| 1. |
|
|
| 2. |
- Almström, Peter, 1972, et al.
(author)
-
A measure of Overall Worker Efficiency applied at Volvo Cars
- 2017
-
In: PLANs Forsknings- och tillämpningskonferens 2017, Göteborg.
-
Conference paper (other academic/artistic)abstract
- The are many indicators used in industry to measure the performance of the work force. However, there is a lack of theoretical foundation and detailed descriptions of what measures to include and how to measure. Overall Worker Efficiency (OWE) is suggested in this article as a standard indicator to be applicable in all sorts of industries and levels of automation. The name OWE indicates its similarities to OEE (Overall Equipment Effectiveness). The theoretical design is similar, it is the ratio of “value adding” time to the total planned working time. However, there are many difficulties to define what value adding time is and what to include in the planned working time. Several variants of OWE are presented in this article. The selection of variant to be applied for a company should be based on the purpose for the measure. OWE can be used to follow up losses on station or line level, it can be used during a ramp-up phase to follow the number of extra personnel needed, or it can for example be used to monitor the need for support staff such as maintenance or material handling personnel.The OWE measure has been applied and tested at Volvo Cars engine plant in Skövde. That is a suitable test case since the company has a good control of their time bases. OWE requires that the intended cycle time or ideal working time is known and set by an objective method such as a pre-determined time system. In Volvo’s case MTM-SAM (Method Time Measurement – Sequenced-based Analysis Method). Data from the final assembly line was used for the test purpose and a practical work procedure was developed for Volvo.The OWE measure has the potential to be applied in all kinds of manual or semi-automatic production. The precondition is that the available time data has a good quality. The OWE measure can be used together with OEE in semi-automatic work and there will be a trade-off between them in practice where the decision of which one to maximize will depend on the bottle-necks and whether for example total cost or minimum lead-time is most important.
|
|
| 3. |
- Almström, Peter, 1972, et al.
(author)
-
Achieving Sustainable Production through Increased Utilization of Production Resources
- 2011
-
In: Proceedings of the 4th Swedish Production Symposium, SPS11, Lund, May 3-5, 2011. ; , s. 398-406
-
Conference paper (peer-reviewed)abstract
- There seems to be a quite divergent view on sustainable production, mainly based on the perspective applied. From a global perspective, every kind of material consumption and growth is basically unwanted and should be minimized. This reflects in economic sustainability parameters that point towards producing as little as possible and socialparameters pointing at eliminating abuse of human rights etc. On the other hand, international summits on sustainability have stated that it is a human right to have a certain standard of living, which implies increase in production but with less resource consumption. This global perspective is however not very helpful when focusing on more local level, for example Swedish manufacturing industry. To achieve a long-term jobsecurity the manufacturing companies need to be long-term prosperous. Further, to be able to maintain profitability levels, manufacturing companies need to continuouslyincrease productivity. Utilization deals with using production equipment in a cost efficient way and this article will highlight how utilization affects different aspects of sustainable production, the link between utilization and productivity, as well as practical considerations when improving utilization in manufacturing industry.
|
|
| 4. |
- Almström, Peter, 1972
(author)
-
Arbetsmätning
- 2015
-
In: Karlebo Handbok, redaktörer: S. Björklund, G. Gustafsson, L. Hågeryd, B. Rundqvist. - 9789147115006 ; , s. 686-695
-
Book chapter (other academic/artistic)
|
|
| 5. |
|
|
| 6. |
|
|
| 7. |
|
|
| 8. |
|
|
| 9. |
|
|
| 10. |
- Almström, Peter, 1972
(author)
-
Att mäta flexibilitet
- 2012
-
In: Verkstäderna.
