Management and Production Engineering Review

Content

Management and Production Engineering Review | 2018 | vol. 9 | No 2 |

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Abstract

A product is referred to as robust when its performance is consistent. In current product robustness paradigms, robustness is the responsibility of engineering design. Drawings and 3D models should be released to manufacturing after applying all the possible robust design principles. But there are no methods referred for manufacturing to carry and improve product robustness after the design freeze. This paper proposes a process of inducing product robustness at all stages of product development from design release to the start of mass production. A manufacturing strategy of absorbing all obvious variations and an approach of turning variations to cancel one another are defined. Verified the application feasibility and established the robustness quantification method at each stage. The theoretical and actual sensitivity of different parameters is identified as indicators. Theoretical and actual performance variation and accuracy of estimation are established as robustness metric. Manufacturing plan alignment to design, complimenting the design and process sensitivities, countering process mean shifts with tool deviations, higher adjustable assembly tools are enablers to achieve product robustness.
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Authors and Affiliations

Murthy S. Boorla
Tobias Eifler
Chris McMahon
Thomas J. Howard
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Abstract

Due to globalized business operations, companies in different economic sectors are part of complex supply chain networks. Their value-added processes comprise product and information flows, e.g. with a focus on manufacturing, service or trade. Until the final product is delivered to the end customer, it needs to pass many different processes in cooperating organizations. As a result, there a lot of business-to-business (B2B) interactions with crossenterprise transactions, often including cross-border communications and sometimes even cross-industry trades with technological and often cultural implications. Especially the interfaces of supply chain networks are prone to inefficiencies, misunderstandings and delays due to a lack of standardized B2B transactions, which leads to waste in form of rework, errors and mistakes. In addition, new customers are hard to find for the manufacturing or trading company, since potential customers are so far limited to a regional network. The advantages of extending the customer base still need to be explored by many organizations. This paper discusses the opportunities by streamlining the communication along supply chain networks in a general fashion and then describes the application in a B2B automotive retail business. A concept of a web-based trading platform, which provides a seamless service for all steps of a convenient and efficient used vehicle remarketing business, is developed. It includes all phases, like offering and price finding in a comprehensive online platform, which also covers further activities, such as logistic services, financial transactions, and a mandatory feedback loop. The suggested B2B vehicle-trading platform enables a quick turnover of each transaction, which is analyzed and optimized based on the application of cross-enterprise Value Stream Management.
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Authors and Affiliations

Peter Plapper
Christof Oberhausen
Meysam Minoufekr
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Abstract

This paper reports the results of an analysis of indicators describing the effectiveness of actions taken and repairs made by the maintenance services in a food industry company which had implemented a new manufacturing execution system (MES) 10 months prior to the study. The application of the above effectiveness indicators plays a significant role in the rationalization of functioning of maintenance services. Therefore, it is vital that they are calculated correctly and interpreted in a way that has a positive effect on the organization of maintenance works. The paper investigates four effectiveness indicators employed by the maintenance services of the company in question, i.e., mean time to failure (MTTF), mean time between failures (MTBF), mean time to repair (MTTR) and overall equipment effectiveness (OEE). The objective of the analysis was to verify the correctness of determination of the above indicators in the analysed company. In addition, the study was to determine whether the use of correctly determined indicators and results interpretation could lead to a higher effectiveness of the actions taken by the maintenance services department. Moreover, the paper presents a diagnosis of problems connected with incorrect determination and visualization of the above-mentioned indicators in the analysed company.
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Authors and Affiliations

Kamil Daniewski
Ewelina Kosicka
Dariusz Mazurkiewicz
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Abstract

