Suchergebnisse

The global food industry is facing many challenges due to the impact of climate change, ever-changing demands by consumers, and increasing legislative pressures by the government, which have resulted in several drivers for changes. Current large scale rigid manufacturing systems are increasingly seen as incapable of supporting the underlining requirements for implementation of such changes. In this context, one of the key requirements is the need for improved flexibility and reconfigurability of production facilities, often provided by adoption of Industrial Robots in other manufacturing sectors. However, despite their recent technological advancements, in particular the advent of the 4th industrial revolution (Industry 4.0), and significant reduction in overall implementation cost over the last two decades, the uptake of industrial robots in food processing has been slow. This paper explores the application of industrial robots in food manufacturing, the benefits of their use and the challenges currently hindering their uptake.

The objective of the paper is to provide measures of technical efficiency for the Malaysian food manufacturing industry using panel data. The empirical results show that, on average, this industry has been achieving about 73 per cent of its potential output. This means that there are still ways and means for improvement in the food manufacturing industry so as to fully achieve the potential output (100 per cent). (DÜI-Sen)

Purpose
– In recent years there has been an increasing interest in make-to-stock and make-to-order combined strategies in food manufacturing operations. However, most scholarly work to-date has neglected the role of hierarchical production planning (HPP) in guiding small- and medium-sized enterprise (SME) implementation of such strategies. The purpose of this paper is to address food SME manufacturers' readiness to adopt such strategies, in terms of internal integration and their capability to adopt formalised planning approaches.


Design/methodology/approach
– This study adopted an action research methodology to explore the potential impact of HPP in SME food manufacturers. Selected companies had identified product variety management as a challenge and also had recognised the need to enhance internal integration. Given this, the research team, from a theoretical perspective, proposed the use of HPP set within a broader decision-making conceptual framework to improve internal integration and planning.


Findings
– This paper adopts the fundamental position that HPP provides a useful framework in the establishment of strategic and tactical level constraints and priorities which then act as specific guides at the operational level, and presents empirical evidence in a food SME manufacturing context. In the cases the authors studies, the cascading effect of this decision-making framework focused attention on key metrics, encouraged greater internal integration and delivered tangible, significant improvements in performance. This was greatly facilitated by the provision of new key data on the cost of certain managerial trade-offs which these firms faced.


Originality/value
– SMEs are of a scale that requires a formalised planning approach; however production planning systems are typically designed for large scale enterprises. This paper addresses the need of SMEs in this regard. Well-established supply chain metrics were used to establish the benefits of both HPP and resulting improvement in internal integration and beyond, in terms of improvement in the quality of planning decisions.

Temporary workers in low-skilled roles often experience 'hard' HRM practices, for example the use of the Bradford Factor to monitor absence, rather than using incentives to reward attendance. However, this peripheral workforce has become increasingly diverse in the UK since the A8 European Union expansion, which has seen over a million migrants from central and eastern Europe register to work in the UK. Importantly, there is also heterogeneity within this group of workers, for example between those who intend to migrate for a short period of time then return, and those who are more settled and wish to develop a career. By considering the particular case of absence management, this paper examines how these different groups of migrants respond to HRM practices. The key contribution of the paper is to examine how different groups of migrants experience these practices, rather than simply comparing migrant and native workers as two homogeneous groups. The paper presents data from the food manufacturing sector in the UK. In total, 88 semi-structured interviews were conducted with operations managers, HR managers, union convenors and workers on permanent, temporary and agency contracts. In addition, data from informal interviews and observation at five companies are presented.