-
Journal article (other academic/artistic)abstract
- En stor del av svensk verkstadsindustri konkurrerar med att vara flexibla ur olika avseenden, men försvinnande få mäter flexibilitet i produktionen. Hur kommer detta sig? En förklaring är att det är svårt och en annan är att det saknas insikt om att det behöver mätas.
|
|
| 11. |
|
|
| 12. |
- Almström, Peter, 1972
(author)
-
Development of Manufacturing Systems - A Methodology Based on Systems Engineering and Design Theory
- 2005
-
Doctoral thesis (other academic/artistic)abstract
- Increased global competition impose strain on all activities in manufacturing companies. For manufacturing systems development there is a need for systematic methods to provide shorter development time and higher quality of the resulting system. However, manufacturing systems development have been an overlooked area for a long time in Swedish industry (with a few brilliant exceptions). Manufacturing systems are generally not designed with a holistic approach. Companies tend to focus on the solution instead of starting with the requirements. There is much to learn from other engineering disciplines such as design theory and software engineering, where established scientific theories and methods are used in industry. The objective of the research is to formulate theory for manufacturing systems development that will impose a more systematic and holistic approach than today's practice. In order to meet the objective the research has been conducted on two tracks: Studies of manufacturing engineering practice in order to map the current situation and secondly development of a methodology for manufacturing systems development. The methodology cover activities from a need for a new or changed system to the formulation of the requirement specification and the development of a concept for the manufacturing system. The methodology is based on a set of general principles that are essential for sound and rational manufacturing systems design as well as a structure for the activities that need to be carried out as well as a structure for the decision making. The activities are described as processes provided through an adaptation of the international standard for systems engineering (ISO 15288). The structure for decision making is provided by the axiomatic design theory. This design theory provide a formal division of requirements and solutions, and a mean to manage dependencies in the manufacturing system. It is concluded that this methodology can provide a scientific foundation for manufacturing systems development. Important parts of the methodology have been evaluated in industrial case studies.
|
|
| 13. |
|
|
| 14. |
- Almström, Peter, 1972
(author)
-
Healthcare systems reform through activity focus
- 2018
-
Conference paper (other academic/artistic)abstract
- Healthcare systems reform through activity focus Peter Almström Department of Technology Management and Economics Chalmers University of Technology Gothenburg, Sweden Abstract (Intended for oral presentation) Introduction Healthcare systems and particularly the large hospitals need reformation, but there is obviously a lack of good ideas. The professions, the unions as well as the politicians seems to believe that the only solution is to employ more staff. We have seen the effect of that solution: the capacity has increased a little while the cost has increased a lot, i.e. productivity has decreased. The management philosophies borrowed from other fields have largely failed to deliver the promised improvements. One important reason for this, which hasn’t been highlighted in the science literature, is that the fundamental building blocks for designing and improving the systems are not in place. These building blocks are the activities performed by people at the floor level. Aim The aim of this presentation is to conceptually explain the fundamental prerequisites to achieve a reform of the operations at large hospitals by focusing on activities, especially those activities that doesn’t involve patients. Material and methods The conceptual conclusions in this presentation are based on several empirical studies at large hospitals in Sweden using work study and design science methods. The basic concepts are taken from operation management theory developed in other areas of business. Results Results from several studies are presented in brief, both to illustrate the improvements potentials and to illustrate promising solutions. Conclusions To focus on activities, which they are and how they are performed, is central for any operational improvement. It has been found that it is essential to differentiate between different types of activities and the most important distinction is to separate “handicraft activities” from “series production activities”.
|
|
| 15. |
- Almström, Peter, 1972, et al.
(author)
-
How to improve productivity by 160%
- 2014
-
In: The sixth Swedish Production Symposium.
-
Conference paper (peer-reviewed)abstract
- There is a large capacity increase potential in Swedish industry through increasing productivity of existing resources without investing in more machines or personnel. This article presents a case study where the capacity could increase more than 160% percent. This was proven by a test in running production. This tremendous increase was made possible through standardization and time setting of all work tasks. A new scheduling system was made up of product activity sequences based on a vast library of over 800 standardized generic activities.
