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Journal articles on the topic 'Production management'

Author: Grafiati

Published: 4 June 2021

Last updated: 9 June 2025

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1

Alla, Sedelnikova. "ENHANCING ENTERPRISE PRODUCTION MANAGEMENT SYSTEM THROUGH LEAN PRODUCTION PRINCIPLES." International Journal of Economics Finance & Management Science 08, no. 07 (July 11, 2023): 09–15. http://dx.doi.org/10.55640/ijefms-9131.

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Efficient production management is essential for enterprises to maintain competitiveness and optimize resource utilization. Lean production principles have proven to be effective in streamlining operations, eliminating waste, and improving overall productivity. This study aims to enhance the enterprise production management system by implementing lean production principles. Through a systematic analysis of existing production processes, waste identification, and the application of lean tools and techniques, the study proposes strategies for process optimization, inventory management, quality improvement, and workforce engagement. The findings highlight the benefits of incorporating lean production principles into the enterprise production management system, leading to increased efficiency, cost reduction, and enhanced customer satisfaction.

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2

Rajendrakumar, Shiny, V. K. Parvati, and Anandhalakshmy Ram. "Automation of Production Management System." Bonfring International Journal of Software Engineering and Soft Computing 6, special issue (October 31, 2016): 234–38. http://dx.doi.org/10.9756/bijsesc.8285.

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3

Kanabi, Idrees Sadeq, Diyar Abdulmajeed Jamil, Rozhgar Khorsheed Mahmood, Zaid Saad Ismail, Swran Jawamir Jwmaa, Saif Qudama Younus, Baban Jabbar Othman, and Muhammed Khazal Rashad. "Production Management: Analyzing the alignment of knowledge management with production management." Journal of Humanities and Education Development 4, no. 6 (2022): 22–37. http://dx.doi.org/10.22161/jhed.4.6.3.

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The development of new information in the field of project management has had a significant effect on the manufacturing industry. As a result, it is critical that service development procedures be optimized in every project. The rise in cement manufacturing production was supposed to be accomplished through the utilization of knowledge management principles and knowledge management as a mediator, which was the purpose of this research. The research was carried out across a number of different cement-producing sites in the Kurdistan area of Iraq. The researchers looked at four different aspects of knowledge management in order to determine how much production could be increased by using knowledge management. These aspects were knowledge creation, knowledge storage management, knowledge sharing, and knowledge application, with knowledge management acting as a mediator. The researchers utilized a quantitative research methodology in the form of a survey in order to carry out the current analysis that is being presented. The questionnaire was handed out in a randomized fashion to around one hundred and forty administrative staff members working for a variety of cement production enterprises in the Kurdistan area. However, the researchers did manage to gather a total of 128 completed surveys. The study employed hierarchical multiple regression analysis as well as the Sobel test in order to evaluate the research hypotheses that had been created. According to the findings, each component of knowledge management—knowledge creation, knowledge storage development, knowledge sharing, and knowledge application—had a distinct and significant positive relationship with increased production at carpet manufacturers in the Kurdistan region of Iraq. This was the case regardless of which component of knowledge management was examined. In addition, the findings indicated that all knowledge management concepts with a mediator (a project management development program) had an indirect positive and significant relationship with increased production at cement manufacturing facilities in the Kurdistan region of Iraq. The mediator in this case was the project management development program.

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4

Saini, A. S., R. K. Patel, and R. V. Singh. "Energy Management in Rice Production." International Rice Research Newsletter 12, no. 4 (August 1, 1987): 61–62. https://doi.org/10.5281/zenodo.7123237.

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This article 'Energy Management in Rice Production' appeared in the International Rice Research Newsletter series, created by the International Rice Research Institute (IRRI). The primary objective of this publication was to expedite communication among scientists concerned with the development of improved technology for rice and for rice based cropping systems. This publication will report what scientists are doing to increase the production of rice in as much as this crop feeds the most densely populated and land scarce nations in the world.

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5

PS, Sellero. "Quality Management, Production Process, Innovation and Productivity." Open Access Journal of Waste Management & Xenobiotics 2, no. 3 (2019): 1–3. http://dx.doi.org/10.23880/oajwx-16000124.

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This paper aims to analyse quality management systems, production process, innovation and productivity of manufacturing firms. In order to obtain that, we have taken into account aspects such as product standardization, the use of quality management systems, the complexity of the production system and some con siderations on technological innovation.

