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Journal articles on the topic 'Manufacturing process management'

Author: Grafiati

Published: 4 June 2021

Last updated: 17 February 2022

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1

Elezaj, Shaqir. "MANUFACTURING PROCESS MANAGEMENT." Knowledge International Journal 26, no. 6 (2019): 1571–76. http://dx.doi.org/10.35120/kij26061571e.

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Production is aimed at the production of certain products in order to meet the requirements of the consumer, then the company as and society, under certain organizational conditions of the market. In other words, consumption is a constant process, and the process of production must be a continuous process. Repetition of the production process is a complex system consisting of elimination subsystems, that is, practically from four phases that are interconnected in terms of the impact of each other, but the entire production system must be manifested as one harmonious system. Production in this

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2

Thomson, V. "Process management in manufacturing." Control Engineering Practice 3, no. 4 (1995): 537–43. http://dx.doi.org/10.1016/0967-0661(95)00026-q.

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3

Goldsby, Thomas J., and Sebastián J. García‐Dastugue. "The Manufacturing Flow Management Process." International Journal of Logistics Management 14, no. 2 (2003): 33–52. http://dx.doi.org/10.1108/09574090310806585.

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Manufacturing flow management is the supply chain management process that includes all activities necessary to move products through the plants and to obtain, implement, and manage manufacturing flexibility in the supply chain. Manufacturing flexibility reflects the ability to make a variety of products in a timely manner at the lowest possible cost. To achieve the desired level of manufacturing flexibility, planning and execution must extend beyond the four walls of the manufacturer. In this paper, we describe the manufacturing flow management process in detail to show how it can be implement

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4

Koch, J., A. Gritsch, and G. Reinhart. "Process design for the management of changes in manufacturing: Toward a Manufacturing Change Management process." CIRP Journal of Manufacturing Science and Technology 14 (August 2016): 10–19. http://dx.doi.org/10.1016/j.cirpj.2016.04.010.

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5

Ma, Bin, and Jun Hua Che. "Module Knowledge Management in Manufacturing Process." Advanced Materials Research 532-533 (June 2012): 192–96. http://dx.doi.org/10.4028/www.scientific.net/amr.532-533.192.

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Objective of knowledge management is to ensure that the right information is delivered to the right person just in time, in order to take the most appropriate decision. So classification is needed in knowledge management when technological knowledge is presented to designers in an automated knowledge management system. In this paper, we explore a method to classify knowledge through the module attributes in the manufacturing process. We can obtain the right knowledge quickly through the classification options so that the validity and velocity of the knowledge management are increased dramatica

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6

Tamam, Mohamad Norjayadi. "Assessing of Operational Capabilities Impact on Process Management in Halal Food Manufacturing Companies." International Journal of Psychosocial Rehabilitation 24, no. 1 (2020): 664–84. http://dx.doi.org/10.37200/ijpr/v24i1/pr200171.

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7

Lv, Ling, Yu Tao Song, and Sheng Fang Zhang. "Process Management Evaluation on Machinery Manufacturing Enterprises." Applied Mechanics and Materials 455 (November 2013): 615–18. http://dx.doi.org/10.4028/www.scientific.net/amm.455.615.

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The level of an enterprises process management related to its existence and development tightly, in order to evaluate it accurately, the evaluation index system was presented, which was formed by 10 first level indexes and 39 second level indexes, in which the latter is the meticulous and materialization of the former. The methods of evaluation by total marks, weighting comprehensive evaluation on multi-index system and fuzzy comprehensive evaluation were applied to the process management. Compared with the other two ways, the fuzzy comprehensive evaluation is more accurate and comprehensive s

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8

Htay, Maw Maw, Li Bo Sun, and Mi Aye Su Khaing. "Quality Management Information in Auto Manufacturing Process." Advanced Materials Research 529 (June 2012): 436–40. http://dx.doi.org/10.4028/www.scientific.net/amr.529.436.

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Automotive manufacturing has become less contained within an organization and more dispersed through outsourcing, the main challenge is that of ensuring quality adherence across the extended supply chain. This has the need for the large automakers to engage in greater collaboration in the design phase and provide visibility into internal operations. This paper discusses about the auto manufacture process flow and quality information classification in the four main manufacture processes. Due to global competition, companies have indeed emphasized that quality should have to be put in place, int

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9

Borho, Heiko, Alfredo Iarozinski Neto, and Edson Pinheiro de Lima. "Manufacturing knowledge management." Gestão & Produção 19, no. 2 (2012): 247–64. http://dx.doi.org/10.1590/s0104-530x2012000200002.