One of the key factors of a competitive economy is creating a strong, internationally competitive SME sector. This essay is based on the fact that management tools used in the SME sector are insufficient. With the development of these tools, the competitiveness of companies could improve. According to the literature, using lean thinking has a positive influence on the company’s effectiveness, and also proved that lean approach can be successfully extended out of the car industry, into the limitedly resourced SME sector, too. Even though the topic of lean manufacturing is analysed by many studies, there is a lack of papers dealing with its usage in the SME sector. The originality of this paper lies in analysing the current status of using lean manufacturing practices among the Hungarian SMEs operating in the manufacturing industry. The paper includes an examination about how deeply the elements of lean thinking are present in the Hungarian SME sector, how large the development reserves are, and whether there is a difference between the usage of lean practices. A structured questionnaire was used for data collection. SMEs’ representatives, mostly CEOs and managers from the Hungarian manufacturing industry participated in the survey. The sample contained 128 observations. The study has two control variables, which are the size of the company and the relation to the lean management. The survey brought the following results. First of all, it shows that the level of using lean is low among the Hungarian SMEs. Furthermore, customer orientation is a key factor in the sector, however, there are considerable possibilities for progress by the inner processes and the handling and involvement of the suppliers. Firstly, a good basis to increase the effectiveness could be the creation of thinking in processes influencing the supply chain. Secondly, the development of the leadership and the involvement of the employees at some level are also significant. Key findings is that without state incitement and the involvement of outside experts, progress cannot be expected to spread on a broad scope. The background of the research method was created to fit the available literature and to capable to be used in other countries, too. Moreover, this way the available information can be expanded with a regional dimension, in case further studies are going to be made.
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Authors and Affiliations

Laszló Koloszar
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Abstract

This paper presents the modeling and the resolution of a two dimensional cutting stock problem for a wooden industry. It is about a real problem of minimization of the wood wastes for an industry of furnishing. The raw material to be cut is a set of beams of various sizes. The purpose of the cut is to supply a list of orders characterized by a set of articles of various sizes. The problem is converted into an integer linear program where the decision variables are the numbers of beams to cut according to a set of feasible “patterns”. The designed solution is a heuristic in two stages: – Generation of the feasible patterns by various classic heuristics of the Bin-packing Problem. – Resolution of the integer linear program with the generated patterns as input variables. Moreover, based on this approach, the “Application Cutting Optimization” is developed to allow the immediate resolution of the problem and widening the stock management horizon. To end, a real case is studied to confirm the effectiveness of this approach.
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Authors and Affiliations

Amine Bouaine
Maria Lebbar
Mohamed Ait Ha
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Abstract

The purpose of this research is to develop a Lean-RFID based waste identification system (LRWIS) for small-medium manufacturing companies. The specific objective of this research is to develop and implement the LRWIS from integrating the appropriate lean tools and advanced technologies for wastes reduction and inventory management. Subsequently, the framework was converted into a system for a small-medium sized wood processing manufacturer in Malaysia and integrated into a computerized program. The LRWIS can monitor real-time inventory and production status so the manufacturer can optimise the quantity of the primary products and deliver them on time as per the RFID information of each container. The manufacturer can also make decision instantly for controlling and changing different products in the production progress. The system provides simple constructed framework under a low cost infrastructure, yet it is of practical value in reducing the wastes and also optimising the production process.
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Authors and Affiliations

Zen-Hao Yap
Foon-Siang Low
Heap-Yih Chong
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Abstract

Lean manufacturing has been the most deliberated concept ever since its introduction. Many organization across the world implemented lean concept and witnessed dramatic improvements in all contemporary performance parameters. Lean manufacturing has been a sort of mirage for the Indian automotive industry. The present research investigated the key lean barriers to lean implementation through literature survey, confirmatory factor analysis, multiple regression, and analytic network process. The general factors to lean implementation were inadequate lean planning, resource constraints, half-hearted commitment from management, and behavioral issues. The most important factor in the context of lean implementation in Indian automotive industry was inadequate lean planning found with the help of confirmatory factor analysis and multiple regression analysis. Further analysis of these extracted factors through analytic network process suggested the key lean barriers in Indian automotive industry, starting from the most important were absence of proper lean implementation methodology, lack of customer focus, absence of proper lean measurement system, inadequate capital, improper selection of lean tools & practices, leadership issues, resistance to change, and poorly defined roles & responsibilities. Though literature identifying various lean barriers are available. The novelty of current research emerges from the identification and subsequent prioritization of key lean barriers within Indian automotive SMEs environment. The research assists in smooth transition from traditional to lean system by identifying key barriers and developing customized framework of lean implementation for Indian automotive SMEs.
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Authors and Affiliations