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6

Negru, Ion, and Radu Negru. "The interdependence between production management and logistics." Vìsnik Marìupolʹsʹkogo deržavnogo unìversitetu. Serìâ: Ekonomìka 10, no. 20 (2020): 25–30. http://dx.doi.org/10.34079/2226-2822-2020-10-20-25-30.

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Modern trends in production management have increased the importance of the time factor in both production and logistics. However, there is much less room for maneuver in production than in logistics. Therefore, to reduce the duration of the main production cycle, many companies are trying to improve intra-production logistics by introducing new technologies and logistics systems. Of decisive importance for production management is the activity of supplying the necessary materials, including logistics operations. In this context, it is worth mentioning that at the present stage the basic links between production management and logistics have been concentrated by specialists in a new field that has been defined as logistics management. According to the Council of Supply Chain Management Professionals, “Logistics management is an integration function that coordinates and optimizes all logistics activities, as well as integrates logistics activities with other functions, including marketing, sales production, finance and information technology”(Supply Chain Management Definitions and Glossary, 2020). We believe that the concept of logistics management best meets all the links between production management and logistics.

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7

Mason, D. H., and J. A. Wiesenthal. "Production Computing Management." SPE Computer Applications 3, no. 03 (May 1, 1991): 21–27. http://dx.doi.org/10.2118/20340-pa.

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8

Polyakov, S., and P. Vershinin. "Production management fibreboard." Актуальные направления научных исследований XXI века: теория и практика 3, no. 5 (December 2, 2015): 390–94. http://dx.doi.org/10.12737/16286.

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9

Guigues, Vincent. "Robust production management." Optimization and Engineering 10, no. 4 (April 24, 2009): 505–32. http://dx.doi.org/10.1007/s11081-009-9086-2.

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10

Salama, Mamdouh M. "Sand Production Management." Journal of Energy Resources Technology 122, no. 1 (December 1, 1999): 29–33. http://dx.doi.org/10.1115/1.483158.

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Sand production may be inevitable in many fields that have a relatively low formation strength. Sand erosion and settling predictions and sand monitoring are important elements of any effective sand production management strategy. Sand erosion predictions are used to establish tolerable sand production rates, and, thus, well productivity, and to develop cost-effective inspection frequency for critical components. Prediction of critical flow rate to prevent sand settling is important for flowlines that are not designed for pigging. Quantitative sand monitoring is essential in verifying the effectiveness of sand control procedures and in generating an important input parameter for erosion and sand settling predictions. This paper presents equations for predicting sand erosion rate and sand settling flow rate, and assesses the accuracy of these equations. In addition, the paper presents an assessment of the sensitivity of commercially available nonintrusive acoustic and intrusive electrical resistance sand monitors. [S0195-0738(00)00201-6]

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11

S., J. Mulani. "Production Management Strategies." Recent Trends in Production Engineering 7, no. 2 (May 14, 2024): 1–4. https://doi.org/10.5281/zenodo.11191708.

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<em>Efficient production management is crucial for organizations to maintain competitiveness and sustainability in today's dynamic business environment. The study examines key concepts such as lean manufacturing, just-in-time production, total quality management, and agile manufacturing, among others. Through a critical synthesis of existing literature and case studies, this paper explores the implementation challenges, benefits, and best practices associated with different production management approaches. The findings contribute to a deeper understanding of production management principles and offer valuable insights for practitioners and scholars seeking to enhance organizational productivity and competitiveness.</em>

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12

Prosvirina, N. V., A. I. Tikhonov, and H. I. Okagbue. "Lean Production Principles in Production Management." Russian Engineering Research 41, no. 12 (December 2021): 1263–68. http://dx.doi.org/10.3103/s1068798x21120352.

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13

Teles, Eduardo Oliveira, Ana Paula Maia Tanajura, Francisco Gaudêncio Mendonça Freires, and Ednildo Andrade Torres. "Reactivation of Mature Oilfields: A Multifaceted Production Management." International Journal of Materials, Mechanics and Manufacturing 4, no. 1 (2015): 36–39. http://dx.doi.org/10.7763/ijmmm.2016.v4.221.

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14

Deogude, Ajinkya, and Shweta Amilkanthwar. "Examining the impact of Production and Inventory Management." International Journal of Research Publication and Reviews 6, no. 3 (March 2025): 8347–58. https://doi.org/10.55248/gengpi.6.0325.12169.

