Search results

The purpose of this paper is to analyze the best way to create value in Portugal through quality and innovation and also to check what needs to be improved.

A questionnaire was applied to population of 152 companies, with the research and development (R&D) management certified by Portuguese Standard NP 4457. The final sample was 66 companies, which correspond to 45 percent of the population. Statistical analysis of the data collected was performed using IBM SPSS Statistical Software.

The authors highlighted the main reasons/motivations that led companies to implement the NP 4457, which were, among others, competitive advantage and creating value. The systematization of information and the generation and management of ideas were highlighted as the main advantages. The lack of methodologies for innovation management and knowledge management was the difficulty experienced in the implementation of NP 4457. Portugal needs to increase patent registration and it also needs to know how to take advantage of the investment made in R&D, in order to decrease the unit cost of knowledge. Portuguese engineering should be more about product design than production processes. The involvement of top management must be greater.

This investigation contributes to the innovation and quality body of knowledge, since it explores the complementarity between the two concepts as sources of value creation. This case study is one of the first Portuguese empirical research works about value creation through quality and innovation in Portugal. It also allows to know in detail the Portuguese business reality in terms of innovation management.

This paper aims to present a model developed by an Italian company, Gamma, that produces technologically high-precision components, with the objectives of defining a model of vendor rating to improve companies’ management and quality within the supply chain.

The research has been developed through a qualitative approach, based on a longitudinal single case study. Two semi-structured interviews have been carried out with the company’s Quality Manager in September 23 and October 31, 2016. Relevant secondary data were also used, such as company reports and their website.

Owing to the implementation of the Gamma model, the company is committed to the prudent selection of its partners and in establishing lasting relationships of mutual benefit with them. The termination of the relationship with suppliers is therefore rare; monitoring periods and improvement of suppliers are preferred. The Gamma model and its suppliers jointly undertake corrective actions that have to be implemented within a defined time frame.

Establishing criteria for an objective evaluation of suppliers could be directly or indirectly related to the quality of the final product, and greatly affects the same. This model has been effective for the identification of less performing suppliers that have to be subjected to improvement and audit plans.

This model allows the assignment of penalties or rewards, identifies which suppliers to direct audits and improvement plans, with which to end the relationship and with which to establish a relationship of integration and direct involvement.

This research aims to focus on the idea management system (IMS) with the main purpose of identifying and describing the factors that promote success in managing ideas, grounded on the analysis of case studies.

The method used consists of a case study and semi-structured interviews with those directly responsible for the management of ideas from four companies, which are presented in this paper.

The main findings, critical for the success of an IMS, are as follow: the involvement of top management, evidence of results, establishment of goals and objectives, dissemination of good results, willingness to share and develop ideas, complete transparency in the management of ideas, maintenance of dynamic and proactive attitudes and mainly recognition. All have been described.

This work presents a preliminary framework for further research toward the study of CSFs inherent to IMSs that is still bound by the limited number of case studies presented. Further research should be undertaken to broaden and consolidate the presented CFSs and their pertinence.

This study, although limited to four case studies, presents conclusive results that support managers of suggestion systems/IMSs in improving or deploying such systems. The main factors were identified and described. They can contribute to the effectiveness of employee suggestion system. It can be reasoned from this investigation that the contributions from employees toward the success of a company leads to excellence in business.

The purpose of this paper is to present a case study regarding the deployment of a previously developed model for the integration of management systems (MSs). The case study is developed at a manufacturing site of an international enterprise. The implementation of this model in a real business environment is aimed at assessing its feasibility.

The presented case study takes into account different management systems standards (MSSs) progressively implemented, along the years, independently. The implementation of the model was supported by the results obtained from an investigation performed according to a structured diagnosis that was conducted to collect information related to the organizational situation of the enterprise.

The main findings are as follows: a robust integrated management system (IMS), objectively more lean, structured and manageable was found to be feasible; this study provided an holistic view of the enterprise’s global management; clarifications of job descriptions and boundaries of action and responsibilities were achieved; greater efficiency in the use of resources was attained; more coordinated management of the three pillars of sustainability – environmental, economic and social, as well as risks, providing confidence and added value to the company and interested parties was achieved.

