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Industrial convergence refers to the dynamic process in which different industries gradually form new industries through mutual penetration and cross. As an advanced form of industrial synergy, industrial convergence is crucial in building a modern economic system. Using a panel data set covering China's 30 provinces during 2006–2018, this study explores the impact of industrial convergence on regional high-quality development. The findings suggest that: (1) Industrial convergence is conducive to high-quality development, and this conclusion remains robust after a series of tests. (2) For heterogeneity, the positive impact of industrial convergence on high-quality development is greater in regions with optimized energy structure and high investment outward, as does the regions with reasonable financial structure and moderate economic agglomeration. (3) Productivity improvement and industrial upgrading are the mediating paths by which industrial convergence promotes high-quality development, and the former plays a greater role. [ABSTRACT FROM AUTHOR]

This paper presents developments of traditional value stream mapping (VSM) related to enhancing system and method competencies of both individuals and organisations. Since systematic immersions in traditional VSM – a highly accepted technique for improving production systems – are necessary, this paper describes from a production research point of view approaches for systematic productivity increases, reduction of lead time and an approach to improve sustainability indicators of value streams. The introduced developments of VSM focus on the entire flow and on details, thus creating synergies for designing and improving value streams, processes and work systems both economically and ecologically. On the one hand, this paper shows how practical approaches respectively rationalisation concepts (Lean principles, VSM, Process Management, short-cyclic improvement routine, Methods-Time Measurement) are used in industry in order to manage and improve processes and value streams. On the other hand, sustainability management can be supported on shop floor with utilisation of VSM. It aims to extend the view on value streams of both researchers and practitioners in sense of system and methods competencies. [ABSTRACT FROM AUTHOR]

The need of higher quality products from the customers and the tendency of industries to quality improvement for maintaining their competitive position over the long run are the main motives of using improvement methodologies. However, any use of improvement methodology besides its additional costs will also change the total variability of the process. Changes in total variability will affect the optimal value of tolerance as well as the quality of the product. Therefore, one of the main concerns of the producers is to find an effective way to manufacture their goods in a manner that reduces the production costs and gains customers’ satisfaction. To meet these goals, this study introduces an algorithm to propose a riskless approach of improvement that results in the maximum amount of net savings. It is shown that using appropriate improvement strategies simultaneous with a proper selection of tolerance have an important impact to enhance productivity and quality. [ABSTRACT FROM AUTHOR]

The instant paper offers the features, analysis, and comparisons of industrial productivity. The work done is the pioneering endeavor to review the factors needed for the improvement of productivity in the typical Indian manufacturing sector. The proposed approach finds an alternative way-out to engage the material and workforce sources accessible in the plant, to contribute to the improvement of production and, subsequently, the productivity of the manufactory. The authors recommended the execution of the clustering technique with sequenced tooling to cultivate higher productivity. The proposed study put together the managers to examine materials and methods for applying the available resources efficaciously for productivity perfection. The suggested approach turns into implemented through raising the monthly production and reducing part manufacturing cost via decreasing production cycle time by way of targeting the unproductive setting as well as tool changing time. The executed research superbly added to the betterment of production and consequent productivity. The experimentation revealed a comparable gain in total productivity of above 13%. [ABSTRACT FROM AUTHOR]

Industrial sustainability is an important attribute and becomes a parameter of the business success. Quality improvement with an indicator of increasing process capability will affect productivity improvements and lead to industrial competitiveness and maintain industrial sustainability. The purpose of this paper is to obtain a relationship between the consistency of the DMAIC phase to increase the sigma level in productivity improvement and industrial sustainability. This paper applied for a systematic literature review from various sources of trusted articles from 2006 to 2019 using the keywords "Six Sigma, Productivity, and Industrial Sustainability." A matrix was developed to provide synthesis and summary of the literature. Six Sigma approach has been successful in reducing product variation, defects, cycle time, production costs, as well as increasing customer satisfaction, cost savings, profits, and competitiveness to maintain industrial sustainability. Extraction and synthesis in this study managed to obtain seven objectives value that found a consistent relationship between the DMAIC phase of increasing sigma levels, productivity, and industrial sustainability. The broad scope of Six Sigma literature is very beneficial for organizations to understand the critical variables and key success factors in Six Sigma implementation, which leads to substantial long-term continuous improvement, the value of money, and business. [ABSTRACT FROM AUTHOR]

