohammadali

doi:10.1080/21681015.2017.1305996

Cited by 16 publications

(14 citation statements)

References 39 publications

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“…As stated previously, these capabilities can contribute to improved operational and financial performance, thus paying the way to a competitive advantage (Longoni and Cagliano, 2015). Previous research has highlighted the positive contributions of these capabilities such as the reduced use of natural resources or limited generation of emissions during the manufacturing process (Pooya and Faezirad, 2017;Espino-Rodríguez, 2016;Longoni and Cagliano, 2015), which, in turn, can help companies improve quality and reduce costs (Longoni and Cagliano, 2015). The competitive importance of sustainabilityrelated capabilities in a high-cost environment is also emphasized in the reshoring literature.…”

Section: Discussionmentioning

confidence: 99%

“…The ability to provide a wide range of products with different features Pooya and Faezirad (2017), Sarmiento et al (2016) Volume flexibility…”

Section: Product Line Flexibilitymentioning

confidence: 99%

“…The ability to develop and implement new processes The ability to provide sustainable products Longoni and Cagliano (2015), Pooya and Faezirad (2017)…”

Section: Process Innovationmentioning

confidence: 99%

“…Sustainability alludes to the consumption of natural resources at a lower rate than their natural generation or to the consumption of substitutes that generate limited emissions that do inflict damage to the ecosystem (Longoni and Cagliano, 2015). The emphasis is placed on providing environmentally-friendly products (Pooya and Faezirad, 2017) and consume natural resources at a lower rate or reduce emissions during the manufacturing process (Espino-Rodríguez, 2016). The capabilities included in this dimension include "product sustainability" and "process sustainability".…”

Section: Process Sustainabilitymentioning

confidence: 99%

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Evaluation of critical operations capabilities for competitive manufacturing in a high-cost environment

Sansone

Hilletofth

Eriksson

2020

JGOSS

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Purpose To survive in a competitive landscape, companies are required to identify, develop and continuously improve upon the operations capabilities that have the greatest impact on the overall competitiveness. This paper aims to evaluate critical operations capabilities for competitive manufacturing in a high-cost environment. Design/methodology/approach Critical operations capabilities for competitive manufacturing were extracted in a literature review and then evaluated from the perspective of a high-cost environment in a focus group study. The focus group included a quantitative (questionnaire) and qualitative (discussion) evaluation of the extracted critical operations capabilities. Findings The empirical findings revealed that all the capabilities identified in the literature review are considered critical in a high-cost environment, albeit with varying emphasis. Companies located in a high-cost environment tend to emphasize a broad set of capabilities related to quality, cost, time, flexibility and innovation rather than only cost-related capabilities. Research limitations/implications The research is based on a focus group that was limited to 14 representatives from five Swedish manufacturing companies. This can reveal some limitations with regard to the generalizability of the conclusions drawn. Hence, this research should be considered as an initial step in gaining a more in-depth and complete understanding of the research topic under investigation. Practical implications The research outcome enables managers to design their operations strategy more systematically and effectively, to be consistent with their targeted capabilities. The operations capabilities are important for both the company’s competitiveness and its future direction. Originality/value The paper presents an updated understanding of how companies achieved a competitive advantage in a specific manufacturing environment such as a high-cost context. It additionally provides an overview of what capabilities are developed for implementing successful operations strategies.

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Section: Discussionmentioning

confidence: 99%

“…The ability to provide a wide range of products with different features Pooya and Faezirad (2017), Sarmiento et al (2016) Volume flexibility…”

Section: Product Line Flexibilitymentioning

confidence: 99%

“…The ability to develop and implement new processes The ability to provide sustainable products Longoni and Cagliano (2015), Pooya and Faezirad (2017)…”

Section: Process Innovationmentioning

confidence: 99%

Section: Process Sustainabilitymentioning

confidence: 99%

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Evaluation of critical operations capabilities for competitive manufacturing in a high-cost environment

Sansone

Hilletofth

Eriksson

2020

JGOSS

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“…The QM elements can be divided into human resources, organizational resources and technological resources (Hisham and Sherif, 2012). Human resources includes skill level, extent of the range of tasks and group work; organizational resources contain the height of the organizational structure, decision making, connection between management and workers, multitasking project groups; and technological resources contain the amount of automation, equipment layout, the extent of specialized or multipurpose equipment and workload with equipment (pooya and Faezirad, 2017). From the perspective of SM, the mentioned resources are vital in the definition of every strategy.…”

Section: Methodsmentioning

confidence: 99%

Resource allocation to strategies of quality management with FANP and Goal Programming approach

Rezaee

Pooya

2019

TQM

Self Cite

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Purpose The purpose of this paper is to explore the relationship between effective strategies to improve the quality and quality management of allocated resources for the successful implementation of the strategies. For this purpose, three quality management resources (human, organizational and technological) and eight different strategies related to quality are considered. Design/methodology/approach The paper employs the fuzzy analytic network process (FANP) to prioritize and model the interactions between eight strategies, the three types of resources (human, organizational and technological) needed for effective strategy implementation and the ability to enhance quality. Then, Goal Programming (GP) is formulated by the output of the FANP to identify the extent to which each single strategy is inhibited by a lack of (or overloaded by) resources. Findings The first three priorities of strategies identified by the FANP include continuous management of quality system, continuous use of human knowledge and continuous approach toward target, and the order of resources is as follows: human resources, organizational resources and technological resources. The results obtained showed the largest share of human resources and its crucial role in improving the quality of the products. The contribution of organizational resources amounts to half of the contribution of human resources. Originality/value The main contribution of this paper is to employ the FANP to prioritize, whereas in prior studies in this area, priorities were conducted as definitive, and uncertainty in the opinion of experts was not considered. In this paper, the FANP–GP combined method is used.

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A delayed optimal control model for multi-stage production-inventory system with production lead times

Pooya

Pakdaman

2017

Int J Adv Manuf Technol

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A taxonomy of manufacturing strategies and production systems using self-organizing map

Cited by 16 publications

References 39 publications

Evaluation of critical operations capabilities for competitive manufacturing in a high-cost environment

Evaluation of critical operations capabilities for competitive manufacturing in a high-cost environment

Resource allocation to strategies of quality management with FANP and Goal Programming approach

A delayed optimal control model for multi-stage production-inventory system with production lead times

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