This case study is pioneering in Portugal in respect to the implementation, at the level of an industrial organization, of the model previously developed for the integration of individualized MSs. The case study provides new insights regarding the implementation of IMSs including the rationalization of several resources and elimination of several types of organizational waste leveraging gains of efficiency. Due to its intrinsic characteristics, the model is able to support, progressively, new or revised MSSs according to the principles of annex SL (normative) – proposals for MSSs – of the International Organization for Standardization and the International Electrotechnical Commission, that the industrial organization can adopt beyond the current ones.

Protecting business value is regarded to be the cornerstone of any organization. The purpose of this paper is to investigate and explore the potential contributions of the integration of standardized management systems (MSs) into an integrated MS. This will support a better coordinated management of different kinds of risks that exist in organizational processes.

The findings are based on literature as well as empirical case studies conducted by the authors. It focuses on the potential results of integration of MSs.

It is found that the integration of MSs leads to a more coherent, extensive, consistent, and harmonized process of identification of hazards. Also, it is found that from integration also results in the minimization of associated risks that affect key aspects of business, considering the organizational context vs requirements of each relevant stakeholder, as defined in related management systems standards.

This research, investigate the risk management (RM) and the integration of MSs from existing research papers about empirical studies for the period 2000-2014, including case studies in which the authors are involved. The number of enterprises can be larger.

Although there is some research regarding RM in organizations related to isolated implementations of MSs, this paper stands in a different perspective, since it addresses the issues emerging from the integration of standardized MSs in a broader perspective.

The purpose of this paper is to analyze the current state of fabrication laboratories (Fab Lab), an international network of digital laboratories, which provides new technological tools for digital manufacturing that can be used from individual users, to small businesses and schools. The aim is to understand similarities and differences of skills, technologies used and customers served among the main European laboratories (Italy, France, Germany, the Netherlands and Spain) and the American ones.

Data from European and American Fab Labs were collected using a questionnaire survey performed on a total sample of n=493 Fab Labs. The administration of the survey took place through e-mail; 73 Fab Labs participated to the survey, reaching a total response rate of 14.81 percent.

The results show that Italian laboratories are characterized by ample space available, but limited capacity for investment in machinery and technology. European Fab Labs are similar to the Italian Fab Labs, while the American ones are more heterogeneous in size. However, a fact that emerges clearly from the results is how American Fab Labs are more important realities than European ones in terms of turnover and investments. They are more similar to businesses with an independent financial support.

The novelty of the study resides in the issue considered and the experimental techniques used. Some qualitative case studies have been developed in the field, but no previous quantitative analyses have been developed on a large sample of Fab Labs, developing comparisons between European and American realities of these digital laboratories.

The aim of this study is to investigate the perceived benefits offered by integrated management system (IMS) in the readymade garments (RMG) sector in Bangladesh and the respective linkage with corporate social responsibility (CSR) to promote sustainable development. This study presents a list of IMS benefits composed of different international management standards according to ISO 9001:2015, ISO 14001:2015, OSHAS 18001: 2007 and SA 8000:2014.

To identify the possible benefits of IMS, a systematic literature review was conducted from 2009 to 2019, namely, in the database of Elsevier, Emerald and John Wiley. A questionnaire survey was developed with the purpose of examining the perceived main benefits of IMS. The questionnaire was e-mailed to 355 representatives of 15 RMG sectors in Bangladesh. A total of 256 complete and useable responses were received, constituting the base of this work. Subsequently, statistical analysis was conducted using SPSS 20 software.

The main findings of the present study show that the most important five benefits of IMS in RMG sector in Bangladesh are better capacity to achieve organization’s objectives, optimum use of various resources, business sustainability, synergies of different management policies and reduction of duplication efforts.