|
|
| 16. |
- Almström, Peter, 1972
(author)
-
How to increase capacity with existing resources at a surgery unit
- 2019
-
Conference paper (other academic/artistic)abstract
- Introduction There are long queues to different kinds of surgery at all public hospitals in Sweden. The bottle-neck to increase the capacity is in most cases the lack of competent personnel. A key for meeting the increasing demand in the future is to use the existing staff in a smarter and more efficient way, i.e. to increase productivity. The physical and psychosocial work environment also need to improve to keep the staff. Surgical operations are among the activities with the most obvious potential for production planning and control. The input and outputs are often clearly defined and the transformation process is to a large extent standardized. This might lead to the belief that the surgical operations process is optimal and that the only way of increasing capacity is to add more resources, however a detailed analysis of all processes and activities reveals that there is a lot that can be improved. Aim The aim of this research is to demonstrate how the capacity for surgical operations can increase with existing resources by focusing foremost on the set-up time between the actual operations. To practically increase the capacity requires at least one more operation per day. Material and methods An activity mapping was used to set up a work sampling study to gather data about the work time distribution on different activities. This was followed by a comprehensive process mapping conducted in a series workshops with different personnel groups. Data about planned operation times were gathered from the production planning system and statistics of real times were collected through a business intelligence interface. Analysis and synthesis were made together with staff and managers. Results The result is a number of improvements actions that need to be implemented to achieve the goal of one more operation per day. The single most influential action is to parallelize activities during the changeover phase. One surprising result was that a precondition for implementing any improvement in practice was that some fundamental changes were made to the production planning software. Conclusions It is possible to carry out one more operation per day, in this case from 2 to 3 and from 3 to 4, for some of the most frequent surgical procedures. However, several improvement actions are needed: Changeover activities need to be parallelized, variations due to late changes and different disturbances need to decrease and several supporting activities need to be carried out more efficiently.
|
|
| 17. |
- Almström, Peter, 1972, et al.
(author)
-
How to realize the productivity potentials in the manufacturing industry
- 2012
-
In: Proceedings of the 5th International Swedish Production Symposium, Linköping.
-
Conference paper (peer-reviewed)abstract
- Since 2005, close to 100 PPA (Productivity Potential Assessment) studies have been carried out in the manufacturing industry. The productivity improvement potentials have thus been assessed and measured for a wide variety of companies. The focus of PPA is on the utilization aspect of productivity, however it is not given that utilization has the greatest impact on the productivity. In most cases it is the method factor, i.e. the selected machines or the manual work method that represent the greatest potential. The potential for improvement in manual work methods is especially interesting, since substantial improvements often can be achieved without or with very limited investments. This article outlines a theory for productivity improvement based on the assumption that many small actions can lead to significant improvements. The theory is supported by five examples of productivity improvement potentials and solutions for industrial cases in automotive industry.
|
|
| 18. |
|
|
| 19. |
- Almström, Peter, 1972, et al.
(author)
-
Improving productivity 192% by combining flow- and resource efficiency
- 2016
-
In: Swedish Production Symposium 25-27 October 2016, Lund.
-
Conference paper (peer-reviewed)abstract
- Radical productivity improvements on shop-floor level are not hard to achieve if the right production engineering tools are used to see them. In this article is work analysed using motion and time studies with video. A new design is proposed by using MTM-SAM (Methods Time Measurement -Sequential Activity and Methods analysis) combined with simple methods for layout planning, to achieve simultaneous flow- and resource efficiency. The case company is an electronics manufacturer and a productivity increase of 192% is achieved in one of its departments for manual assembly and testing. The solution is partly tested by letting the operators test the new work methods. The scientific contribution of this article is the verification of the theory in the Lean production literature about flow- and resource efficiency. The practical contribution is obviously the radical improvement result that is generalizable to other industries since generic production engineering methods are used.
|
|
| 20. |
|
|
| 21. |
- Almström, Peter, 1972
(author)
-
On Cost Measurement for Value-based Healthcare
- 2017
-
In: Proceedings of the EurOMA conference 2017, Edinburgh.
