Identification of barriers to PLM institutionalization in large manufacturing organizations

Abstract

Purpose The purpose of this paper is to study the barriers to institutionalize the product lifecycle management (PLM) in large manufacturing organizations. The paper explores the hurdles and identifies the causal barriers to support the organizations’ transformation into digitized firms. Design/methodology/approach The paper utilized the multi-criteria decision making technique, i.e., DEMATEL (DEcision MAking Trial and Evaluation Laboratory) method to find the causal barriers, and adopted maximum mean de-entropy (MMDE) algorithm to determine the threshold value based on the information entropy of the relations among the barriers to PLM institutionalization. Findings This study explored nine barriers to PLM institutionalization and empirically identified the four critical barriers among the nine. Research limitations/implications The present work is exploratory case-based research which is limited to a case of an Indian aircraft manufacturing firm with a limited number of respondents. More sophisticated statistical tools can be utilized to consider the subjectivity of the respondents. However, this research explores the various hurdles to PLM success and serves as a relevant outcome to identify the critical barriers to institutionalize the PLM concept. Practical implications The findings of the paper provide guidelines to the case company and similar firms for obtaining maximum benefits of PLM. The methodology shown in this paper will be useful to various large scale industries in identifying the critical barriers to PLM institutionalization among all existing barriers so that they can take appropriate measures before they proceed to adopt PLM. Originality/value The present work discusses the different reasons for which the companies are not able to derive the maximum benefits of PLM even after the implementation of PLM systems. This work uniquely applied the DEMATEL and MMDE methods to investigate the critical barriers to PLM institutionalization in an aircraft manufacturing firm.

Evaluation of success factors to implement digitalization in the construction industry

“…The fuzzy DEMATEL and MMDE method involve the following steps (Li and Tzeng, 2009; Li et al , 2018; Singh and Misra, 2019).…”

“…Further, the MMDE algorithm is used by Li and Tzeng (2009) to determine the threshold value of the DEMATEL method for finding critical services provided by a semiconductor intellectual property mall. Singh and Misra (2019) and Singh and Bhanot (2020) used DEMATEL and MMDE combination to identify barriers in the manufacturing industry for project lifecycle management and IoT implementation, respectively. This same approach has also been used by Behera and Mukherjee (2015) to find influencing factors in supply chain coordination schemes.…”

Framework for cloud product lifecycle management system: a case study of an automotive industry

“…The comparison of such approaches has also been explored by the research community to provide an approach for the selection of a suitable organizational strategy (Jadeja and Modi, 2012; Peng et al ., 2009). The existing PLM literature highlights the need for cloud-based PLM systems and the factors posing challenges (Singh and Misra, 2019b). The existing research also includes a case study for this purpose (Singh and Misra, 2019a).…”

BIM Application in Multi-Criteria Assessment of Suspended Brickwork Façade Production Methods for a Reconstructed Building

“…Due to the complex decisions on how to implement architectural brickwork façades and the progress of production technologies, there is an urgent need to improve production processes based on BIM models, together with innovative brickwork façade installation methods. This provides an opportunity for all stakeholders in the process [21] not only to design 3D products but also to manage them according to PLM (Product Lifecycle Management) methodology during the production stage. It is established that BIM and LCA (Life Cycle Assessment) provide better quantity calculations for further steps of a project [22,23], but production modeling requires skilled stakeholders with design and construction competencies [24] as construction managers are more experienced in project management than in offsite production management, although the latest research shows the benefits of offsite production [10].…”