Browsing by Author "Santos, Beatrice Paiva"
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- An investigation upon Industry 4.0 implementation: the case of small and medium enterprises and Lean organizationsPublication . Santos, Beatrice Paiva; Santos, Fernando Manuel Bigares Charrua; Orzes, GuidoIn recent years, industries have undergone several shifts in their operating and management systems. Alongside to the technological innovation, rapid market changes and high competitiveness; growing customer needs are driving industries to focus on producing highly customized products with even less time to market. In this context, Industry 4.0 is a manufacturing paradigm that promises to have a great impact not only on improving productivity but also on developing new products, services and business models. However, the literature review has shown that research on Industry 4.0 implementation is still characterized by some weaknesses and gaps (e.g., topics such as the implementation of Industry 4.0 in SMEs and its integration with Lean Management approach). Motivated by so, this thesis sought to answer four key questions: (RQ1) What are the challenges and opportunities for SMEs in the Industry 4.0 field? (RQ2) What are the resources and capabilities for Industry 4.0 implementation in SMEs? (RQ3) How can these resources and capabilities be acquired and/or developed and (RQ4) How to integrate Industry 4.0 and Lean Management? To deal with the first research question, a semi-systematic literature review in the Industry 4.0 field was conducted. The main goal is to explore the implementation of Industry 4.0 in SMEs in order to identify common challenges and opportunities for SMEs in the Industry 4.0 era. To face with the second and third research questions, a multiple case study research was conducted to pursue two main aims: (1) to identify the resources and capabilities required to implement Industry 4.0 in Portuguese SMEs. Furthermore, based on mainstream theories such as resource-based view (RBV) and dynamic capability theory, it sought empirical evidence on how SMEs use resources and capabilities to gain sustainable competitive advantage; (2) to shed light on how those SMEs acquire and/or develop the Industry 4.0 resources and capabilities. Finally, this thesis employed a semi-systematic literature review methodology to deal with the fourth research question. As such, it explored the synergistic relationship between Industry 4.0 and Lean Management to identify the main trends in this field of research and, ultimately, the best practices. The analysis and discussion of the best practices revealed a set of potential relationships which provided a more clear understanding of the outcomes of an Industry 4.0-LM integration.
- Challenges and Opportunities Towards an Industry 4.0 ProductionPublication . Santos, Beatrice Paiva; Santos, Fernando Charrua; Lima, Tânia M.Industry 4.0 (the fourth industrial revolution) encapsulates future industry development trends to achieve more intelligent manufacturing processes, including reliance on Cyber-Physical Systems (CPS), construction of Cyber-Physical Production Systems (CPPS), and implementation and operation of smart factories. This paper introduces relevant aspects of Industry 4.0 in relation to strategic planning, key technologies, opportunities, and challenges. Strategic planning includes construction of a CPS network, discussion of two major themes which are based on the smart factory and intelligent production, achieving three integrations (horizontal integration, vertical integration and end-to-end integration) and achieving eight plans which consist of the formulation of system standardization, efficient management etc. Finally, it referred to the enlightenment for China's manufacturing industries, to build China's Industry 4.0.
- Interação entre Filosofia Lean e Indústria 4.0Publication . Santos, Beatrice Paiva; Santos, Fernando Manuel Bigares Charrua; Lima, Tânia Daniela Felgueiras MirandaA evolução das tecnologias de informação e a sua introdução nos processos de produção está a transformar a indústria, elevando-a para um novo patamar de desenvolvimento organizacional. A fim de aproveitar os benefícios dessas tecnologias para fortalecer a competitividade no mercado global, uma mudança de paradigma de produção está a ser discutida em todo mundo: Industry 4.0. Não há dúvidas que esta nova abordagem terá um grande impacto não só na melhoria da produtividade, mas também no desenvolvimento de novos produtos, serviços e modelos de negócios. Ao mesmo tempo coloca-se em questão qual será o papel da filosofia de gestão Lean nesses novos ambientes de produção. Assim, este trabalho tem como objetivo intensificar a discussão sobre como a combinação desses dois paradigmas de produção pode ser a chave para alcançar o grau de flexibilidade necessário para superar os desafios atuais de alta variabilidade, personalização e redução dos ciclos de vida dos produtos. Através de uma extensa revisão bibliográfica, os paradigmas Lean e Industry 4.0 são examinados a fim de definir o seu estado da arte. Na sequência procura-se avaliar as vantagens da sua combinação e apresentar um plano de propostas com exemplos de como as tecnologias que compõem a Industry 4.0 podem potencializar as ferramentas Lean fornecendo as soluções necessárias para atingir os objetivos globais de alta eficiência e qualidade.
- Layout and Industrial Efficiency: A Case StudyPublication . Santos, Fernando Charrua; Calais, J.; Santos, Beatrice Paiva; Lima, Tânia M.In face of the pressures exerted by the globalization of the markets and the needs to meet the expectations of consumers, companies seek to improve their organizations at different levels. To meet these requirements and survive in increasingly dynamic scenarios, companies must be aware that they can not to be more static and they must adapt to gain competitive strength. In this context, the study of the industrial layout assumes an important role integrating all the elements involved in the production process. Thus, this article intends to demonstrate the relevance of the thematic study. To this objective, we present a case study layout of a manufacturing wood-based, with a proposal for improvement based on the SLP – systematic layout planning, method, combined with practical considerations and constraints, discussed here, and presents in industrial facilities.
- Scheduling Operations and SMED: Complementary Ways to Improve ProductivityPublication . Santos, Fernando Charrua; Santos, Beatrice Paiva; Calderón-Arce, Cindy; Figueroa-Mata, Geovanni; Lima, Tânia M.In most real cases the problem of scheduling operations are sequence de-pendent, that is, the setup time depends on the sequencing of tasks/batches in the ma-chine. Given the current industrial manufacturing trends and requirements such as high variability, customization and reduction of product life cycles, organizations seek to implement new methodologies to adapt and respond with more flexibly to new demands of the global markets. Thus, this work sought to analyse, inspired by a real case of the textile industry, how production scheduling can be understood as a complement to SMED in order to achieve productivity improvement. In the case under analysis we presented the problem of scheduling tasks in uniform parallel machines with sequence-dependent setup times. The main objective of this work was to minimize the total pro-duction time. To this goal, optimization heuristics were used, in this case, simulated annealing algorithm, that demonstrated how the use of heuristics can be an advantage to reduce setup times when associated with other methodologies such as SMED.
- The Synergic Relationship Between Industry 4.0 and Lean Management: Best Practices from the LiteraturePublication . Santos, Beatrice Paiva; Enrique, Daisy V.; Maciel, Vinicius Biasutti Pitol; Lima, Tânia M.; Santos, Fernando Charrua; Walczak, RenataIndustry 4.0 promises to make manufacturing processes more efficient using modern technologies like cyber-physical systems, internet of things, cloud computing and big data analytics. Lean Management (LM) is one of the most widely applied business strategies in recent decades. Thus, implementing Industry 4.0 mostly means integrating technologies in companies that already operate according to LM. However, due to the novelty of the topic, research on how LM and Industry 4.0 can be integrated is still under development. This paper explores the synergic relationship between these two domains by identifying six examples of real cases that address LM-Industry 4.0 integration in the extant literature. The goal is to make explicit the best practices that are being implemented by six distinct industrial sectors such as automotive, paper, furniture, healthcare, apparel, and machine manufacturing.