پیوندهای مفید
آمار
| تعداد نشریات | 21 |
| تعداد شماره‌ها | 610 |
| تعداد مقالات | 9,026 |
| تعداد مشاهده مقاله | 67,082,724 |
| تعداد دریافت فایل اصل مقاله | 7,656,153 |
Introducing an effective model of developing production strategies and techniques on a global scale: A case study of the West African market | ||
| International Journal of Nonlinear Analysis and Applications | ||
| مقاله 12، دوره 15، شماره 2، اردیبهشت 2024، صفحه 133-154 اصل مقاله (2.08 M) | ||
| نوع مقاله: Research Paper | ||
| شناسه دیجیتال (DOI): 10.22075/ijnaa.2023.29858.4279 | ||
| نویسندگان | ||
| Babak Adham؛ Sirous Fakhimi Azar* ؛ Morteza Mahmoodzadeh؛ mohammad pasebani | ||
| Department of Management, Tabriz Branch, Islamic Azad University, Tabriz, Iran | ||
| تاریخ دریافت: 17 مهر 1401، تاریخ بازنگری: 16 بهمن 1401، تاریخ پذیرش: 29 بهمن 1401 | ||
| چکیده | ||
| This study aimed to provide an effective model for developing production strategies and techniques on a global scale in the West African market. The criteria weights were determined using Shannon’s entropy after collecting the opinions of West African market experts through questionnaires. The main and sub-components and production indicators were identified on a global scale and prepared and compiled in the form of a scoring checklist using the ISM model and examining the theoretical foundations of the research. Then, the indicators and components of the study were confirmed through the Delphi method. The causes of influence on production strategies and techniques on a global scale were designed based on structural-interpretive modeling. Further, the technique of analyzing the mutual effects of Mic Mac was used to investigate the impact of factors on each other in global scale production in the West African market. The research population was experts and specialists active in production on a global scale in the West African market. According to Saaty, 10 experts were selected as the statistical population of this research. The ISM results showed that all 28 leading indicators were finally approved by experts and were ranked from 1 to 28. The index of non-creation of waste from the sub-component of cost reduction was ranked first with an agreement coefficient of 0.798. In addition, reducing set-up time from the sub-component of cost reduction with an agreement coefficient of 0.782 was ranked second, and lean production from the sub-component of lean production with an agreement coefficient of 0.611 was ranked 28th. The second-round results of the Delphi indicated that all the sub-indicator were confirmed based on a mean >5, a low standard deviation, and an agreement coefficient >0.5. The approved model was designed based on two Delphi steps based on experts’ opinions, and the Mic Ma method showed that out of the 28 main factors, 12 were influential factors, nine were influential factors, and seven were independent factors. Finally, 10 of the main factors were determined as the key factors influencing production on a global scale in the West African market: 1) Cellular production, 2) Production without waste, 3) Activities with an environmental attitude, 4) Flexible system, 5) Field of operation, 6) No waste, 7) Operation improvement, 8) Communication with customers, 9) Clarity of business, 10) Participation and Companies relationship with suppliers. | ||
| کلیدواژه‌ها | ||
| Production on a global scale؛ Supply chain on a global scale؛ Competitive strategy in global scale production | ||
| مراجع | ||
|
[1] H. Baofeng, Q. Yinan, W. Zhiqiang and Z. Xiande, Supply chain integration on firm performance, Supply Chain Manag.: Int. J. 19 (2014), no. 4, 384–369. [2] R. Cagliano, N. Acur and H. Boer, Patterns of change in manufacturing strategy configurations, Int. J. Oper. Product. Manag. 25 (2005), no. 7, 701–718. [3] K.A. Chatha and I. Butt, Themes of study in the manufacturing strategy literature, Int. J. Oper. Product. Manag. 35 (2015), no. 4, 604–698. [4] K.A. Chatha, I. Butt and A. Tariq, Research methodologies and publication trends in manufacturing strategy: A content analysis-based literature review, Int. J. Oper. Product. Manag. 