Rupesh Kumar Tiwari
Jeetendra Kumar Tiwari
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Abstract

In small and medium-sized enterprises (SMEs), the ways of operating are dependent on the specific nature of their business activity, while management methods are often used intuitively. The paper shows that specialization, defined as offering products to companies from one or from two to four industries, is of great importance among SMEs in the gas sector. The analysis of the applied management methods allows us to conclude that the most important ones are those related to human capital.
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Authors and Affiliations

Daria Motała
Alexander Y. Bystryakov
Vladimir M. Pizengolts
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Abstract

Management and Production Engineering Review (MPER) is a peer-refereed, international, multidisciplinary journal covering a broad spectrum of topics in production engineering and management. Production engineering is a currently developing stream of science encompassing planning, design, implementation and management of production and logistic systems. Orientation towards human resources factor differentiates production engineering from other technical disciplines. The journal aims to advance the theoretical and applied knowledge of this rapidly evolving field, with a special focus on production management, organisation of production processes, management of production knowledge, computer integrated management of production flow, enterprise effectiveness, maintainability and sustainable manufacturing, productivity and organisation, forecasting, modelling and simulation, decision making systems, project management, innovation management and technology transfer, quality engineering and safety at work, supply chain optimization and logistics. Management and Production Engineering Review is published under the auspices of the Polish Academy of Sciences Committee on Production Engineering and Polish Association for Production Management. The main purpose of Management and Production Engineering Review is to publish the results of cutting-edge research advancing the concepts, theories and implementation of novel solutions in modern manufacturing. Papers presenting original research results related to production engineering and management education are also welcomed. We welcome original papers written in English. The Journal also publishes technical briefs, discussions of previously published papers, book reviews, and editorials. Letters to the Editor-in-Chief are highly encouraged.
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Authors and Affiliations

Szymon Cyfert
Paweł Markowski
Paweł Mielcarek

Instructions for authors

REVIEW PROCESS

Received manuscripts are first examined by the Management and Production Engineering Review Editors.
Manuscripts clearly not suitable for publication, incomplete or not prepared in the required style will be sent back to the authors without scientific review, but may be resubmitted as soon as they have been corrected.
The corresponding author will be notified by e-mail when the manuscript is registered at the Editorial Office (office@mper.org). The responsible editor will make the decision either to send the manuscript to another reviewer to resolve the difference of opinion or return it to the authors for revision. The ultimate decision to accept, accept subject to correction, or reject a manuscript lies within the prerogative of the Editor-in-Chief and is not subject to appeal. The editors are not obligated to justify their decision.
All manuscripts submitted to MPER editorial system ( https://www.editorialsystem.com/mper/) will be sent to at least two and in some cases three reviewers for passing the double-blind review process.
The material formatted in the MPER format must be unpublished and not under submission elsewhere.

REVIEWERS
Once a year a list of co-operating reviewers is publish in electronic version of MPER. All articles published in MPER are published in open access.
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In order to provide free access to readers, and to cover the costs of copyediting, typesetting, long-term archiving, and journal management, an article processing charge (APC) of 800 PLN (about 180 Euro, VAT included) for 10-page article applies to papers accepted after peer review. Each additional page of the article (over 10 pages) costs 80 PLN (about 18 Euro, VAT included). There is no submission charge.
The above article processing charge is valid for articles accepted for publication since the first issue in 2021 year.

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The non-commercial use of the article will be governed by the Creative Commons Attribution license as currently displayed on https://creativecommons.org/licenses/by/4.0/.