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15

Emereole, Oluchi. "Strategic Management Assessment of Production Management Patterns in National Theatre of Nigeria." Mitochondrial Eve Journal of Post Graduate Studies 1, no. 2 (July 7, 2024): 43–54. https://doi.org/10.5281/zenodo.12739668.

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Production management forms an aspect of theatre administration that deals with the production packaging process. Studies in the area of theatre administration have hitherto focused largely on the commercial aspects and theatre’s impact on its audience and vice versa. Little efforts have been made to underscore the peculiar ways of selecting, rehearsing and producing the performances for the audience. It is often difficult to state where production management starts and ends in the process of play productions mostly due to its integral affinities with other salient aspects of the theatre such as business management, stage management, theatre management, publicity and box office. This is because it is holistic beginning from pre-production to the post-production and focuses on the concord of the various aspects of the production to ensure that the finished work, the production: be it dance, drama, music, or a total theatre is seamlessly produced and meets desired goals. This study through the theory of strategic management and utilizing interviews and content analysis, investigates the production management pattern of the National Theatre of Nigeria (NTN) in the production of Femi Osofisan’s One Legend, Many Seasons. It is observed that the NTN has a structure that conforms to best production management practices and consistency with production output through a detailed production schedule. The research concludes that production management is a holistic process with potent effects on the total quality of production and by extension, the profile of the theatre organization over time.

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16

ALZATE MONTOYA, PAOLA MARCELA, BRIGITH DANIELA HURTADO NIETO, and MARIANA GÓMEZ JIMENEZ. "GESTIÓN DE LA PRODUCCIÓN: EVOLUCIÓN Y TENDENCIAS DE INVESTIGACIÓN." Revista Ingeniería, Matemáticas y Ciencias de la Información 9, no. 18 (July 31, 2022): 29–46. http://dx.doi.org/10.21017/rimci.2022.v9.n18.a118.

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Production management is a progressively relevant issue for the industrial sector, constituted as a business advantage by integrating fundamental decentralized activities for the processes. Organizations manage to optimize their productive resources and be potentially sustainable in a world where competition is increasingly stronger and globalized by incorporating productive management mechanisms. The present study presents a systematic review of the literature on production management, using bibliometric instruments and methods. The Scopus database was implemented for the bibliographic exploration published between 2000 and 2021. The results obtained were processed using the Bibliometric, Software R and Gephi tools. The documents were classified by applying the tree metaphor, which orders them by means of three categories, classical, structural and recent, the latter allow identifying research perspectives, which address issues such as energy efficiency methods applied to processes of production, techniques for distribution systems in production and diffusion techniques. Finally, an agenda for future research is presented.

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17

Meis, Jan Fabian, and Gunther Reinhart. "Continuous Production Requirements Management." Applied Mechanics and Materials 794 (October 2015): 500–506. http://dx.doi.org/10.4028/www.scientific.net/amm.794.500.

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Concurrent Engineering has been accepted as an integrated development concept offering significant benefits regarding to cost and development time. Despite of this agreement and the fact that shortened product lifecycles increase the necessity for stronger interaction between all stakeholders involved in product development, benefits are not achieved to the predicted extend. While reasons are manifold, a lack in structured and efficient communication between different departments can be identified as a key obstacle. Recent research activities had addressed requirements management processes outside the limited domain of software and product development and allowed for an integration of production requirements. This paper presents an approach which allows for a continuous requirements process within the production departments. Thus ensuring the integration of up-to-date requirements in all development activities.

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18

Rand, Graham K., D. W. Fogarty, T. R. Hoffmann, and P. W. Stonebraker. "Production and Operations Management." Journal of the Operational Research Society 42, no. 3 (March 1991): 260. http://dx.doi.org/10.2307/2583323.

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19

Wilborn, Robyn R., and Pamela S. Haney. "Production and Reproductive Management." Veterinary Clinics of North America: Small Animal Practice 51, no. 4 (July 2021): 905–19. http://dx.doi.org/10.1016/j.cvsm.2021.04.008.

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20

Nakane, Jinichiro. "Production management in CIM." IEEJ Transactions on Industry Applications 108, no. 6 (1988): 535–39. http://dx.doi.org/10.1541/ieejias.108.535.

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21

RIIS, JENS O. "Games in production management." Production Planning & Control 5, no. 2 (March 1994): 229–33. http://dx.doi.org/10.1080/09537289408919491.