-
Conference paper (peer-reviewed)abstract
- The cost aspect in Value-based Healthcare (VBHC) is to a large extent neglected or seen as a problematic factor. Time-driven Activity Based Costing is a promising model to be used in healthcare in the context of VBHC. However, the way cost data is collected this far is awkward and suffer from serious reliability issues. A straight forward way of collecting the necessary data reliably, is to use work study methods. This paper demonstrates the use of pre-determined time studies, work sampling, and stop-watch studies in a case at a large university hospital.
|
|
| 22. |
|
|
| 23. |
- Almström, Peter, 1972
(author)
-
Performance and utilization factors for manual and semi-automated work
- 2013
-
In: In the proceedings of the EurOMA 2013 conference, Dublin.
-
Conference paper (peer-reviewed)abstract
- Productivity is a crucial factor for competitiveness of manufacturing companies in high-cost countries. Productivity can be increased through better method, increased perfor-mance (speed), and increased utilization. The purpose of this article is to propose and discuss factors for increasing performance and utilization of manual and semi-automated activities at shop floor level in the manufacturing industry. These factors will be used in a model for economic analysis of productivity improvements. The theory is based on studies of productivity potentials in the Swedish manufacturing industry.
|
|
| 24. |
|
|
| 25. |
- Almström, Peter, 1972, et al.
(author)
-
PPA - en metod för att bedöma produktivitetspotentialen i verkstadsindustrin
- 2006
-
Reports (other academic/artistic)abstract
- Det är en vanlig föreställning inom svensk industri att produktiviteten är hög. Det stämmer i vissa fall, om man enbart beaktar förhållandet mellan försäljningsvärdet och kostnaderna för arbetskraften. Men eftersom den eventuella produktivitetspotentialen på arbetsplatsnivå då försummas, är detta ett kraftigt missvisande sätt att se på produktivitet. Det är för att kunna mäta och kartlägga svensk industris verkliga produktivitetspotential som PPA-metoden har utvecklats. PPA står för productivity potential assessment. I den här boken beskriver vi hur metoden är uppbyggd och hur den ska användas. Metoden består dels av en uppsättning parametrar som ska mätas eller inhämtas, dels av en beskrivning av arbetsgången vid en PPA-studie. Parametrarna har delats in i olika nivåer, från ett till fyra. Parametrarna på nivå ett representerar den verkliga produktivitetspotentialen för de manuella arbetsuppgifterna i ett utvalt verkstadsavsnitt och mäts med hjälp av en frekvensstudie. Overall equipment efficiency (OEE) är det mätetal som används för att bestämma maskineffektiviteten. OEE beräknas med hjälp av företagets egna siffror för stopptider, produktionsutfall och kvalitetsutfall om sådana finns tillgängliga. På nivå två finns typiska resultatparametrar, till exempel kassationsgrad och hastighet för lageromsättning. På den tredje nivån finns parametrar som indikerar företagets förmåga att driva och utveckla sin produktion effektivt. Denna nivå innefattar bland annat en bedömning av företagets produktionstekniska kompetens och dess psykosociala arbetsmiljö. Nivå fyra behandlar metodförbättringar.PPA-metodens styrka ligger framför allt i att det effektivt går att ta fram en objektiv bild av den verkliga produktivitetspotentialen i ett företags produktion. Metoden är dessutom snabb. Det räcker med en arbetsdag för att göra en tillförlitlig bedömning av produktivitetspotentialen. Företagets styrkor och svagheter identifieras snabbt, varvid förbättringsmöjligheter kan belysas för företagets ledning. PPA-metoden gör det således möjligt för enskilda företag att ta vara på den verkliga produktivitetspotentialen. Därmed kan den svenska industrins konkurrenskraft stärkas.
|
|
| 26. |
|
|
| 27. |
- Almström, Peter, 1972, et al.
(author)
-
Prerequisites for real-time control of manufacturing systems
- 2008
-
In: Proceedings of the 18th International Conference on Flexible Automation and Intelligent Manufacturing FAIM 2008, June 30th – July 2nd, 2008, University of Skövde, Sweden.
