Abstract Lean manufacturing and agile manufacturing have been two prominent manufacturing paradigms over the past decades, with the respective aims of reducing waste to achieve low-cost and being flexible in production processes. Industry 4.0 is transforming traditional manufacturing systems into smart ones. The current competitive market requires manufacturing companies to improve both cost-efficiency and flexibility with the application of Industry 4.0 technologies. This study is the first systematic literature review linking Industry 4.0 with both lean and agile manufacturing. A conceptual framework is proposed concerning their relationships. It shows Industry 4.0 supports both manufacturing systems, and they, in turn, facilitate the implementation of Industry 4.0. The integration of Industry 4.0 with lean manufacturing mainly enhances cost-competitiveness in the performance dimension; with agile manufacturing, it mainly enhances flexibility. The finding implies Industry 4.0 is the enabling technology that allows two manufacturing systems to co-exist while overcoming the trade-off among various competitive objectives.
{"title":"Combining lean and agile manufacturing competitive advantages through Industry 4.0 technologies: an integrative approach","authors":"Bingjie Ding, Xavier Ferrás Hernández, Núria Agell Jané","doi":"10.1080/09537287.2021.1934587","DOIUrl":"https://doi.org/10.1080/09537287.2021.1934587","url":null,"abstract":"Abstract Lean manufacturing and agile manufacturing have been two prominent manufacturing paradigms over the past decades, with the respective aims of reducing waste to achieve low-cost and being flexible in production processes. Industry 4.0 is transforming traditional manufacturing systems into smart ones. The current competitive market requires manufacturing companies to improve both cost-efficiency and flexibility with the application of Industry 4.0 technologies. This study is the first systematic literature review linking Industry 4.0 with both lean and agile manufacturing. A conceptual framework is proposed concerning their relationships. It shows Industry 4.0 supports both manufacturing systems, and they, in turn, facilitate the implementation of Industry 4.0. The integration of Industry 4.0 with lean manufacturing mainly enhances cost-competitiveness in the performance dimension; with agile manufacturing, it mainly enhances flexibility. The finding implies Industry 4.0 is the enabling technology that allows two manufacturing systems to co-exist while overcoming the trade-off among various competitive objectives.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"15 1","pages":"442 - 458"},"PeriodicalIF":8.3,"publicationDate":"2021-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72979920","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-06-07DOI: 10.1080/09537287.2021.1917720
Ilias Vlachos, Rodrigo Martinez Pascazzi, G. Zobolas, Panagiotis P. Repoussis, M. Giannakis
Abstract Industry 4.0 represents a new industrial paradigm ignited by disruptive technologies that can transform manufacturing into a cyber-physical system that integrates products, people and processes. However, there is little guidance concerning how to implement and integrate Industry 4.0 technologies by existing lean manufacturing (LM) systems. We select autonomous guided vehicles (AGVs) and internet of things (IoT) to develop an action plan that helps managers integrate Industry 4.0 technologies into their manufacturing systems and achieve lean automation. We conducted a case study of a large manufacturing company that introduced AGVs and IoT to automate its lean operations. We used socio-technical systems (STSs) design logic to integrate the two distinct domains (lean and automation) into an action plan that successfully meets six lean automation objectives. The findings demonstrate that AGVs implementation should include three phases: design, integration and continuous improvement. The lean automation objectives are: cost, reusability, reliability, simplicity, compactness, fit, engage and culture. The lean automation plan successfully manages the interactions and interplay between social factors (people and culture), technical factors (infrastructure and technology) and operational factors (routines and processes). The lean automation plan has significant managerial implications helping companies integrate lean philosophy, which is people-centric, with Industry 4.0 technologies, which promote efficiency via automation.
