Intelligent Non-Hierarchical Manufacturing Networks.
Raúl. Poler
Bok Engelsk 2012 · Electronic books.
| Omfang | 1 online resource (442 pages)
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| Utgave | 1st ed.
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| Opplysninger | Intro -- Title Page -- Contents -- Preface -- Part 1. Strategic -- Chapter 1. Mass Customization as an Enabler of Network Resilience -- 1.1. Introduction -- 1.2. The increasing importance of customer-centric manufacturing networks -- 1.3. Mass customization: providing an organizational structure for resilient manufacturing networks -- 1.3.1. Solution space development -- 1.3.2. Robust process design -- 1.3.3. Choice navigation -- 1.4. Conclusion -- 1.5. Acknowledgments -- 1.6. Bibliography -- Chapter 2. The Implications of Product Variety for Supply Network Design. -- 2.1. Introduction -- 2.2. Literature review -- 2.2.1. Variety and customization management -- 2.2.2. Examples of product variety increase -- 2.2.3. Network classification systems -- 2.3. Integrated framework for customization and variety management -- 2.3.1. Strategic considerations -- 2.3.2. Operational considerations -- 2.3.3. Network collaboration -- 2.3.4. Customization/variety enablers -- 2.4. Conclusions and future research -- 2.5. Acknowledgment -- 2.6. Bibliography -- Chapter 3. Model for the Integration of Product, Process and Supply Network in Mass Customization Scenarios -- 3.1. Introduction -- 3.2. Conceptual model overview -- 3.3. ORM problems -- 3.4. ORM building blocks and related ORM concepts -- 3.4.1. Order fulfillment strategy -- 3.4.2. Order generation -- 3.4.3. Order instantiation -- 3.4.4. Order promising -- 3.4.5. Order planning -- 3.4.6. Order execution -- 3.5. ORM key performance indicators -- 3.6. ORM toolbox -- 3.6.1. Toolbox matrix -- 3.6.2. Toolbox guidelines -- 3.7. ORM Web navigation tool -- 3.8. Conclusions -- 3.9. Acknowledgment -- 3.10. Bibliography -- Chapter 4. Supply Network Configuration -- 4.1. Introduction -- 4.2. Supply network simulation: A literature review -- 4.2.1. Introduction -- 4.2.2. SN simulation methods.. - 10.3. Mini-survey - delivery reliability in European machine tool industry -- 10.3.1. Overview of the survey's participants -- 10.3.2. Main findings - challenges in logistics -- 10.3.3. A branch's desire - determination of costs of unpunctual deliveries -- 10.4. Calculating the monetary value of in time deliveries -- 10.4.1. Methodology for calculating the value of in-time deliveries -- 10.4.2. Case study -- 10.5. Summary -- 10.6. Bibliography -- Chapter 11. Supplier Relationship Management in Machine Tool Industry -- 11.1. Introduction -- 11.2. Control loop of supplier relationship management -- 11.2.1. Elements of the SRM control loop -- 11.2.2. Inputs and outputs relevant for the control loop -- 11.3. Order management processes in non-hierarchical production networks -- 11.3.1. Order management, production planning and scheduling -- 11.3.2. Order execution reference processes and inter-company interfaces in the machine tool and equipment industry -- 11.4. Performance evaluation indicators -- 11.4.1. The KPIs framework in the SRM context -- 11.5. Improving supplier's delivery reliability through incentives -- 11.5.1. Incentive in the European machine tool industry -- 11.5.2. A methodology for supplier incentive in machine tool industry -- 11.6. Conclusions -- 11.7. Bibliography -- Chapter 12. Sustainable Mass Customization Assessment -- 12.1. The need to assess sustainable mass customization -- 12.2. Key assumptions for the model development -- 12.2.1. Lifecycle perspective -- 12.2.2. Unit of analysis: the solution space -- 12.3. The assessment framework -- 12.3.1. The S-MC-S indicators -- 12.3.2. The assessment framework -- 12.4. One tool, several applications -- 12.5. How to implement the assessment model -- 12.6. Conclusions -- 12.7. Acknowledgments -- 12.8. Bibliography -- Part 3. Operational.. - 15.4.3. Measurement and analysis of performance.. - 4.2.3. SN simulation conclusions -- 4.3. Research problems and research approach -- 4.3.1. Research problems -- 4.3.2. Research approach -- 4.4. DSS description -- 4.4.1 DSS dynamic view -- 4.4.2 DSS static view -- 4.5. DSS supply network configuration experiments -- 4.5.1. Introduction -- 4.5.2. Experiments description -- 4.5.3. Simulation experiments -- 4.6. Conclusions -- 4.7. Acknowledgments -- 4.8. Bibliography -- Chapter 5. Performance Management -- 5.1. Introduction -- 5.2. Strategic decisions -- 5.3. A framework for performance management -- 5.3.1. A stakeholder's centered approach -- 5.3.2. A value-based approach - the key success factors -- 5.3.3. Reference process for performance management -- 5.4. Conclusions -- 5.5. Acknowledgments -- 5.6. Bibliography -- Chapter 6. Sustainable Product-Process-Network -- 6.1. Sustainable mass customization as a winning business model -- 6.2. Tools enabling the solution space development -- 6.2.1. Collect customer's requirements tools -- 6.2.2. Design tools -- 6.2.3. Production technologies -- 6.2.4. Assessment tool -- 6.2.5. Configurator -- 6.3. Design process and tools enabling the solution space development -- 6.3.1. Analysis of design process: shifts introduced from mass production to sustainable mass customization -- 6.3.2. Relationship between design process shifts and enabling tools -- 6.4. Supporting the implementation of the tools -- 6.4.1. Collect customer's requirements tools -- 6.4.2. Design tools -- 6.4.3. Production technologies -- 6.4.4. Assessment tool -- 6.4.5. Configurator -- 6.5. Managerial implications -- 6.6. Acknowledgment -- 6.7. Bibliography -- Part 2. Tactical -- Chapter 7. Business Community Management -- 7.1. Introduction -- 7.2. Business communities management -- 7.2.1. Introduction -- 7.2.2. Main actors -- 7.2.3. BUILD phase 1: creating a Business Community.. - 7.2.4. BUILD phase 2: Business Community operation -- 7.2.5. BUILD phase 3: Business Community metamorphosis -- 7.2.6. BUILD phase 4: Business Community dissolution -- 7.2.7. ICT support -- 7.3. Conclusions -- 7.4. Acknowledgments -- 7.5. Bibliography -- Chapter 8. Network Collaboration -- 8.1. Introduction -- 8.2. Collaboration - definition, concepts and mechanisms -- 8.3. The European electronic industry (EEI) and collaboration challenges -- 8.3.1. EEI in numbers -- 8.3.2. Application segments of the European electronic industry -- 8.3.3. Collaboration challenges in the European electronics industry -- 8.4. Network collaboration in the EEI - results of use case studies -- 8.4.1. Requirements and indicators for efficient network collaboration -- 8.4.2. Network collaboration in the EEI - application segment profiles -- 8.5. Acknowledgments -- 8.6. Bibliography -- Chapter 9. A Collaborative Planning Approach for Non-hierarchical Production Networks -- 9.1. Introduction -- 9.2. Related work -- 9.2.1. Collaborative networks -- 9.2.2. CN governance models -- 9.2.3. Collaborative planning approaches -- 9.3. Collaborative planning requirements -- 9.4. Collaborative planning approach -- 9.4.1. Aggregate collaborative planning -- 9.4.2. Detailed collaborative planning -- 9.4.3. Evaluating the solutions' quality -- 9.5. Conclusions -- 9.6. Acknowledgments -- 9.7. Bibliography -- Chapter 10. Assessment of the Impact of Missing Delivery Reliability -- 10.1. Introduction -- 10.2. Importance of delivery reliability in today's competitive environment -- 10.2.1. Challenges of purchasing in the machine tool and equipment industry -- 10.2.2. Effects of missing delivery reliability in non-hierarchical networks -- 10.2.3. Failure of approved coordination mechanisms -- 10.2.4. Necessity of a non-centralized coordination mechanism.. - Chapter 13. A Decision Reference Model for Non-hierarchical Networks -- 13.1. Modeling and supporting decision-making in a non-hierarchical network -- 13.2. Basic concepts -- 13.2.1. Non-hierarchical networks -- 13.2.2. Exchanging operational, tactical and strategic data -- 13.3. GRAI modeling background -- 13.4. GRAI-Project -- 13.4.1. Existing limits of GRAI-Manufacturing modeling techniques -- 13.4.2. Product development: the GRAI-Project -- 13.4.3. Data exchange mapping -- 13.4.4. The non-hierarchical decision-making reference model -- 13.4.5. Methodology -- 13.5. Illustrative case -- 13.5.1. The firm: Belgium Electronics -- 13.5.2. Objectives and problems of the enterprise -- 13.5.3. Application of the methodology -- 13.5.4. An example of interviews: Chief Executive Officer Mr. Thomas Roberts -- 13.6. Conclusions -- 13.7. Acknowledgment -- 13.8. Bibliography -- Chapter 14. Evaluation of Collaborative Processes -- 14.1. Introduction -- 14.2. Collaborative processes -- 14.3. Requirements on information exchanges in non-hierarchical supply networks -- 14.4. Existing methods to evaluate collaborations in supply networks -- 14.5. Evaluation of the suitability of software tools in collaborative processes -- 14.5.1. Evaluation scenario preparation -- 14.5.2. Evaluation workshops -- 14.5.3. Interpretation -- 14.6. Conclusion -- 14.7. Acknowledgments -- 14.8. Bibliography -- Chapter 15. Performance Measurement -- 15.1. Introduction -- 15.2. Performance measurement in the Net-Challenge's framework for performance management -- 15.3. Supporting the strategy execution in collaborative networks -- 15.3.1. Strategy deployment - the performance factors -- 15.3.2. Collaboration: a key performance factor -- 15.4. Performance measurement process -- 15.4.1. Definition of what to measure and targets setting -- 15.4.2. Setup of a measurement system.. - This book provides the latest models, methods and guidelines for networked enterprises to enhance their competitiveness and move towards innovative high performance and agile industrial systems. In the new global market, competitiveness and economic growth rely greatly on the move toward innovative high performance industrial systems and agile networked enterprises through the creation and consolidation of non-hierarchical manufacturing networks of multi-national SMEs as opposed to networks based on powerful large-scale companies. Network performance can be significantly improved through more harmonious and equitable peer-to-peer inter-enterprise relationships, conforming decentralized and collaborative decision-making models. Traditional hierarchical manufacturing networks are based on centralized models, where some of the actors involved must adapt themselves to the constraints defined by those who are most dominant. Real-world experiences of such models have revealed some major problems due to the centralized vision of the supply chain and the sub-optimal performance of centralized decision-making. For the current highly dynamic markets, this generates major inefficiencies in operation throughout the supply chain. This book collects the latest research regarding non-hierarchical manufacturing networks and provides enterprises with valuable models, methods and guidelines to improve their competitiveness.
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| ISBN | 9781118607121
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