-
Conference paper (peer-reviewed)abstract
- Real-time control of manufacturing systems is the dream of industrial management, and it is also a scientific field that has drawn a lot attention from researchers around the world. Much effort has been spent on developing new algorithms for intelligent control of manufacturing systems, but very little of this has been implemented in scheduling software. Furthermore, of the algorithms that have been implemented, very little is of actual use in industrial practice. The reason for this is not that there is something wrong with the scheduling algorithms, but the fact that the prerequisites for their use are not present. One very important prerequisite is to report real-time status of the different parts in the manufacturing system. An even more important prerequisite is to have a management system and overall control system that can handle the information and achieve real-time control. Cybernetics and specifically Beer’s Viable Systems Model (VSM) provide a mean to evaluate whether the existing or a planned organisation and management system can control the manufacturing system in real-time or not. Conclusions about the industrial practice are based on the PPA studies.
|
|
| 28. |
- Almström, Peter, 1972, et al.
(author)
-
Process theory applied at a surgery unit
- 2019
-
Conference paper (other academic/artistic)abstract
- There is a demand from within the professional healthcare organizations that operational and organizational changes must be evidence-based. “Process theory – The principles of operations management” is the closest to evidence-based practice that our research field has come up with to date. The purpose of this article is to operationalize the theory by proposing a design procedure based on it and to test that procedure on the problem of increasing the capacity of a surgery unit at a large hospital. The present state analysis part of the procedure was carried out and has led to new insights for the hospital’s management.
|
|
| 29. |
- Almström, Peter, 1972
(author)
-
Productivity measurement and improvements: A theoretical model and applications from the manufacturing industry
- 2013
-
In: IFIP Advances in Information and Communication Technology. - Berlin, Heidelberg : Springer Berlin Heidelberg. - 1868-4238 .- 1868-422X. ; 398
-
Conference paper (peer-reviewed)abstract
- This article concerns productivity improvement at factory floor level, i.e. at station, cell, or line level. At many companies, workers associate productivity or efficiency increase with something negative, it is interpreted as an increase in speed and the “sweat factor”. These misconceptions and lack of knowledge tend to put “a wet blanket” on all attempts to increase productivity in good times and productivity improvements are only discussed when the company is bleeding and at that time it’s often too late. For these reasons it’s important to clarify what productivity is and especially how it can be improved.In general, the productivity at shop-floor level can be improved through im-proving the method, increasing the performance, and increasing the utilization. The design of the products and the amount of scraped products also affects the productivity in both manual tasks as well as work performed by machines. These aspects of productivity will be elaborated in the theoretical model and the industrial applications presented in this article.
|
|
| 30. |
|
|
| 31. |
|
|
| 32. |
|
|
| 33. |
- Almström, Peter, 1972, et al.
(author)
-
Profitability analysis based on production improvements in the electronics manufacturing industry
- 2011
-
In: Proceedings of the 4th Swedish Production Symposium, SPS11, Lund, May 3-5, 2011.
-
Conference paper (peer-reviewed)abstract
- A method for analysing a factory’s profitability was developed to gain an understanding of how to improve the competitiveness of the Swedish electronics manufacturing industry. Profitability is chosen as it is one of the most important factors for success and survival in a single factory perspective. Profitability can be improved through increased profit margin (sales in relation to costs) combined with increased capital turnover rate. This can be analysed using the Du Pont method. The novelty of this research project is the combination of Du Pont and factory floor production engineering improvements. The relation between production improvements and financial effects is complex, and the method used to attack the problem is to analyse the productivity potential and how it relates to costs and tied up capital. The analysis builds upon the Productivity Potential Assessment (PPA) method and the focus is on making a relatively fast and cost effective analysis of the factory.
|
|
| 34. |
- Almström, Peter, 1972, et al.
(author)
-
Results and Conclusions from the Productivity Potential Assessment Studies
- 2008
-
In: Proceedings of the 2nd Swedish Production Symposium.