{"title":"Lean manufacturing systems in the area of Industry 4.0: a lean automation plan of AGVs/IoT integration","authors":"Ilias Vlachos, Rodrigo Martinez Pascazzi, G. Zobolas, Panagiotis P. Repoussis, M. Giannakis","doi":"10.1080/09537287.2021.1917720","DOIUrl":"https://doi.org/10.1080/09537287.2021.1917720","url":null,"abstract":"Abstract Industry 4.0 represents a new industrial paradigm ignited by disruptive technologies that can transform manufacturing into a cyber-physical system that integrates products, people and processes. However, there is little guidance concerning how to implement and integrate Industry 4.0 technologies by existing lean manufacturing (LM) systems. We select autonomous guided vehicles (AGVs) and internet of things (IoT) to develop an action plan that helps managers integrate Industry 4.0 technologies into their manufacturing systems and achieve lean automation. We conducted a case study of a large manufacturing company that introduced AGVs and IoT to automate its lean operations. We used socio-technical systems (STSs) design logic to integrate the two distinct domains (lean and automation) into an action plan that successfully meets six lean automation objectives. The findings demonstrate that AGVs implementation should include three phases: design, integration and continuous improvement. The lean automation objectives are: cost, reusability, reliability, simplicity, compactness, fit, engage and culture. The lean automation plan successfully manages the interactions and interplay between social factors (people and culture), technical factors (infrastructure and technology) and operational factors (routines and processes). The lean automation plan has significant managerial implications helping companies integrate lean philosophy, which is people-centric, with Industry 4.0 technologies, which promote efficiency via automation.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"109 1","pages":"345 - 358"},"PeriodicalIF":8.3,"publicationDate":"2021-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79200110","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-06-04DOI: 10.1080/09537287.2021.1926567
C. Ju, Y. Ning
Abstract Project design has to be coordinated in an inter-functional team. This is critically challenging due to the knowledge-intensive nature of project design, the occupational boundaries between functions and time pressure facing project teams. This study aims to tackle this challenge by identifying the configurations of coordination mechanisms, i.e. mechanistic and organic coordination, adopted by inter-functional teams in the face of a high level of time pressure. A questionnaire-survey of 311 respondents from 46 building design projects was undertaken in China. Data were analyzed through a configurational analysis approach. The results show that two configurations could equally lead to high performance. Under a high level of time pressure, the configuration of formal coordination, digitally-mediated structured coordination, and cross-functional meetings is helpful to achieve high project design performance. If mechanistic coordination is absent, team members could equally accomplish superb design performance through organic coordination. This research contributes to the body of knowledge by presenting how inter-functional teams configure coordination mechanisms to deal with knowledge-intensive project design in the face of time pressure.
{"title":"Time pressure and coordinating project design in inter-functional teams: a configurational approach","authors":"C. Ju, Y. Ning","doi":"10.1080/09537287.2021.1926567","DOIUrl":"https://doi.org/10.1080/09537287.2021.1926567","url":null,"abstract":"Abstract Project design has to be coordinated in an inter-functional team. This is critically challenging due to the knowledge-intensive nature of project design, the occupational boundaries between functions and time pressure facing project teams. This study aims to tackle this challenge by identifying the configurations of coordination mechanisms, i.e. mechanistic and organic coordination, adopted by inter-functional teams in the face of a high level of time pressure. A questionnaire-survey of 311 respondents from 46 building design projects was undertaken in China. Data were analyzed through a configurational analysis approach. The results show that two configurations could equally lead to high performance. Under a high level of time pressure, the configuration of formal coordination, digitally-mediated structured coordination, and cross-functional meetings is helpful to achieve high project design performance. If mechanistic coordination is absent, team members could equally accomplish superb design performance through organic coordination. This research contributes to the body of knowledge by presenting how inter-functional teams configure coordination mechanisms to deal with knowledge-intensive project design in the face of time pressure.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"11 1","pages":"391 - 402"},"PeriodicalIF":8.3,"publicationDate":"2021-06-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85868616","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-14DOI: 10.1080/09537287.2021.1916638
C. Cândido, Luis M. Ferreira
Abstract Thousands of companies worldwide lose their ISO 9001 certification every year. Considering the relevance that this decertification phenomenon has achieved, this study examines the internal motivations for decertification and explores the relationships between motivations and firm’s previous certification barriers and benefits. To achieve this purpose, the study develops a partial least squares structural equation model (PLS-SEM) from the literature and estimates the model based on data collected from a sample of 248 certified organisations. Results reveal that the main antecedents of internal decertification motivations are external factors, namely external decertification motivations and external certification barriers. External barriers do not disappear after certification and have a stronger influence on motivations than (lack of) certification benefits. Internal and external benefits have a small effect on motivations, and internal barriers have no significant effect. In addition, the relationship between external barriers and internal decertification motivations is mediated by external motivations. Similarly, the relation between external benefits and internal motivations is mediated by internal benefits. Currently, there are no other studies on the relationship between internal and external decertification motivations, nor studies identifying the antecedents of both motivations. Thus, the research findings constitute novel contributions to the literature and suggest relevant implications for practice.
