Andrew C. Lyons

Assessing the value of information systems in supporting agility in high‐tech manufacturing enterprises

In recent years there has been a shift towards the inclusion of agile processes in the development of manufacturing strategies. This work explores the agility of operations in four SMEs in high‐tech manufacturing and the impact made by information systems to agile performance in those companies. The study demonstrated that information systems are relegated behind other enablers of agility. Although information systems are often used to support agility, information systems in themselves are not sufficient to achieve agility in business processes. Furthermore, the case studies demonstrate that companies rely upon non‐IT attributes to improve the agility of their manufacturing operations. The results of the study suggest that information systems play a more significant role for enhancing agility.

Developing an understanding of lean thinking in process industries

The research described in this article has set out to determine the extent to which lean thinking is being adopted as a manufacturing philosophy by process industries. It concerns the application and examination of key lean manufacturing principles, namely, the alignment of production with demand, the elimination of waste, the integration of suppliers (IS) and the creative involvement of the workforce in improvement activities, to a range of process industry types based on Dennis and Merediths taxonomy of process industry transformation systems [Dennis, D. and Meredith, J., 2000a. An empirical analysis of process industry transformation systems. Management Science, 46 (8), 1085–1099]. Seventy-nine process industry product streams across 62 sites were studied. In addition, a five-site investigative field study was also undertaken. The findings demonstrate that lean practices associated with the elimination of waste are consistently used for improving manufacturing performance throughout the taxonomy of process industries but practices associated with other lean principles are inconsistently applied. In addition, explanations are provided on the appropriateness of lean thinking as a manufacturing philosophy and a strategy for improving manufacturing performance in different process industry types, and on the extent to which lean principles and practices are dependent on the characteristics of process industry transformation systems.

Performance observation and analysis of an information re‐engineered supply chain: a case study of an automotive firm

This paper provides an empirical illustration of the potential of a cross‐supply chain information system (CSCIS) in an automotive industry setting. Whilst dramatic reductions in downstream finished goods, work‐in‐progress and raw materials inventories have taken place in many automotive supply chains, this paper looks at how demand information can be made more transparent in order to improve the efficiency of upstream operations. The paper concentrates on the findings from a case study that used a prototype Internet‐based system to convert original equipment manufacturer (OEM) demand into second and third‐tier component requirements. A computer‐based value analysis illustrates how this information might be used to significantly improve supply chain synchronisation in the lower tiers. The research demonstrates how information systems can be used to improve supply chain performance and provides further motivation for the development of more holistic supply chain planning information systems.

Automotive supply chain models and technologies: a review of some latest developments

Purpose – To critically review business trends and drivers affecting the performance of supply chains and build‐to‐order initiatives.Design/methodology/approach – This is a comprehensive review of the potential implications of two inbound logistics solutions: supplier parks and the notion of full‐service‐vehicle supply in addition to developing technologies such as web services interoperability, radio frequency identification (RFID) and collaborative product commerce (CPC).Findings – It is expected that the wide adoption/consolidation of supplier parks and full‐service‐vehicle supply and technologies such as web services interoperability, RFID and CPC will facilitate/promote the adoption of build‐to‐order initiatives.Research limitations/implications – The business models and technologies presented in this paper have been developed and exploited mainly in the automotive sector. Their success could have a big impact if transferred to other industries. Only a handful of technologies/business models affectin...

Enabling mass customization: extending build-to-order concepts to supply chains

Mass customization initiatives are usually concerned with analysing and improving the flexibility of manufacturing operations to support the modular build of complex products. This paper is concerned with extending the concept of customization to manufacturing activities upstream of the final product assembly process. A case study is described that prototypes the use of an internet-enabled production information system designed to assess the feasibility of driving a build-to-order methodology through three tiers of a high-volume, high-variety supply chain. In addition, the characteristics that currently support mass customization environments and define the relationship between mass customization and supply-chain management are reviewed and discussed.

Evaluating operations flexibility in industrial supply chains to support build‐to‐order initiatives

Purpose – This paper seeks to evaluate the implications of operations flexibility in industrial supply chains and the effect it has on supporting initiatives designed for build‐to‐order (BTO) manufacturing.Design/methodology/approach – An industrial case study is used to investigate operations flexibility and its impact on industrial supply chains. Tools used in the analysis include value stream mapping (VSM) and a scorecard for performance measurement. The scorecard tool comprises daily utilisation figures, product demand and responsiveness measures such as supply chain cycle times and pipeline inventory.Findings – The results of the analysis confirm that supply chain VSM and scorecarding are effective tools that can be used to measure the performance of supply chains through the identification of inefficiencies associated with supply chain integration/design. The analysis shows the duration of value‐adding and non‐value adding activities in the entire chain. Also, the analysis has revealed the close rel...