-
Conference paper (peer-reviewed)abstract
- Productivity Potential Assessment (PPA) has been used in 45 studies of manufacturing companies in Sweden. The overall conclusion is that there is a great potential for improving the efficiency and ultimately the profitability and the ability for long term survival of these companies. The key issue is to start with the basics; in terms of correct operation and set-up times, routines for follow–up of times and costs, manual work standards, ideal cycle times for machines, and so on. Too many companies are trying to make shortcuts, intentionally or against better knowledge, investing time and money in expensive IT support system and the latest management philosophy. These investments usually never pay off as intended because of the lack in basic information about actual times and costs. To retrieve the basic information, scientifically founded engineering methods and a lot of hard work is needed. Every operation for every product and every variant need to be measured, analysed, revised, and continuously updated. Ignore that and every management and support system will fall flat.
|
|
| 35. |
|
|
| 36. |
|
|
| 37. |
- Almström, Peter, 1972, et al.
(author)
-
The implementation of an almost real-time control system for administrative services
- 2008
-
In: Proceedings of the 18th International Conference on Flexible Automation and Intelligent Manufacturing FAIM 2008, June 30th – July 2nd, 2008, University of Skövde, Sweden.
-
Conference paper (peer-reviewed)abstract
- Real-time control is a dream from the sixties that with the advent of cheap micro-computers can today be materialised without higher investments. Still, in administrative operations this opportunity is far from bearing fruit. Many systems for e.g. financial control are still working with a thirty days’ delay between observations which makes them unreliable in a world in which speed of reaction is highly valued.The paper proposed here has the intention to describe the principles upon which an adaptive system for the control of administrative operations can be conceived as well as the implementation steps of such a system. The system itself is a combination of manual and computer generated elements that, in a later stage, may be entirely automated. Today it is based on visible planning but exhibits the features of a “good controller” as specified in cybernetics: a model of the situation, a model of itself, short delay between situation, observation and decision, filtering using mathematical criteria, etc. There is also a discussion of the rules upon which operational autonomy can be established for the department. The expected impact on operations is an improvement of the value delivered. The study is conducted in industry in a real, operational environment.
|
|
| 38. |
- Almström, Peter, 1972
(author)
-
The Reinvention of Time Blocks
- 2024
-
In: Advances in Transdisciplinary Engineering. - 2352-751X .- 2352-7528. ; 52, s. 431-441
-
Conference paper (peer-reviewed)abstract
- To estimate a time for future production activities is complex and requires specialist knowledge if the result needs to be accurate. The Parametric Time Block (PTB) concept is proposed as a solution to efficiently and accurately determine time for assembly activities in early development phases. As a part of a design science approach is the concept tested at two case companies. The result of the application is very promising with a dramatic efficiency increase for determining time of a forthcoming product. Several insights regarding both the structuring of PTBs and the design process have been drawn from the cases.
|
|
| 39. |
|
|
| 40. |
- Almström, Peter, 1972
(author)
-
Time Data Management - Executive summary
- 2024
-
Book (other academic/artistic)abstract
- This handbook is about Time Data Management (TDM) and it can be read from cover to cover to get an overview. Alternatively, you can look up what you want to read about via the Table of contents to the right. The primary audience is technicians and managers at manufacturing companies who are beginners in the field or want to start from scratch and build a solid foundation of time data from the ground up. Many topics in the handbook are only touched upon briefly, but there are references to more in-depth literature or websites. The handbook is a result of the research project TIMEBLY, which is funded by Vinnova (the Swedish innovation agency) and participating companies. The companies and research organizations that participated in the project are Chalmers University of Technology, KTH the Royal Institute of Technology, University of Skövde, Fraunhofer-Chalmers Centre for Industrial Mathematics, RISE Research Institutes of Sweden, Solme AB, BAE Systems Bofors AB, Swegon Operations AB, Scania CV AB, Strömsholmen AB, and Saab Dynamics AB.
|
|
| 41. |
- Almström, Peter, 1972, et al.
(author)
-
Towards the activity based hospital
- 2018
-
Conference paper (other academic/artistic)abstract
- In Swedish healthcare and at Sahlgrenska University Hospital productivity needs to increase. Many activities are performed all over the hospital, but not performed in a standardised way. The very first step to create standards for activities is to standardize the name of the activities and put them in a structure. There are standards, several official standards for both naming and carrying out health care activities, but there is no standard that includes the supporting work that is not strictly patient care. This paper describes an initiative at Sahlgrenska University Hospital using design science to develop a common terminology and structure for describing and defining all work activities performed at medical and surgical care units.
|
|
| 42. |
- Almström, Peter, 1972, et al.