{"title":"ISO 9001 internal decertification motivations: exploring barriers and benefits of certification as withdrawal antecedents","authors":"C. Cândido, Luis M. Ferreira","doi":"10.1080/09537287.2021.1916638","DOIUrl":"https://doi.org/10.1080/09537287.2021.1916638","url":null,"abstract":"Abstract Thousands of companies worldwide lose their ISO 9001 certification every year. Considering the relevance that this decertification phenomenon has achieved, this study examines the internal motivations for decertification and explores the relationships between motivations and firm’s previous certification barriers and benefits. To achieve this purpose, the study develops a partial least squares structural equation model (PLS-SEM) from the literature and estimates the model based on data collected from a sample of 248 certified organisations. Results reveal that the main antecedents of internal decertification motivations are external factors, namely external decertification motivations and external certification barriers. External barriers do not disappear after certification and have a stronger influence on motivations than (lack of) certification benefits. Internal and external benefits have a small effect on motivations, and internal barriers have no significant effect. In addition, the relationship between external barriers and internal decertification motivations is mediated by external motivations. Similarly, the relation between external benefits and internal motivations is mediated by internal benefits. Currently, there are no other studies on the relationship between internal and external decertification motivations, nor studies identifying the antecedents of both motivations. Thus, the research findings constitute novel contributions to the literature and suggest relevant implications for practice.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"182 1","pages":"330 - 344"},"PeriodicalIF":8.3,"publicationDate":"2021-05-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75529071","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-03DOI: 10.1080/09537287.2021.1921347
L. Cattaneo
The purpose of the book, as stated by the author, is to introduce what Industrial AI is and how to use it. The book therefore explores the concept of Industrial AI, in order to highlight why AI is ...
{"title":"Industrial AI. Applications with sustainable performance","authors":"L. Cattaneo","doi":"10.1080/09537287.2021.1921347","DOIUrl":"https://doi.org/10.1080/09537287.2021.1921347","url":null,"abstract":"The purpose of the book, as stated by the author, is to introduce what Industrial AI is and how to use it. The book therefore explores the concept of Industrial AI, in order to highlight why AI is ...","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"42 1","pages":"404 - 405"},"PeriodicalIF":8.3,"publicationDate":"2021-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89181237","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-05-03DOI: 10.1080/09537287.2021.1918889
Elisa Negri
book aims at providing a comprehensive review and summarizing different research works on process planning, scheduling and integrated process planning and scheduling (IPPS). The authors propose various models delineating a clear path from most simple problems to highly complex ones. The book begins with a precise review of the literature related to IPPS, providing also detailed references for both its
{"title":"Effective methods for integrated process planning and scheduling","authors":"Elisa Negri","doi":"10.1080/09537287.2021.1918889","DOIUrl":"https://doi.org/10.1080/09537287.2021.1918889","url":null,"abstract":"book aims at providing a comprehensive review and summarizing different research works on process planning, scheduling and integrated process planning and scheduling (IPPS). The authors propose various models delineating a clear path from most simple problems to highly complex ones. The book begins with a precise review of the literature related to IPPS, providing also detailed references for both its","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"1 1","pages":"403 - 404"},"PeriodicalIF":8.3,"publicationDate":"2021-05-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89342120","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-29DOI: 10.1080/09537287.2021.1916637
Ahmad Ebrahimi, Rouhollah Khakpour, S. Saghiri
Abstract This paper recommends a stepwise method, named sustainable-setup-stream-mapping (3SM), to improve manufacturing setup time and its sustainability impacts. The method is developed based on an extensive literature review, in-depth explorative research in discrete manufacturing, and lean manufacturing tools: value stream mapping (VSM) and Single-Minute Exchange of Die (SMED). 3SM uses VSM in a novel way to break down setup operations, and employs SMED techniques to improve them. 3SM also recommends a list of criteria, for environmental, social, and economic pillars of sustainability, to assess the setup impacts against them within the setup workstation and in its relevant processes. This research implements 3SM in a real-life case, where the outcomes prove the practicality of 3SM and its improvements in setup times and sustainability criteria. It shows what/how sustainability criteria are influenced by setup activities/tasks at setup work station and factory-wide levels, and also expands the scope of SMED to sustainability improvement.