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The continuous growth in socioeconomics environment dynamics and the complexity that surrounds manufacturing systems have made companies review their strategies and practices related to their production systems. They have been concentrating efforts at the development of Production Models, and thus the Resource Based Theory has been revisited. This study aims to identify the critical elements that characterize the relationship between manufacturing strategy, technology planning, and knowledge management actions. Based on the theoretical context of manufacturing and technological strategies, a p

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10

Cortés, Daniel, José Ramírez, Pedro Ponce, and Arturo Molina. "S3 manufacturing process taxonomy." Journal of Manufacturing Processes 67 (July 2021): 579–610. http://dx.doi.org/10.1016/j.jmapro.2021.04.069.

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11

Kafandaris, Stelios, and Tien-Chien Chang. "Expert Process Planning for Manufacturing." Journal of the Operational Research Society 43, no. 1 (1992): 72. http://dx.doi.org/10.2307/2583701.

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12

Kafandaris, Stelios. "Expert Process Planning for Manufacturing." Journal of the Operational Research Society 43, no. 1 (1992): 72–73. http://dx.doi.org/10.1057/jors.1992.9.

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13

Fortin, Clement, and Gregory Huet. "Manufacturing Process Management: iterative synchronisation of engineering data with manufacturing realities." International Journal of Product Development 4, no. 3/4 (2007): 280. http://dx.doi.org/10.1504/ijpd.2007.012496.

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14

Bueno, Rikardo. "Integrated Information and Process Management in Manufacturing Engineering." IFAC Proceedings Volumes 31, no. 15 (1998): 379–82. http://dx.doi.org/10.1016/s1474-6670(17)40583-0.

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15

Ekmark, U., J. Nelson, and N. Mårtensson. "The Project Management Process in Manufacturing Systems Engineering." CIRP Annals 46, no. 1 (1997): 339–42. http://dx.doi.org/10.1016/s0007-8506(07)60838-5.

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16

Barber, K. D., F. W. Dewhurst, R. L. D. H. Burns, and J. B. B. Rogers. "Business‐process modelling and simulation for manufacturing management." Business Process Management Journal 9, no. 4 (2003): 527–42. http://dx.doi.org/10.1108/14637150310484544.

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17

Silaipillayarputhur, Karthik. "Process safety management in manufacturing industries a review." International Journal of Engineering & Technology 7, no. 2.14 (2018): 540. http://dx.doi.org/10.14419/ijet.v7i2.9252.

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The most common feature among the best known companies in the world is safety. In fact, process safety and manufacturing productivity go hand in hand. In the last century, a number of catastrophic accidents have drawn the attention of regulators towards process safety. In several developed, industrialized countries, strict regulations and standards are applied to emphasize process safety. In fact, in such countries, these are the required minimum for maintaining business license and permits. However, in developing and in under developed nations, the issue of process safety and their importance

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18

Bucur, F., A. Josan, A. Socalici, and O. Gaianu. "Manufacturing process management for cast iron brake blocks." Journal of Physics: Conference Series 1781, no. 1 (2021): 012056. http://dx.doi.org/10.1088/1742-6596/1781/1/012056.

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19

Cheng, Chen-Yang, Tsung-Yin Ou, Tzu-Li Chen, and Yin-Yann Chen. "Transferring cognitive apprenticeship to manufacturing process knowledge management system." VINE 44, no. 3 (2014): 420–44. http://dx.doi.org/10.1108/vine-03-2013-0011.

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Purpose – This study aims to develop a manufacturing process management system which aims to benefit the excavation, collection and search of the mentors’ experience and knowledge. The coating painting industry is a typical small and medium-sized traditional industry and usually depends on master's experience to solve the manufacturing problem. Design/methodology/approach – Based on the characteristics and manufacturing process of the architectural coating industry, this study develops a practical knowledge management system (KMS) with two stages. The first stage collects and analyzes manufact

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20

Gelders, L. "Manufacturing strategy, process and content." European Journal of Operational Research 62, no. 2 (1992): 258. http://dx.doi.org/10.1016/0377-2217(92)90259-c.