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22

Koch, Carolyn. "Dance Production and Management." Journal of Dance Education 14, no. 4 (October 2, 2014): 156. http://dx.doi.org/10.1080/15290824.2014.929376.

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23

Burbidge, J. "Back to production management." Manufacturing Engineer 74, no. 2 (April 1, 1995): 66–71. http://dx.doi.org/10.1049/me:19950208.

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24

Smith, A. C., and A. Tsaregorodtsev. "DIRAC: data production management." Journal of Physics: Conference Series 119, no. 6 (July 1, 2008): 062046. http://dx.doi.org/10.1088/1742-6596/119/6/062046.

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25

Rand, Graham K. "Production and Operations Management." Journal of the Operational Research Society 42, no. 3 (March 1991): 260–61. http://dx.doi.org/10.1057/jors.1991.56.

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26

Kuhlmann, T., R. Lamping, and C. Massow. "Agent-based production management." Journal of Materials Processing Technology 76, no. 1-3 (April 1998): 252–56. http://dx.doi.org/10.1016/s0924-0136(97)00356-7.

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27

Matthews, G. A. "Pasture production and management." Crop Protection 17, no. 4 (June 1998): 367. http://dx.doi.org/10.1016/s0261-2194(97)00114-2.

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28

Zimny, Adam. "SOLARIS Production Management System." IFAC Proceedings Volumes 39, no. 22 (September 2006): 102–5. http://dx.doi.org/10.1016/s1474-6670(17)30121-0.

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29

Barash, Moshe M. "Modelling production management systems." Journal of Manufacturing Systems 6, no. 2 (January 1987): 157–60. http://dx.doi.org/10.1016/0278-6125(87)90039-2.

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30

Augustin, Siegfried, and Ralph Gündling. "Decentralized production management systems." Computers in Industry 6, no. 6 (December 1985): 411–12. http://dx.doi.org/10.1016/0166-3615(85)90022-3.

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31

Pels, H. J. "Modelling production management systems." Computers in Industry 6, no. 4 (August 1985): 279–88. http://dx.doi.org/10.1016/0166-3615(85)90050-8.

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32

Southern, Geoff. "Production and operations management." European Management Journal 8, no. 1 (March 1990): 81–82. http://dx.doi.org/10.1016/0263-2373(90)90064-d.

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33

Koskela, Lauri, and Glenn Ballard. "Is production outside management?" Building Research & Information 40, no. 6 (December 2012): 724–37. http://dx.doi.org/10.1080/09613218.2012.709373.

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34

Schuh, G., S. Gottschalk, and T. Höhne. "High Resolution Production Management." CIRP Annals 56, no. 1 (2007): 439–42. http://dx.doi.org/10.1016/j.cirp.2007.05.105.

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35

Hale, A. R. "Safety management in production." Human Factors and Ergonomics in Manufacturing 13, no. 3 (2003): 185–201. http://dx.doi.org/10.1002/hfm.10040.

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36

Babb, Emerson M. "Production and operations management." Agribusiness 2, no. 4 (1986): 421–29. http://dx.doi.org/10.1002/1520-6297(198624)2:4<421::aid-agr2720020405>3.0.co;2-3.

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37

Zuzik, Ján, Vladimíra Biňasová, Martin Gašo, Beáta Furmannová, and Marta Kasajová. "Workshop production management methods." Technológ 16, no. 1 (2024): 91–94. http://dx.doi.org/10.26552/tech.c.2024.1.16.

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The contribution is devoted to a mechanical engineering company, then the methods of workshop production management and the systems that are used in this management are discussed in detail. At the beginning of the practical part, the current state of workshop management is identified using a questionnaire. In the second part, there is an analysis of workshop management in the company and a proposal for improving the given management

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38

Oksana, Makeeva, and Sartakov Mikhail. "SAP Production Management Solutions." International Journal of Engineering and Advanced Technology (IJEAT) 9, no. 3 (February 29, 2020): 3485–91. https://doi.org/10.35940/ijeat.C5682.029320.