{"title":"Sustainable setup stream mapping (3SM): a systematic approach to lean sustainable manufacturing","authors":"Ahmad Ebrahimi, Rouhollah Khakpour, S. Saghiri","doi":"10.1080/09537287.2021.1916637","DOIUrl":"https://doi.org/10.1080/09537287.2021.1916637","url":null,"abstract":"Abstract This paper recommends a stepwise method, named sustainable-setup-stream-mapping (3SM), to improve manufacturing setup time and its sustainability impacts. The method is developed based on an extensive literature review, in-depth explorative research in discrete manufacturing, and lean manufacturing tools: value stream mapping (VSM) and Single-Minute Exchange of Die (SMED). 3SM uses VSM in a novel way to break down setup operations, and employs SMED techniques to improve them. 3SM also recommends a list of criteria, for environmental, social, and economic pillars of sustainability, to assess the setup impacts against them within the setup workstation and in its relevant processes. This research implements 3SM in a real-life case, where the outcomes prove the practicality of 3SM and its improvements in setup times and sustainability criteria. It shows what/how sustainability criteria are influenced by setup activities/tasks at setup work station and factory-wide levels, and also expands the scope of SMED to sustainability improvement.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"10 1","pages":"311 - 329"},"PeriodicalIF":8.3,"publicationDate":"2021-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81198700","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-26DOI: 10.1080/09537287.2021.1909168
U. Ojiako, Yacoub Petro, Alasdair Marshall, T. Williams
Abstract Some studies suggest that organizational ambidexterity is best orchestrated through individual projects. However, stand-alone individual projects are relatively limited in scope, while suffering from susceptibilities to horizontal and vertical segmentation. This may render them poorly suited to serve as conduits for organizational ambidexterity. By contrast, organizations which deliver projects in portfolios, often in order to maximize resource utilization, may discern that these also provide better conduits for organizational ambidexterity. This study examines not only the extent to which project portfolio management (PPM) practices impact orchestrations of organizational ambidexterity, but also whether these orchestrated PPM practices impact further lead to superior project performance. Data were collected from one hundred and sixty PPM stakeholders spread across eight countries in the Middle East November 2016 to January 2017. The study finds portfolios performance to be strongly and highly correlated with organizational ambidexterity. Furthermore, the more organizations exhibited efficient project-portfolio-management practice, the more they were found to develop ambidextrous capabilities.
{"title":"The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success","authors":"U. Ojiako, Yacoub Petro, Alasdair Marshall, T. Williams","doi":"10.1080/09537287.2021.1909168","DOIUrl":"https://doi.org/10.1080/09537287.2021.1909168","url":null,"abstract":"Abstract Some studies suggest that organizational ambidexterity is best orchestrated through individual projects. However, stand-alone individual projects are relatively limited in scope, while suffering from susceptibilities to horizontal and vertical segmentation. This may render them poorly suited to serve as conduits for organizational ambidexterity. By contrast, organizations which deliver projects in portfolios, often in order to maximize resource utilization, may discern that these also provide better conduits for organizational ambidexterity. This study examines not only the extent to which project portfolio management (PPM) practices impact orchestrations of organizational ambidexterity, but also whether these orchestrated PPM practices impact further lead to superior project performance. Data were collected from one hundred and sixty PPM stakeholders spread across eight countries in the Middle East November 2016 to January 2017. The study finds portfolios performance to be strongly and highly correlated with organizational ambidexterity. Furthermore, the more organizations exhibited efficient project-portfolio-management practice, the more they were found to develop ambidextrous capabilities.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"11 1","pages":"260 - 274"},"PeriodicalIF":8.3,"publicationDate":"2021-04-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80559583","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-24DOI: 10.1080/09537287.2020.1742371
A. Alves, C. Leão, A. Uébe-Mansur, M. Kury
Abstract This paper presents an exploratory study on the knowledge and importance of integrating Lean Education in curricula from the Academy perspective. The study was based on the analysis of participants’ outcomes of workshops settled in international conferences. These workshops were used to promote Lean Education as a fundamental content and competency to be taught to the new professionals, independently of their future activity. Having in their DNA Lean content and competency, professionals will be thinkers adopting whole system-thinking, a sustainable conscious and ethical behaviour prepared to face Fourth industrial revolution demands. The authors believe that Lean Education provides such competencies to the new professionals and have been settling and operationalized such workshops in different contexts, involving more than 100 participants (mainly, academics) with teaching responsibilities in training the future workforce. Workshops outcomes were obtained from participants’ active discussions and through a satisfaction assessment questionnaire filled by all participants at the end of the workshop. Results show that Lean Education is valuable by academics (more than 50% of the participants gave a high score to the practicality, value, and timeliness of the workshop contents). Nevertheless, a small percentage (12%) knows what Lean Education is or teaches Lean in the classes (10%).