35 (2015), no. 4, 487–546. [5] D.J. Collis and C.A. Montgomery, Corporate strategy: resources and the scope of the firm, Irwin, McGraw- Hill, 1997. [6] F. De Felice and A. Petrillo, Optimization of manufacturing system through world class manufacturing, IFACPaper Online 48 (2015), no. 3, 121–126. [7] M. Ebrahimi, A. Baboli and E. Rother, The evolution of world-class manufacturing toward industry 4.0: A case study in the automotive industry, IFAC-Papers Online 52 (2019), no. 10,188–194. [8] H. Farsijani, World-class production and operation methods, Tehran: Samt Publications, 2013. [9] H. Farsijani and A. Fallah Hosseini, Identifying and prioritizing influential factors to achieve world-class supply chain management and providing appropriate solutions, Ind. Manag. Persp. (2012), no. 6, 25–44. [10] P. Garrido-Vega, C.H. Ortega Jimenez, J.L.D.P. De Los Rıos and M. Morita, Implementation of technology and product strategy practices: Relationship levels in different industries, Int. J. Product. Econ. 161 (2015), no. C, 201–216. [11] A. Golec, A relationship framework and application between strategy and operational plans for the manufacturing industry, Comput. Ind. Eng. 86 (2015), 83–94. [12] M. Hallgren and J. Olhager, Quantification in manufacturing strategy. A methodology and illustration, Int. J. Product. Econ. 104 (2006), no. 1, 113–124. [13] A. Jafarnejad and N. Mokhtarzadeh, Presenting a quantitative model fa or compliance audit of production and marketing strategies, Iran. Manag. Sci. Quart. 2 (2007), no. 6, 95–121. [14] G.Z. Jia and M. Bai, An approach for manufacturing strategy development based on fuzzy-QFD, Comput. Ind. Eng. 60 (2011), no. 3, 445–454. [15] A.F. Khaled and Z. Mohamad, The role of supply chain management in world class manufacturing, Int. J. Phys. Distribut. Logistics Manag. 11 (2003), no. 5 196–211. [16] M. Lofving, K. Safsten and M. Winroth, Manufacturing strategy frameworks are suitable for SMEs, J. Manufactur. Technol. Manag. 25 (2014), no. 1, 7–26. [17] S.D. Mir Habibi, H. Farsijani, M. Modiri, K. Khalili Damghani, Explaining the role of an integrated supply chain to achieve world-class production in home electronic industries, Ind. Manag. Quart. 10 (2017), no. 1, 101–120. [18] S.D. Mir Habibi, H. Farsijani, M. Madiri and K. Khalili Damghani, Improving supply chain integration to achieve world-class production using performance importance analysis (IPA) of Iran’s home electronics industries, Sci. Quart. Industr. Manag. Stud. 18 (2020), no. 57, 257–306. [19] A. Nazeri and S. Miladi Rad, Production networks and supply chains: a strategic view of operations (translation and summary), Supply Chain Manag. Promotion Sci. Quart. 20 (2018), no. 5. [20] R. Nurcahyo and A.D. Wibowo, Manufacturing capability, manufacturing strategy, and performance of Indonesia automotive component manufacturer, Procedia CIRP 26 (2015), 653–657. [21] A.F. Otchere, J. Annan and E. Quansah, Assessing the challenges and implementation of supply chain integration in the cocoa industries: A factor farmer in Ashanti region of Ghana, Int. J. Bus. Soc. Sci. 4 (2013), no. 5, 112–121. [22] A. Petrillo, F. De Felice and F. Zomparelli, Performance measurement for world-class manufacturing: A model for the Italian automotive industry, Total Qual. Manag. Bus. Excell. 30 (2019), no. 7–8, 1–28. [23] R. Sandeep and N. Panwar, Identifying barriers in implementing world class manufacturing (WCM) practices: A literature analysis, Int. Res. J. Eng. Technol. 3 (2016), no. 05, 23–63. [24] R.J. Schonberger, World class manufacturing: The lessons of simplicity applied, Free Press, New York, 1986. [25] K. Sengupta, R. Daniel and C. Loris, Manufacturing and service supply chain performance: A comparative analysis, J. Supply Chain Manag. 4 (2006), no. 142, 5–16. [26] M. Seyed Hosseini and A. Solukdar, Criticism of different viewpoints and factors regarding world-class production dynamics model, Proc. 5th Int. Manag. Conference, 2012. [27] H. Singh and R. Mahmood, Aligning manufacturing strategy to export performance of manufacturing small and medium enterprises in Malaysia, Proc. Soc. Behav. Sci. 130 (2014), 85–95. [28] J. Thakkar, S.G. Deshmukh, A.D. Gupta and R. Shankar, Development of a balanced scorecard an integrated approach of interpretive structural modeling (ISM) and analytic network process (ANP), Int. J. Product. Perform. Manag. 56 (2007), no. 1, 25–59. [29] A. Tizero, Designing an agile supply chain model - an interpretive structural modeling approach, Zob-Ahan joint stock company, Doctoral Thesis, Tarbiat Modares University, Tehran, 2009. [30] M. Valipour Khatir and Z.A. Akbarzadeh, Explaining production competitiveness strategies with the approach of expanding the function of fuzzy quality performance and interpretive structural modeling, Sci. Res. Quart. Industr. Manag. Stud. 15 (2018), no. 46, 135–155. | ||
|
آمار تعداد مشاهده مقاله: 18,832 تعداد دریافت فایل اصل مقاله: 210 |
||