Publication Ethics Policy

The ethics statements for the journal Management and Production Engineering Review are based on the guidelines of Committee on publication ethics (COPE) and the ELSEVIER publishing ethics resource kit.
For Authors: All articles, published in the journal Management and Production Engineering Review have to comprise a list of references which correspond with the journal’s Instructions to authors for paper preparation. The authors should ensure that they have written entirely original works, and if the authors have used the work and/or words of others that this has been appropriately cited or quoted. All articles are tested using antyplagiarism programme. An author should not in general publish manuscripts describing essentially the same research in more than one journal or primary publication. Submitting the same manuscript to more than one journal concurrently constitutes unethical publishing behaviour and is unacceptable. Authorship should be limited to those who have made a significant contribution to the conception, design, execution, or interpretation of the reported study. The corresponding author should ensure that all co-authors have seen and approved the final version of the paper and have agreed to its submission for publication. All authors should disclose in their manuscript any financial or other substantive conflict of interest that might be construed to influence the results or interpretation of their manuscript. All sources of financial support for the project should be disclosed.
For Editor-in-Chief: The editor is responsible for decision which of the articles submitted to the journal should be published. The editor and editorial board and office must not disclose any information about a submitted manuscript to anyone other than the corresponding author, reviewers, potential reviewers, other editorial advisers, and the publisher, as appropriate. Unpublished materials disclosed in a submitted manuscript must not be used in an editor's own research without the express written consent of the author.
For Reviewers: Peer review helps the editor in making editorial decisions and also assist the author in improving the paper. Any selected referee who feels unqualified to review the research reported in a manuscript or knows that its prompt review will be impossible should notify the editor and excuse himself from the review process. Any manuscripts received for review must be treated as confidential documents. They must not be shown to or discussed with others except as authorized by the editor. Reviews should be conducted objectively. Personal criticism of the author is inappropriate. Reviewers should identify relevant published work that has not been cited by the authors. Any statement that an observation, derivation, or argument had been previously reported should be accompanied by the relevant citation. A reviewer should also call to the editor's attention any substantial similarity or overlap between the manuscript under consideration and any other published paper of which they have personal knowledge. Information obtained through peer review must be kept confidential and not used for personal advantage. Reviewers should not consider manuscripts in which they have conflicts of interest resulting from competitive, collaborative, or other relationships or connections with any of the authors, companies, or institutions connected to the papers. Other sources: http://apem-journal.org/

Peer-review Procedure

Received manuscripts are first examined by the Management and Production Engineering Review Editors. Manuscripts clearly not suitable for publication, incomplete or not prepared in the required style will be sent back to the authors without scientific review, but may be resubmitted as soon as they have been corrected. The corresponding author will be notified by e-mail when the manuscript is registered at the Editorial Office (office@mper.org). The ultimate decision to accept, accept subject to correction, or reject a manuscript lies within the prerogative of the Editor-in-Chief and is not subject to appeal. The editors are not obligated to justify their decision. All manuscripts submitted to MPER editorial office (e-mail: office@mper.org) will be sent to at least two and in some cases three reviewers for passing the double-blind review process. The responsible editor will make the decision either to send the manuscript to another reviewer to resolve the difference of opinion or return it to the authors for revision.

The average time during which the preliminary assessment of manuscripts is conducted - 14 days
The average time during which the reviews of manuscripts are conducted - 6 months
The average time in which the article is published - 8.4 months

