Barriers to the adoption of industry 4.0 technologies in the manufacturing sector: An inter-country comparative perspective

Publisher's Preface Foreword Introduction PART ONE: THEORY AND PRACTICE OF THE SMED SYSTEM 1. The Structure of Production 2. Setup Operations in the Past 3. Fundamentals of SMED 4. Techniques for Applying SMED 5. Applying SMED to Internal Operations 6. Basic Examples of SMED 7. Effects of SMED PART TWO: THE SMED SYSTEM -- CASE STUDIES 8. Implementing SMED Matsushita Electric Industrial Co., Ltd., Washing Machine Division (Mikuni Plant) 9. Setup Improvements Based on the Toyota Production System Toyoda Gosei Co., Ltd. 10. A Quick-Setting ("Q-S") Campaign Nippon Kogaku K.K. (Oi Plant) 11. Using SMED on a Farm Machinery Processing Line Kubota, Ltd. (Sakai Plant) 12. Setup Improvements Based on Shop Circle Activities Toyota Auto Body Co., Ltd. 13. Comprehensive Development of the SMED Concept to Include Affiliated Plants Arakawa Auto Body Industries K.K. 14. SMED Developments in Producing Slide Bearings T.H. Kogyo K.K. 15. Examples and Effects of the SMED System Glory Industries K.K. 16. Achievement of SMED Through Company-Wide Activities Kyoei Kogyo K.K. 17. SMED in Tire Manufacturing Processes Bridgestone Tire Co., Ltd. 18. Using SMED for Aluminum Die-Casting Dies Tsuta Machine and Metals Co., Ltd. 19. The Shingo One-Touch Die Exchange System: The Boltless Method Postscript About the Author Index

A revolution in manufacturing : the SMED system

The conceptual modeling of whole enterprises in enough detail to distinguish among subtle differences in products, processes, and organizations is discussed. Two case studies in which enterprise modeling was combined with a redesign of a process or product to shrink the time to market are presented. One involved miniature circuit breakers, and the other involved medium-voltage switchgear. >

http://ieeexplore.ieee.org/iel3/6/6815/00275163.pdf

Concurrent engineering

This was the first book in English on total productive maintenance (TPM) - a system which has been shown to reduce breakdowns to almost zero and increase worker productivity by as much as 150 percent.

Introduction to TPM : total productive maintenance

The drivers of sustainable manufacturing practices in Egyptian SMEs and their impact on competitive capabilities: A PLS-SEM model

https://research.chalmers.se/publication/511287/file/511287_Fulltext.pdf

Industry 4.0 readiness in manufacturing companies: challenges and enablers towards increased digitalization.

Purpose - Sustainable production (SP) is a very broad area and the awareness and communication of the concept differ between varying levels in a company. The supposition is that the awareness and improvement of sustainability on shop floor level would improve, if a suitable set of indicators for measuring sustainability was available. The purpose of this paper is therefore to identify a list of performance indicators relevant for a production manager. Design/methodology/approach - This paper presents a two-step analysis, where the first step is a literature review with the purpose of compiling a gross list of sustainability indicators relevant on shop floor level. In the second phase, the relevance of this list for production managers in Swedish small- And medium-sized enterprises (SMEs) is tested in a questionnaire survey. Findings - The conclusion from the survey is that 27 out of 52 proposed indicators were relevant with statistical significance and that another 20 indicators were supported by at least 50 percent of the respondents. The respondents found the economic indicators to be most relevant for their purpose. However, the economic field seems to need more indicators in order to be more useful for daily operation. Practical implications - This set of indicators may be beneficial for companies seeking relevant indicators to drive sustainability improvements. Originality/value - This paper takes a new perspective on SP, as it focusses on shop floor production, which is possible to influence for a production manager.

Sustainable Production Indicators at Factory Level

https://publications.lib.chalmers.se/records/fulltext/246913/local_246913.pdf

Analysis of Critical Factors for Automatic Measurement of OEE

Purpose – The paper's aim is to focus on the productivity potential assessment (PPA) method which has been developed to measure and assess the productivity potentials at shop‐floor level in Swedish manufacturing industry.Design/methodology/approach – A study was carried out in one day by two certified analysts using a highly standardised work process. The focus is on a selected bottleneck area of a factory. Measurement from the selected area is combined with a broad data collection to make an assessment of the potential for increasing the productivity in the factory. The results were fed back to the factory management orally on the same day and in a written report.Findings – The paper shows that the PPA method was not designed to be a research method. It is a practical method that is based on a systems perspective where as many factors affecting the productivity and productivity development are gathered in one day.Research limitations/implications – A consecutive article will present the result from the s...

The productivity potential assessment method

Purpose: This research aims to identify and organise the conditions of organisational readiness for digital transformation. Design/methodology/approach: This qualitative study comprises three case studies within manufacturing companies from different sizes and industries located in Sweden. Plant visits and in-depth interviews bring to light companies' experiences with initial steps towards digital transformation. A set of conditions for digital organisational readiness was translated into a questionnaire and tested with one of the studied companies. Findings: This paper organises and tests digital organisational readiness conditions to support companies' initial steps on digital transformation. The results are put in perspective of established change management theory and previous studies about digital transformation. The findings will conclude in a questionnaire to support dialogue and digital organisational readiness assessments. Research limitations/implications: Additional conditions for the initial phase of digital transformation could possibly be found if more cases had been included in the study. Practical implications: The article identifies a set of conditions translated into a questionnaire that should be used as a dialogue tool to create strategic alignment and support companies in their initial discussions. If this process can be faster and more efficient, the company can achieve a competitive advantage against competitors. Originality/value: This research's relevance relies on the fact that companies are advancing in adopting digital technologies without being ready from an organisational perspective. This gap creates barriers for companies' digital maturing processes, stopping them from having full access to digital technologies' benefits.

/pdf/digital-organisational-readiness-experiences-from-47i3723440.pdf

Peter Almström

Papers

Industry 4.0 readiness in manufacturing companies: challenges and enablers towards increased digitalization.

Sustainable Production Indicators at Factory Level

Analysis of Critical Factors for Automatic Measurement of OEE

The productivity potential assessment method

Digital organisational readiness: experiences from manufacturing companies