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21

McNally, Will, and William E. Barkman. "In-Process Quality Control for Manufacturing." Journal of the Operational Research Society 41, no. 8 (1990): 785. http://dx.doi.org/10.2307/2583486.

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22

McNally, Will. "In-Process Quality Control for Manufacturing." Journal of the Operational Research Society 41, no. 8 (1990): 785–86. http://dx.doi.org/10.1057/jors.1990.110.

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23

Nenadál, Jaroslav. "Process performance measurement in manufacturing organizations." International Journal of Productivity and Performance Management 57, no. 6 (2008): 460–67. http://dx.doi.org/10.1108/17410400810893392.

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24

Ettlie, John E. "Product-Process Development Integration in Manufacturing." Management Science 41, no. 7 (1995): 1224–37. http://dx.doi.org/10.1287/mnsc.41.7.1224.

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25

TAPIERO, CHARLES S. "Technology and the manufacturing process." Production Planning & Control 1, no. 2 (1990): 85–91. http://dx.doi.org/10.1080/09537289008919301.

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26

Li, Zhou Yang, and Yan Ni Lei. "Process Management of Aircraft Manufacturing Based on Single Enterprise BOM." Applied Mechanics and Materials 394 (September 2013): 222–27. http://dx.doi.org/10.4028/www.scientific.net/amm.394.222.

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nformation exchange and sharing are difficult in manufacturing process for manufacturing enterprises, especially for aircraft manufacturing enterprises, which have complex product to fabricate and mass information to handle. To solve this problem, a Single Enterprise BOM (SEBOM) based Aircraft Manufacturing Process Management System (AMPMS) is promoted to support the whole process of aircraft manufacturing, based on the analysis of aircraft manufacturing process and the process of data flowing. In AMPMS, in order to satisfy the information requirement, a SEBOM is established by unifying variou

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27

Shah, Liaqat A., Alain Etienne, Ali Siadat, and François Vernadat. "Process-oriented risk assessment methodology for manufacturing process evaluation." International Journal of Production Research 55, no. 15 (2016): 4516–29. http://dx.doi.org/10.1080/00207543.2016.1268728.

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28

Simo, Attila, Constantin Barbulescu, Stafan Kilyeni, and Claudia Dragos. "Manufacturing Process Monitoring in Terms of Energy Management Improving." International Journal of Computers Communications & Control 14, no. 3 (2019): 388–400. http://dx.doi.org/10.15837/ijccc.2019.3.3560.

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Seeking out new technologies and deploying them for competitive advantage is a key priority for any company. In this context, Internet of Things (IoT) promise to change the way we live and work. IoT could help us in overtaking the top global challenges, as energy management, agriculture and food security, environment and natural resources security, etc., but to achieve this vision, "things" need to sense their environment and share this information among them as well as with us to offer intelligent decision-making. Nowadays, IoT become even more interesting due to the existence of Low Power Wi

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29

Smirnov, Alexander V. "Manufacturing Systems Configuration Management: Technology for Business Process Reengineering." IFAC Proceedings Volumes 31, no. 20 (1998): 507–10. http://dx.doi.org/10.1016/s1474-6670(17)41845-3.

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30

Mei, Zhong Yi, Yong Jin Liu, and Muhammad Younus. "Production Process Management for the Composite Component Manufacturing Workshop." Applied Mechanics and Materials 44-47 (December 2010): 101–5. http://dx.doi.org/10.4028/www.scientific.net/amm.44-47.101.

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This paper presents a Manufacturing Execution System (MES) for the composite component manufacturing workshop of an aerospace enterprise. The production process management is the core module of the MES. The system shows the production process management has important effect on the workshop production. The function modules of the production process management are introduced in detail. An improved working flow of the production process for optimizing the traditional production process is emphatically described. Barcode technology is applied to collect the production data and quality inspection d

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31

Phaal, R., C. J. Paterson, and D. R. Probert. "Technology management in manufacturing business: process and practical assessment." Technovation 18, no. 8-9 (1998): 541–89. http://dx.doi.org/10.1016/s0166-4972(98)00026-1.