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the article considers the need for ERP-systems in the management structure of a modern organization. In the course of the work, the main features of the ERP system, the specifics of its implementation, are disclosed, as well as the German SAP ERP system are substantively examined. The author draws attention to the SAP module: PP, which implies production management. The article reveals the main differences and capabilities of SAP in the management of a manufacturing company, as well as presents the frequently used functions of the PP module. In addition, the author considered the availability of combining the PP module with other program modules to achieve the most effective managerial control of production processes. In the second part of the article, the differences in the functioning of food production in the market are highlighted and the requirements that the ERP system must meet are controllability, variability, and automation of the management process. In the conclusion of the article, the main problems that the head of the enterprise is faced with when implementing an ERP system are highlighted.

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Kumar, Adusumilli Varun, N. Jagadeesh Chandra, and N. Venkatesh Raju. "Integrated Crop Production Management." International Journal for Research in Applied Science and Engineering Technology 13, no. 1 (January 31, 2025): 1250–55. https://doi.org/10.22214/ijraset.2025.66548.

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Abstract: Integrated Crop Production and Management is an innovative and sustainable approach that combines a variety of farming practices to optimize crop yield, soil health, and environmental sustainability. The approach integrates strategies such as crop rotation, organic fertilization, pest and weed management, water conservation, and soil fertility enhancement into a comprehensive farming system. ICPM would minimize dependency on chemical inputs, promote soil structure, and enhance biodiversity while improving crop tolerance to climatic variability and pests. This paper explores the principles and methodologies behind ICPM, bringing to light how it can promote agricultural productivity and ecological balance at the same time. The paper highlights the potential of IPM, conservation tillage, and agroforestry in promoting farm resilience while reducing environmental degradation. Case studies and field experiments demonstrate the effects of ICPM on crop yield, soil health, and profitability of the farm. The adoption of modern and traditional practices in ICPM not only addresses the immediate needs of crop production but also contributes to long-term sustainability. This research will demonstrate how ICPM can be a viable solution to current challenges in agriculture, such as climate change, food security, and resource depletion, and offer farmers a pathway to more resilient and sustainable agricultural systems.

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Tejaswini, G. U. Pankaj dhakarwal. "Quail Production and Management." Science World a monthly e magazine 2, no. 8 (August 15, 2022): 1363–66. https://doi.org/10.5281/zenodo.6991797.

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Quail is a small to moderate-sized game bird that is a member of the family of pheasants. India has two types of quail: the brown-colored Japanese quail (CoturnixCoturnix Japonica), which  is grown for meat, and the black-breasted quail, which is found in the forest (CoturnixCoromandelica). There is no licensing system for farm-bred Japanese quail (Coturnix japonica), which was previously classified in Schedule IV of the Wildlife Act Protection Act (1972). The flesh is used to make pickled meat, tandoori quail, and ready-to-cook meat. Numerous recipes can be made with quail eggs. At 5 weeks, a quail can be marketed as a broiler (for meat). The 250 g adult Japanese quail can produce up to 250 eggs each year.

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41

Berawi, M. A., and R. M. Woodhead. "Application of knowledge management in production management." Human Factors and Ergonomics in Manufacturing 15, no. 3 (2005): 249–57. http://dx.doi.org/10.1002/hfm.20024.

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42

Veselina Kodzheykova, Veselina Kodzheykova, and Yordanka Yankova -Yordanova. "METHODOLOGY FOR LOGISTICS SYSTEM MANAGEMENT IN MEDIUM SERIAL PRODUCTION." Journal Scientific and Applied Research 16, no. 1 (June 6, 2019): 32–41. http://dx.doi.org/10.46687/jsar.v16i1.261.

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The set logistic parameters have a significant impact on industrial production, investment decisions and economic performance. The degree of detail also depends on the available information flows embedded in the batch production process from a logistical point of view. The established logistical parameters directly affect the flows themselves (material, personnel, information, technological, and waste disposal) along the entire production chain-from production to marketing- including their changing state in terms of technological features of the equipment and aggregates. It also affects the management and organizational structure.

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43

Marciniak, Stanisław. "The role of economy and management in production engineering." Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, no. 108 (2017): 255–62. http://dx.doi.org/10.29119/1641-3466.2017.108.23.

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44

Hron, J., and T. Macak. "Synergistic effect in the management of agricultural production ." Agricultural Economics (Zemědělská ekonomika) 59, No. 11 (November 29, 2013): 489–95. http://dx.doi.org/10.17221/92/2013-agricecon.