{"title":"The knowledge and importance of Lean Education based on academics’ perspectives: an exploratory study","authors":"A. Alves, C. Leão, A. Uébe-Mansur, M. Kury","doi":"10.1080/09537287.2020.1742371","DOIUrl":"https://doi.org/10.1080/09537287.2020.1742371","url":null,"abstract":"Abstract This paper presents an exploratory study on the knowledge and importance of integrating Lean Education in curricula from the Academy perspective. The study was based on the analysis of participants’ outcomes of workshops settled in international conferences. These workshops were used to promote Lean Education as a fundamental content and competency to be taught to the new professionals, independently of their future activity. Having in their DNA Lean content and competency, professionals will be thinkers adopting whole system-thinking, a sustainable conscious and ethical behaviour prepared to face Fourth industrial revolution demands. The authors believe that Lean Education provides such competencies to the new professionals and have been settling and operationalized such workshops in different contexts, involving more than 100 participants (mainly, academics) with teaching responsibilities in training the future workforce. Workshops outcomes were obtained from participants’ active discussions and through a satisfaction assessment questionnaire filled by all participants at the end of the workshop. Results show that Lean Education is valuable by academics (more than 50% of the participants gave a high score to the practicality, value, and timeliness of the workshop contents). Nevertheless, a small percentage (12%) knows what Lean Education is or teaches Lean in the classes (10%).","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"39 1","pages":"497 - 510"},"PeriodicalIF":8.3,"publicationDate":"2021-04-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89222137","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-22DOI: 10.1080/09537287.2021.1922777
S. Paton, Aylin Ates, H. Sminia, Marissa J. Smith
Abstract Government policy agendas in high-cost economies focus on manufacturing competitiveness promoting what they term High Value Manufacturing (HVM). HVM is seen as the solution to the problem of manufacturers in high-cost economies being outcompeted by those in low-cost economies. Despite the ubiquity of the term HVM, there is little academic engagement with it leaving HVM an under-theorized, emerging phenomenon lacking in academic legitimization. Our purpose is therefore to gain a ‘theoretical foothold’ to allow the phenomenon of HVM to be characterized. Policy documents from the UK and German governments and the European Commission are empirically analysed to determine the themes within their arguments. A literature consultation is conducted to reveal the underlying theoretical strands informing these arguments. A synthesis follows that relates the themes within the policy documents to the identified theoretical strands. We find that policy uses a plurality of multi-disciplinary, randomly drawn elements. However, despite this, some patterns can be identified with elements drawn from operations strategy, supply chain management and innovation. By defining these elements, this article makes sense of the policy rhetoric and builds a clearer understating of HVM so facilitating sharper and more structured research into its nature and its contribution to contemporary manufacturing competitiveness.
{"title":"Making sense of high value manufacturing: relating policy and theory","authors":"S. Paton, Aylin Ates, H. Sminia, Marissa J. Smith","doi":"10.1080/09537287.2021.1922777","DOIUrl":"https://doi.org/10.1080/09537287.2021.1922777","url":null,"abstract":"Abstract Government policy agendas in high-cost economies focus on manufacturing competitiveness promoting what they term High Value Manufacturing (HVM). HVM is seen as the solution to the problem of manufacturers in high-cost economies being outcompeted by those in low-cost economies. Despite the ubiquity of the term HVM, there is little academic engagement with it leaving HVM an under-theorized, emerging phenomenon lacking in academic legitimization. Our purpose is therefore to gain a ‘theoretical foothold’ to allow the phenomenon of HVM to be characterized. Policy documents from the UK and German governments and the European Commission are empirically analysed to determine the themes within their arguments. A literature consultation is conducted to reveal the underlying theoretical strands informing these arguments. A synthesis follows that relates the themes within the policy documents to the identified theoretical strands. We find that policy uses a plurality of multi-disciplinary, randomly drawn elements. However, despite this, some patterns can be identified with elements drawn from operations strategy, supply chain management and innovation. By defining these elements, this article makes sense of the policy rhetoric and builds a clearer understating of HVM so facilitating sharper and more structured research into its nature and its contribution to contemporary manufacturing competitiveness.","PeriodicalId":20627,"journal":{"name":"Production Planning & Control","volume":"4 1","pages":"359 - 370"},"PeriodicalIF":8.3,"publicationDate":"2021-04-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83348303","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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