Reviewers

Zahid Hussain Agha Sarhad University of Science and IT Peshawar Pakistan
Mehmet Ali Akinlar Yildiz Technical University Turkey
Zoran Anisic University of Novi Sad, Faculty of Technical Sciences Serbia
Katarzyna Antosz Rzeszow University of Technology Poland
Rajesh As Maharaja Institute of Technology Thandavapura India
Erfan Babaee Tirkolaee Mazandaran University of Science and Technology Iran
Zbigniew Banaszak Koszalin University of Technology Poland
Jolanta Baran Silesian University of Technology Poland
Mariusz Bednarek WSB Warszawa Poland
Srinivasa Murthy Boorla Grupo Antolin Spain
Oumaima Bounou FST-Fez Marocco
Robert Cep VSB-TU OSTRAVA Czech Republic
Fatih Çetin Niğde Ömer Halisdemir University Turkey
Claudiu Cicea Bucharest University of Economic Studies Romania
Pedro Cunha Instituto Politécnico de Setúbal Portugal
Szymon Cyfert Poznań University of Economics and Business Poland
Asta Daunorienė Assoc. prof., Kaunas University of Technology Lithuania
Ahmed Deif Associate Prof. California Polytechnic State University USA
Yuliia Denysenko Sumy State University Ukraine
Jacek Diakun Poznań University of Technology Poland
Ewa Dostatni Poznan University of Technology Poland
Joanna Duda AGH University of Science and Technology Poland
Milan Edl University of West Bohemia Czech Republic
Joanna Ejdys Bialystok University of Technology Poland
Nurprihatin Filscha Department of Industrial Engineering, Universitas Bunda Mulia Indonesia
Adi Fitra Magister Industrial Engineering ,Mercubuana University Indonesia
Mosè Gallo Department of Chemical, Materials and Industrial Production Engineering, University of Napoli Federico II Italy
Józef Gawlik Cracow Univesity of Technology Poland
Andrzej Gessner Poznan University of Technology Poland
Arkadiusz Gola Lublin University of Technology, Poland Poland
Alireza Goli Department of industrial engineering, Yazd university, Yazd, Iran Iran
Błażej Góralski Poznan University of Technology Chair of Production Engineering Poland
Pop Grigore Marian Technical university of Cluj-Napoca Romania
Łukasz Grudzień Poznan University of Technology Poland
Vitalii Ivanov Sumy State University Ukraine
Małgorzata Jasiulewicz-Kaczmarek Poznan University of Technology Poland
Jozef Jurko Technical University in Košice Poland
Oksana Karpenko RUDN University Russia
Anna Karwasz Poznan University of Technology Poland
Sławomir Klos University of Zielona Góra, Institute of Mechanical Engineering Poland
Remigiusz Kozlowski University of Lodz Poland
Stanisław Krzyżaniak Poznań School of Logistics Poland
Anna Lewandowska-Ciszek State University of Applied Sciences in Konin Poland
Jerzy Lewandowski Warsaw University of Technology Poland
Anna Lis Gdańsk University of Technology Poland
Reza Lotfi Department of industrial engineering Yazd University Iran
Sylwia Łęgowik-Świącik Czestochowa University of Technology Poland
Iulian Malcoci PhD, Associate Professor / Mechanical Engineering Moldova
Damjan Maletic University of Maribor, Faculty of Organizational Sciences Slovenia
Paweł Mielcarek Poznań University of Economics and Business Poland
Anna Nagyova Technical University of Kosice Slovakia
Andrei Stefan Nestian Alexandru Ioan Cuza University Iasi, Romania Romania
Filip Osiński Poznan University of Technology Poland
Ivan Pavlenko Sumy State University Ukraine
Dragan Peraković University of Zagreb, Faculty of transport and traffic sciences Croatia
Niles Perera University of Moratuwa Sri Lanka
Jan Pitel Technical University of Kosice, Faculty of Manufacturing Technologies, Slovakia Slovakia
Paulina Rewers Poznan University od Technology Poland
Piotr Rogala Uniwersytet Ekonomiczny we Wrocłąwiu Poland
Izabela Rojek Kazimierz WIelki University Poland
Łukasz Rymaniak Poznan University of Technology Poland
Krzysztof Santarek Politechnika Warszawska Poland
Michał Sąsiadek Uniwersytet Zielonogórski Poland
Shah Rukh Shakeel University of Vaasa Finland Finland
Parveen Sharma Lovely Professional University Phagwara India
Dorota Stadnicka Rzeszow University of Technology Poland
Binod Timilsina University of Vaasa Finland
Justyna Trojanowska Poznan University of Technology Poland
Stefan Trzcielinski Poznan University of Technology, Faculty of Engineering Management Poland
Mariusz Uchroński Wroclaw University of Science and Technology Poland
Nicolae Stelian Ungureanu Technical University of Cluj-Napoca , Romania Romania
Wiesław Urban Politechnika Białostocka Poland
Wiesław Urban Bialystok University of Technology Poland
Gerhard-Wilhelm Weber FEM, PUT Poland
Ewa Więcek-Janka PUT Poland
Marek Wirkus Politechnika Gdańska, Wydział Zarządzenia i Ekonomii Poland
Rika Yunitarini Trunojoyo University Indonesia Indonesia
Jozef Zajac TU Kosice Slovakia
Paweł Zmarzły Kielce University of Technology Poland
Krzysztof Żywicki Poznan University of Technology Poland


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