Two major limitations of the study are as follows: first, it is not a longitudinal study; second, IMS benefits were examined in the national sector context. The present study has both theoretical and practical implications. The study presents a comprehensive list of IMS benefits that contribute to the existing literature from a theoretical point of view. On the other hand and from a practical point of view, this study encourages managers to implement IMS in their organizations.

This study helps in understanding the contribution of IMS benefits to cleaner production and CSR in Bangladesh. The focus on the benefits of IMS in the RMG sector in Bangladesh is another significant aspect of this study because it promotes the development of environmental policies linked to CSR with stakeholder engagement, as a driver to sustainable development.

This study used a qualitative approach on five case studies in Brazilian industrial companies. The research used interviews, document analysis and on-site visits to collect and analyze data. The companies were selected based on the following criteria: operating in the industrial sector, updating their quality management system (QMS) process to ISO 9001: 2015 and agreeing to participate in this study.

This article aims to investigate the strategies of industrial companies adopted for ISO-9001:2015 certification in light of the six major advances concerning the previous version. Thus, QMS of other organizations can incorporate identified lessons learned, whether certified or not.

The main finding of the research is the systematization of a set of lessons learned in the experiences of implementing the six significant advances of ISO 9001 concerning the previous version by industrial companies in the State of São Paulo in Brazil. These lessons can and should be used by other organizations to improve their QMSs.

The practices identified in this empirical research can serve as benchmarking to assist quality managers from other companies in QMS certification based on ISO 9001: 2015 or even those not certified but interested in updating their QMSs. Therefore, lessons learned can significantly minimize efforts to improve your projects, processes, products and services. These findings can also help industrial companies improve their production efficiency and effectiveness through quality improvement.

The main novelty of the research is the consolidation of theoretical and practical analysis of the main changes in the latest version of the ISO 9001 standards. The efforts to fulfill those changes result in lessons learned. The “lessons learned” will form a new block of knowledge that will subsidize theoretical (new research) and practical (formulation of a new ISO 9001 standard and helps quality managers improve their systems).

The purpose of this paper is to assess the impact of a maintenance philosophy, Total Productive Maintenance (TPM), on the operational performance of the Portuguese industry, identifying how it enables the systematic reduction of waste in maintenance.

A structured questionnaire was constructed and sent to 472 Portuguese enterprises, having obtained a sample constituted of 84 valid answers. With a five-point Likert scale, it was possible to assess the impact of the TPM on five operational performance dimensions, being them: quality, flexibility, productivity, safety and costs.

It was found that the planned maintenance, together with education and training are the practices with the highest degree of implementation in the Portuguese industry, exceeding 70% for both. The productivity is the dimension with a higher degree of impact from the implementation of TPM and costs the dimension that suffered a lesser impact.

This paper shows and analyses the current state of TPM implementation in the Portuguese industry and it will be useful for maintenance professionals, researchers and others concerned with maintenance, in order to understand the effects of TPM implementation on the operational performance of the Portuguese industries.

The findings from this paper will be valuable for professionals who desire and are looking forward to implement an effective maintenance approach in the maintenance management system, in order to achieve the excellence in maintenance.

This study aims to analyze the innovations introduced, with reference to enterprise resource planning, in the Italian wood–furniture sector, focusing attention on the COSMOB S.p.A. case study, identifying how this small company tried to exploit the advantages offered by the introduction of new digital technologies to remain competitive in the context of the accredited Test Laboratories in the furniture industry.

The research has been developed with a qualitative approach. The study is a conceptual development and it uses exploratory interviews to create a single case study of COSMOB. The case study was developed with the realization by the researcher of a long period of support to the company’s Quality Manager, and periodic bi-monthly interviews for an update of their perceptions on the development of the activity.

The need for rapid decision-making processes, the management of high volumes of data and the need for inter- and intra-organizational connection had a critical relief in company’s decision to adopt the integrated software. As for the main problems related to its adoption, these were the duration of the implementation of the operation, the complexity of the system and its limited adaptability.

The value of the paper relies on the development of an in-depth company case study, where the researcher supported the implementation of the system for the entire activity, obtaining therefore, a qualitative base of information that cannot be obtained through limited interviews.