The relationship between proximate supply and build‐to‐order capability

Purpose – To investigate the opportunities provided by proximate supply to support build‐to‐order (BTO) capability and to provide empirical analysis to identify the extent to which supplier parks as a means of facilitating proximate supply can improve supply chain performance and enhance BTO capability in the automotive sector.Design/methodology/approach – A case‐based approach was employed to analyse the relationship between proximate supply and BTO.Findings – The key results of the research demonstrate how proximate supply in the automotive sector achieved through the presence of supplier parks situated adjacent or close to vehicle assembly plants, has provided the means for moving the customer‐order decoupling point upstream and, therefore, increase the percentage of a vehicle that is BTO. BTO is generally regarded as a qualitative concept yet the results are demonstrated by adopting measures that act as a proxy for building to a unique order. In addition, first‐rate performance is seen to be achieved ...

Investigating the implications of extending synchronized sequencing in automotive supply chains: the case of suppliers in the European automotive sector

In recent years automakers have paid considerable attention to synchronizing supply chain material flow. Potential benefits associated with synchronization include stability in both demand and supply patterns, inventory reduction, elimination of demand amplification and better long-term planning. In major European production sites, the geographic proximity of suppliers to the vehicle assembly plants provided the motivation for examining the feasibility of extending the synchronized sequenced delivery of components upstream in the vehicle supply chain. The value stream used in the research concerned the seating systems at two major European production sites. The results of extending synchronized sequencing from the first to the second tier showed a reduction in demand amplification to negligible levels, achieved overall synchronization levels of 99–100% and considerably reduced overall pipeline inventory between the vehicle assembly plant and the second tier component supplier. The findings suggest how the geographic proximity of suppliers can be used to implement multi tier synchronized sequencing of components to improve supply chain performance. Based on the results of the study a series of recommendations are provided concerning the supply chain implications of multi tier synchronized sequencing.

Collaboration networks and collaboration tools: a match for SMEs?

Global patterns of industrial production have resulted in relocation of industrial operations groups in an effort to create new markets for mass and customised mass production. The collaborative effort between these dispersed teams increases the likelihood of combining ideas and knowledge in novel ways. Internet technologies enable these virtual collaboration networks to seamlessly engage in discussions that demonstrate a richness of perspectives when it comes to problem-solving and innovative idea-exchange. Indeed, knowledge creation and harnessing collective knowledge are salient features of collaborative networks (CNs) and this is witnessed by a new interest in these entities. However, small and medium enterprises (SMEs) display a difficulty in partnering and collaborating in global networks, especially since their technological infrastructure may be lacking. Given the widespread adoption of collaborative technologies in social contexts, this research seeks to examine how such informal interactions are facilitated in SMEs through Web 2.0 tools. Specifically, this paper seeks to contribute to existing literature by examining how Web 2.0 affects the collaborative effort in two SME CNs; this study demonstrated that the collaboration effort is amplified when Web 2.0 tools are available. Other parameters such as trust in other members’ ability; perception of usefulness; and enhancement of collective knowledge are seen as supporting the CN mutuality. In addition, it brings together the three diverse research areas of collaborative networks, internet collaborative tools and psychological barriers and enablers.

Prototyping an information system's requirements architecture for customer-driven, supply-chain operations

This paper describes the rationale for the development of three Internet-enabled prototype information systems and presents a case study for each system. The prototypes are applications developed to support the e-supply ambitions of three companies and their supply-chain partners by allowing production information created at the prime tier to be made accessible to first-, second- and third-tier suppliers. Each prototype consists of a series of information systems’ trials, and the impact of these trials on supply-chain performance is established using a range of indicators aggregated in the form of a scorecard. The scorecard for each prototype is compared with an equivalent scorecard used to establish the performance of the original supply-chain configuration. The prototypes reveal a potential opportunity for using the Internet to share supply-chain information and demonstrate how timely access to accurate production (or demand) information can enable second- and third-tier suppliers to align their manufacturing activities with final product assembly at the prime tier, improve build-to-order capability and make efficiency gains in terms of inventory reduction and lead-time compression. In one highlighted trial, the pipeline inventory and supply-chain cycle time were reduced from 53 days to less than 7 days.