Rondall E. Jones, Terri L. Calton and Ralph R. Peters
The Intelligent Systems and Robotics Center at Sandia National Laboratories supports several ongoing projects oriented towards enabling the creation of more automatic and…
Abstract
The Intelligent Systems and Robotics Center at Sandia National Laboratories supports several ongoing projects oriented towards enabling the creation of more automatic and effective robotic assembly systems, especially for small lot production. Two of these projects are Archimedes, which is an automatic assembly planning system, and HoldFast, which automatically designs optimal form‐closure fixtures. These technologies have application in many automated assembly contexts, whether robotic or not. Discusses the current state and applications of these two technologies. Both are based on use of a 3D CAD model, which currently must be converted to ACIS form for processing. Archimedes reasons about the liaisons between parts, then derives an assembly plan that is geometrically valid. This plan is improved by interaction with the user, who adds “constraints” to guide replanning. Facilities to define and search for a user’s “optimal” plan are under development. Given a workpiece shape, task constraints, and a description of a fixture kit, HoldFast finds the optimal fixture that can be made from the kit to hold the workpiece in form‐closure.
Details
Keywords
Annachiara Longoni, Davide Luzzini, Madeleine Pullman, Stefan Seuring and Dirk Pieter van Donk
This paper aims to provide a starting point to discuss how social enterprises can drive systemic change in terms of social impact through operations and supply chain management.
Abstract
Purpose
This paper aims to provide a starting point to discuss how social enterprises can drive systemic change in terms of social impact through operations and supply chain management.
Design/methodology/approach
This paper reviews existing literature and the four papers in this special issue and develops a conceptual framework of how social enterprises and their supply chains create social impact and further enable systematic change.
Findings
Our paper finds that social impact and systemic change can be shaped by social enterprises at three different levels of analysis (organization, supply chain and context) and through three enablers (cognitive shift, stakeholder collaboration and scalability). Such dimensions are used to position current literature and to highlight new research directions.
Originality/value
This paper proposes a novel understanding of operations and supply chain management in social enterprises intended as catalysts for systemic change. Based on this premise we distinguish different practices and stakeholders to be considered when studying social impact at different levels. The conceptual framework introduced in the paper provides a new pathway for future research and debate by scholars engaged at the intersection of social impact, sustainable operations and supply chain management.