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Generally, when a certain type of agricultural production is optimized, an interaction is said to exist between two factors when the response (the yield of agricultural production) at the different levels of one factor is affected by the level of the other factor present. Thus, the combined effect of the two factors is not simply the sum of their separate effects, but either more than this sum (synergistic interaction) or less than this sum (antagonistic interaction). A 3 factor interaction between the factor f<sub>1</sub>, f<sub>2</sub>, and f<sub>3</sub> occurs when the nature of the interaction between f<sub>1 </sub>and f<sub>2</sub> is different at the various levels of f<sub>3</sub>. Higher order interactions can be similarly defined but these become increasingly more difficult to interpret. A disadvantage of this approach is that it explores each of the agricultural sub-process unrelated to the follow-up sub-process (e.g., this approach optimizes the process of fertilization without links to the crops distribution process and unrelated to the price optimization). This is because each sub-process has a different response unit that is the subject of optimization. Therefore, it is appropriate to investigate the interaction of agricultural production in its integrated form, through a universal response of variables (e.g., in the form of utility from the response). This new approach is introduced in the paper. Thus, the objective of the paper is to present a new method for the formal determination of synergistic effects of the agricultural enterprises management. &nbsp;

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45

Srinivasan, Rajagopalbabu, Xavier Martini, Sudeep Pandey, Vamsidhar Reddy Netla, and Bhabesh Dutta. "Management of insect-transmitted viruses in organic vegetable production." Entomologia Generalis 44, no. 6 (December 12, 2024): 1393–407. https://doi.org/10.1127/entomologia/2024/2781.

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46

Vologirov, Kantemir. "DIGITAL TOOLS FOR MONITORING AND MANAGEMENT IN AGRICULTURAL PRODUCTION." American Journal of Engineering and Technology 6, no. 10 (October 1, 2024): 119–25. http://dx.doi.org/10.37547/tajet/volume06issue10-13.

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The digitalization of agricultural production has led to the widespread use of mobile technologies for monitoring and managing agricultural processes. Applications and devices such as drones and satellites allow you to receive real-time data on soil conditions, humidity, plant growth, and pest threats. This data helps farmers to make quick decisions on irrigation, fertilization, and crop forecasting. Modern mobile solutions such as AgroMonitor integrate with various data sources and provide accurate information, which increases the efficiency of resource management and reduces production risks. The introduction of these technologies not only helps to increase yields but also ensures the sustainable development of agricultural operations, minimizing the impact of external factors. Thus, digital tools are becoming an important element of the modernization of the agro-industrial sector, contributing to its competitiveness at the global level.

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Mardiana, Siti, Retno Widhiastuti, and Sumono Sumono. "Management and Employees Perception Analysis on Sugar Industry Waste Management Based on Cleaner Production." Indian Journal of Applied Research 3, no. 10 (October 1, 2011): 1–4. http://dx.doi.org/10.15373/2249555x/oct2013/67.

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48

BORGEN, E. "Production management principles in newspaper pre-press production." Production Planning & Control 7, no. 1 (January 1996): 96–98. http://dx.doi.org/10.1080/09537289608930329.

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49

RIIS, JENS O. "The use of production management concepts in the design of production management systems." Production Planning & Control 1, no. 1 (January 1990): 45–52. http://dx.doi.org/10.1080/09537289008919293.

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50

Tezel, Algan, Lauri Koskela, and Patricia Tzortzopoulos. "Visual management in production management: a literature synthesis." Journal of Manufacturing Technology Management 27, no. 6 (July 4, 2016): 766–99. http://dx.doi.org/10.1108/jmtm-08-2015-0071.

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Purpose The purpose of this paper is to holistically discuss, explore and synthesise the key literature on visual management (VM), an important, yet highly fragmented subject that is frequently referred in lean production accounts. Design/methodology/approach An extensive literature review was conducted to classify the current literature, to explore the different aspects and limitations of the current discussions on the subject, to clarify in what ways VM benefits manifest themselves in a workplace and to identify the future research focus. Findings VM is an important close-range communication strategy based on cognitively effective information conveyance. This strategy has been frequently discussed in the production management literature. However, the literature is fragmented as to the roles of VM in a production setting; the body of literature lacks integrated focus and cohesion with an abundance of related terminology from scholarly works and consultant books; a practical VM tools taxonomy and a visual workplace implementation framework were presented; there is poor clarity with regards to the functions (benefits) that VM may provide within organisations, nine conceptual VM functions were proposed; a wide array of future research directions related to VM was identified. Originality/value This paper synthesises the key literature related to VM, providing a conceptual picture of the current knowledge.

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