(author)
-
Unit Analysis – A method for analysing improvement potentials at floor level in hospital units
- 2014
-
In: Proceedings from the 21st International Annual EurOMA Conference.
-
Conference paper (peer-reviewed)abstract
- Productivity at floor level must increase to cope with increasing health care demands without increasing the costs. Previous studies have shown that there are good potentials to improve many aspects of the work performed at hospital units. The Unit Analysis method has been developed to facilitate a systematic analysis and documentation of improvement potentials at hospital units (departments). The method is carried out during one day by two analysts. The unit analysis method is still in development stage and validation studies have been performed at seven different units at Skaraborg hospital.
|
|
| 43. |
|
|
| 44. |
- Almström, Peter, 1972, et al.
(author)
-
Why is there a mismatch between operation times in the planning systems and the times in reality?
- 2010
-
In: Proceedings of APMS2010. - 9788864930077
-
Conference paper (peer-reviewed)abstract
- There is often a substantial difference between operation times in reality on the factory shop-floor and in the company’s planning and control system. This difference has several severe consequences for the company’s daily operation in terms of meeting delivery dates and utilizing the available resources in an efficient way, as well as more long term and strategic consequences for the company’s business. Offers to customers and investmentdecisions are based on the operation times in the planning system. There are three principal causes for the gap: Operation times are not set in a correct way from the outset, extra allowance time to handle temporary disturbances tends to become permanent and accumulate, and the fact that operation times once set in the planning system seldom are updated. The root cause for these threedeficiencies is quite likely the management’s unawareness of the situation.
|
|
| 45. |
- Ericson Öberg, Anna, et al.
(author)
-
A pull approach to performance measurement systems design
- 2019
-
Conference paper (other academic/artistic)abstract
- The literature covering the design of performance measurement systems (PMS) is extensive. Empirically based cases showing how to identify and present the information to support decision-making in the best way is however not as commonly described. The purpose of this article is therefore to close this gap and to propose a novel methodology, the Pull approach, for designing performance measurements. It will provide a description of the Pull approach, position it into context in the literature and exemplify how the methodology could be used by presenting industrial case studies.
|
|
| 46. |
- Gonçalves Machado, Carla, 1975, et al.
(author)
-
Maturity Framework Enabling Organizational Digital Readiness
- 2020
-
In: Advances in Transdisciplinary Engineering at SPS2020. - Amsterdam : IOS Press BV. - 9781614994398 ; , s. 649-660, s. 649-660
-
Conference paper (peer-reviewed)abstract
- Digitalization and the use of advanced technologies for more flexible and resource efficient production processes are changing the industrial competitive environment. However, new technologies are not seldom implemented without the whole organization being ready to fully utilize its benefits. This readiness can be expressed as organizational digital maturity. Previous studies identified that the level of digitalization is increasing, but, in many cases, due to lack of foundation, it is not aligned with the business strategy and/or supported by the organizational and technological infrastructures. There is a gap in existing models to provide practical starting-up steps to support the organizational digital readiness. A conceptual readiness framework for organizational digital readiness was tested through the analysis and reflection of four cases implemented by a Swedish manufacturing company. Findings point out that it is important to create a proper organizational foundation, a readiness, to ensure a company to evolve in digital maturity. That can be developed based on three main stages of change management practices. The tool can be used to identify the organizational readiness and thereby the gaps and thresholds necessary to overcome. This will enable companies to utilize the technology level necessary to increase cost and resource efficiency, and hence competitiveness. In addition, dimensions and a roadmap for organizational, digital, and smart readiness is presented. © 2020 The authors
|
|
| 47. |
- Hedman, Richard, 1984, et al.