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32

Phaal, R., C. J. Paterson, and D. R. Probert. "Technology management in manufacturing business: process and practical assessment." Technovation 18, no. 8-9 (1998): 588–89. http://dx.doi.org/10.1016/s0166-4972(98)90125-0.

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33

Balogun, Oluwatuminu, Hisham Hawisa, and James Tannock. "Knowledge management for manufacturing: the product and process database." Journal of Manufacturing Technology Management 15, no. 7 (2004): 575–84. http://dx.doi.org/10.1108/17410380410555826.

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34

Ming, X. G., J. Q. Yan, X. H. Wang, et al. "Collaborative process planning and manufacturing in product lifecycle management." Computers in Industry 59, no. 2-3 (2008): 154–66. http://dx.doi.org/10.1016/j.compind.2007.06.012.

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35

Tseng, Sheng-Tsaíng, and Tong-You Wu. "Selecting the Best Manufacturing Process." Journal of Quality Technology 23, no. 1 (1991): 53–62. http://dx.doi.org/10.1080/00224065.1991.11979284.

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36

Cousens, Alan, Marek Szwejczewski, and Mike Sweeney. "A process for managing manufacturing flexibility." International Journal of Operations & Production Management 29, no. 4 (2009): 357–85. http://dx.doi.org/10.1108/01443570910945828.

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37

Schroeder, Dean M., Steven W. Congden, and C. Gopinath. "LINKING COMPETITIVE STRATEGY AND MANUFACTURING PROCESS TECHNOLOGY." Journal of Management Studies 32, no. 2 (1995): 163–89. http://dx.doi.org/10.1111/j.1467-6486.1995.tb00339.x.

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38

Ciabuschi, Francesco, Olof Lindahl, Paolo Barbieri, and Luciano Fratocchi. "Manufacturing reshoring." European Business Review 31, no. 1 (2019): 139–59. http://dx.doi.org/10.1108/ebr-02-2018-0046.

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Purpose This paper aims to theorize on the internationalization process model to explain cases of manufacturing reshoring as decisions taken to manage risk when internationalizing. Design/methodology/approach The paper is of a conceptual nature. Building on the logic of the internationalization process model, the authors extend previous work by focusing on firms’ risk perception (determined by commitment, knowledge and uncertainty as key variables) to explain also reshoring decisions. Findings Four propositions were developed, concerning the likelihood of firms to make manufacturing reshoring

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39

Shariatzadeh, Navid, Gunilla Sivard, and Lars Lindberg. "An Approach for Manufacturing Process Representation in Product Lifecycle Management." Key Engineering Materials 572 (September 2013): 239–44. http://dx.doi.org/10.4028/www.scientific.net/kem.572.239.

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Current PLM systems have concentrated on product design, not on manufacturing engineering with its development of e.g. Material flows and layouts. This paper proposes an approach to describe how to represent the main required manufacturing process data using ontologies together with generic data standards. This approach makes it possible to develop translations between different software, and also providing users with the meaning of different concepts. It contributes to an efficient management of manufacturing information, with a focus on the material flow information as used in Discrete Event

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40

Glaser, John A. "Good chemical manufacturing process criteria." Clean Technologies and Environmental Policy 16, no. 2 (2014): 217–23. http://dx.doi.org/10.1007/s10098-014-0725-8.

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41

Ganguly, Kunal K., and Prabir Bandyopdhyay. "Supply Risk Management Process." International Journal of Risk and Contingency Management 3, no. 4 (2014): 17–31. http://dx.doi.org/10.4018/ijrcm.2014100102.

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The purpose of this study was to develop and analyze an interpretative structural framework for the Supply Risk Management Process (SRMP). The research questions were focused on understanding the casual factors as well as the link between the SRMP and Supplier Selection (SS) process. The Interpretative Structural Modeling (ISM) approach was used to develop a structural framework for the SRMP. An extensive literature followed by discussion with managers in different Indian Automobile companies was completed to identify the strategic enablers for the SRMP. Thirteen strategic enablers were identi

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42

WOOD, LINCOLN, and QIANG LU. "PROCESS MANAGEMENT IN HIGH TECH NEW ZEALAND FIRMS." International Journal of Innovation and Technology Management 05, no. 03 (2008): 259–78. http://dx.doi.org/10.1142/s0219877008001424.

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There are three distinct functions in the product realization chain — product design, process design, and process execution; thus there are two interfaces (product design — process design; process design — process execution) rather than one (product-manufacturing). Case studies of four organizations manufacturing high-tech products in New Zealand are explored to study the organization of process design functions and success strategies. Similarities in structuring, relationships between functional groups, and the methods for product and process design implementation are investigated. De-couplin

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43

Karolina, Czerwińska, and Pacana Andrzej. "Improving the Manufacturing Process of Aluminium Rims." System Safety: Human - Technical Facility - Environment 3, no. 1 (2021): 38–46. http://dx.doi.org/10.2478/czoto-2021-0004.

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Abstract The aim of the study was to indicate the reasons for non-compliance of aluminium rim castings and, using quality management instruments (Pareto-Lorenzo diagram and 5WHy method?), elimination or reduction of non-compliant products. The object of the research was an aluminium rim, while the diagnostic process of the object of the research was based on the quality control of the chemical composition of the casting, the control of mechanical properties and the control of the continuity of the material structure by radiographic and microscopic methods. On the basis of the research carried

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44

Ganganallimath, Mahantesh M., Roopa B. Math, and Vijaykumar Hiremath. "Role of human anthropometry in manufacturing process optimisation." International Journal of Business and Systems Research 13, no. 2 (2019): 214. http://dx.doi.org/10.1504/ijbsr.2019.098658.

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45

Hiremath, Vijaykumar, Roopa B. Math, and Mahantesh M. Ganganallimath. "Role of human anthropometry in manufacturing process optimisation." International Journal of Business and Systems Research 13, no. 2 (2019): 214. http://dx.doi.org/10.1504/ijbsr.2019.10018714.

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46

Sun, Li, Jian Min Fan, Zi Qin Ma, et al. "Product Life Cycle-Oriented Cloud Process Management Research." Applied Mechanics and Materials 120 (October 2011): 456–59. http://dx.doi.org/10.4028/www.scientific.net/amm.120.456.

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Based on the philosophy of cloud computing and cloud manufacturing, cloud process management, a new intelligently network process management model, is proposed. And it is service-oriented, highly efficient, and knowledge-based. On the base of the study of contemporary process management, cloud computing, and cloud manufacturing, product life cycle-oriented cloud process management is researched with the survey of a large state-owned enterprise. The cloud process management is initially defined. The structure model of cloud process management is expounded. And the application mode of product li

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47

Bandyopadhyay, Santanu, Mandar D. Ghanekar, and Harish K. Pillai. "Process Water Management." Industrial & Engineering Chemistry Research 45, no. 15 (2006): 5287–97. http://dx.doi.org/10.1021/ie060268k.

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48

PLENERT, GERHARD. "The generalized process manufacturing systems package." Production Planning & Control 5, no. 5 (1994): 494–98. http://dx.doi.org/10.1080/09537289408919521.

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49

L. Sanders Jones, Janine, and Kevin Linderman. "Process management, innovation and efficiency performance." Business Process Management Journal 20, no. 2 (2014): 335–58. http://dx.doi.org/10.1108/bpmj-03-2013-0026.

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Purpose – Much of the practitioner literature touts the universal benefits of process management and its impact on operational performance. However, in academic literature, empirical evidence is mixed. The purpose of this study is to investigate the role of the competitive intensity on the effectiveness of process management. Design/methodology/approach – Survey data from manufacturing plants were collected from through a global research project. Regression analysis was used to test hypotheses. Findings – The influence of process design on efficiency and innovation performance is not dependent

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50

Bhattarai, Raj Kumar. "Management Praxis at Nepalese Manufacturing and Non-Manufacturing Firms." Pravaha 24, no. 1 (2018): 159–74. http://dx.doi.org/10.3126/pravaha.v24i1.20235.

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This paper ascertains management praxis at Nepalese manufacturing and non-manufacturing firms that are shaping the firms’ decisions and actions in due course of their managerial process activities. In-depth interviews with selected executives from among the respondents and discourse analysis thereof indicate a varied form of managerial practices. The discourse in the areas of organizational change and management praxis concentrated on the adaptation to their environment. It focuses on the role of executives, culture, environmental change, organizational and business legacy in consideration of

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