(author)
-
A state of the art system for managing time data in manual assembly
- 2017
-
In: International Journal of Computer Integrated Manufacturing. - 0951-192X .- 1362-3052. ; 30:10, s. 1060-1071
-
Journal article (peer-reviewed)abstract
- Valid time data, a prerequisite for the efficient use of manufacturing resources, directly influence planning and control quality. However, access to time data that capture real shop-floor operations in general and manual operations in particular is often assumed by both academics and practitioners. This has led to a mismatch between reality and the data found in systems for production planning and control, causing operational inefficiencies and negatively affecting decision-making in manufacturing companies. This article addresses the importance of updated and valid time data in planning and controlling production and considers how they relate to manufacturing system performance and improvement. The focus is on how to determine, utilise, and sustain valid time data for manual assembly operations through integrating enterprise information systems. The article builds on a case study performed at a large manufacturing enterprise that operates a state of the art system for managing time data in manual assembly. Findings from the case study reveal how standalone system applications can be integrated with the organisational functions of an enterprise to achieve updated and valid operation times.
|
|
| 48. |
- Hedman, Richard, 1984, et al.
(author)
-
Analysis of Critical Factors for Automatic Measurement of OEE
- 2016
-
In: Procedia CIRP. - : Elsevier BV. - 2212-8271. ; 57, s. 128-133
-
Conference paper (peer-reviewed)abstract
- The increasing digitalization of industry provides means to automatically acquire and analyze manufacturing data. As a consequence, companies are investing in Manufacturing Execution Systems (MES) where the measurement of Overall Equipment Effectiveness (OEE) often is a central part and important reason for the investment. The purpose of this study is to identify critical factors and potential pitfalls when operating automatic measurement of OEE. It is accomplished by analyzing raw data used for OEE calculation acquired from a large data set; 23 different companies and 884 machines. The average OEE was calculated to 65%. Almost half of the recorded OEE losses could not be classified since the loss categories were either lacking or had poor descriptions. In addition, 90% of the stop time that was classified could be directly related to supporting activities performed by operators and not the automatic process itself. The findings and recommendations of this study can be incorporated to fully utilize the potential of automatic data acquisition systems and to derive accurate OEE measures that can be used to improve manufacturing performance.
|
|
| 49. |
- Hedman, Richard, 1984, et al.
(author)
-
Evaluating Manufacturing Information Models for Productivity and Profitability Assessment of Manufacturing Facilities
- 2012
-
In: Proceedings of the 5th International Swedish Production Symposium.
-
Conference paper (peer-reviewed)abstract
- A method for analysing the profitability of manufacturing facilities by linking factory floor productivity to financial measures has been developed. For the method to reach its full potential a software implementation is necessary and the initial step will be to transform the method into a reference information model. This paper presents an evaluation of information models using the developed method as an evaluation framework. Information modelling is an important technique for manufacturing system analysis, and there is indeed no shortage of modelling methods or languages. All approaches will be subject to limitations due to the variability of manufacturing systems in general and dependent on the objectives of an analysis in particular. Selecting a suitable approach is far from trivial. It will result in trade-offs, but valid trade-offs are not possible to make without understanding the potentials and limitations of different approaches.The purpose of this paper is to identify advantages and disadvantages of the evaluated methods and languages aiming to find an approach most suitable for assessing productivity and profitability. The framework of evaluated publications may be also be applied by other scientists or practitioners to help guide decision making when considering modelling methods or languages for production system analysis.
|
|
| 50. |
- Hedman, Richard, 1984, et al.
(author)
-
Identification of relationships between operator utilization and real process capacity in automated manufacturing
- 2014
-
In: The sixth Swedish Production Symposium.
-
Conference paper (peer-reviewed)abstract
- In automated manufacturing there is continuous interaction between humans and machines. The utilization of those resources affects the capacity of manufacturing processes and consequently the performance of manufacturing systems. This paper presents an approach that incorporates productivity analysis tools and techniques to explain how manufacturing resource utilization relates to capacity and how the capacity can be improved. The findings are relevant for both academics and practitioners that are interested in understanding the effects of shop floor productivity improvements on capacity.
|
|