A facility layout can be defined as an arrangement of the equipment area in the industry or organization of the factory. The main objective of this project was to improve the existing layout in SMEs using DELMIA QUEST simulation. In this project, new layouts are proposed to reduce the waiting time in a production line and increase the productivity. This study focused on packaging production line of a coffee manufacturing company located in Tasek Gelugor Pulau Pinang. The problems identified in this production line are limited working space, some processes overlap and are stuck due to high demands of the products. This results in high lead time. The existing layout was studied and simulated to improve certain parameters such as labour, machines, and shape of the layout. The workstations were repositioned in the proposed layout before undergoing simulation process using DELMIA QUEST software. From the simulation results, the significant improvement was determined and the best layout was chosen in terms of machines utilization and total output. Based on this, a new layout is proposed to increase the productivity capacity and to meet customers' demands. Simulation data of the proposed layout showed its productivity had increased to approximately 41.5%. [ABSTRACT FROM AUTHOR]

Benchmarking, or learning from the best, can be seen as a performance improvement strategy for companies worldwide. More than this, benchmarking enables companies to focus on their weaknesses and strengths, and thus, make a comparison with their main competitors' results so that they can remain competitive on the market. Benchmarking is one of the most common strategies for improving business performance nowadays.This study aims to analyze the implications of benchmarking in increasing performance within manufacturing companies, by analyzing successful methodologies that were implemented so far and proposing a best practice benchmarking method for manufacturing companies. The study contributes to the performance improvement of manufacturing companies, by analyzing benchmarking methodologies and best practices, as well as by offering solutions to existing challenges in the field. [ABSTRACT FROM AUTHOR]

The objective of this research was to improve the productivity for the air conditioner unit of for car manufacturers. The target production volume of the air conditioner unit was greater than 46 pieces per hour. The current capacity was insufficient, so the researchers studied the problems using a study of the assembly standard time. The study found the assembly line bottleneck standard time was 1.64 minutes per piece, representing a yield of 36 pieces per hour. The labor productivity was 1.84 pieces per person per hour. The operation two-hand chart and operation area check sheet analysis was applied to find the operations that should be improved because the standard time was over the takt time. After that the Eliminate, Combine, Rearrange, Simplify (ECRS) technique was used to propose a method for process improvement. After improvement, the bottleneck was 1.28 minutes per piece which represented a yield of 46.9 pieces per hour. The labor production rate was equivalent to 2.35 pieces per hour or an increase of 27.1%. [ABSTRACT FROM AUTHOR]

'Productivity is never an accident, it is always the result of a commitment to excellence, intelligent planning, and focused approach,' the phrase by Paul J. Meyer, an American businessman, has everything explained within it. Various quality improvement tools and techniques along with their integration have been attempted in the past for enhancing productivity levels in large-scale organizations across the globe. Similarly, new unification of these techniques can bring positive results even in a small- and medium-sized enterprise (SME). Authors, in this case study, use the synergy of two approaches, namely, 'Shainin system' and 'fuzzy analytical hierarchy process (AHP)' to enhance the productivity of a system. Shainin system stands close to a set of instruments that are clear to understand and easy to be applied, whereas AHP technique has a proven potential in decision-making and evaluation. Results, after successful implementation, indicate a monetary saving of $100,000, which is substantial for a SME. Emphasis is put on a coherent step-wise implementation of both the strategies and linking them together to inculcate the best potential outcomes. [ABSTRACT FROM AUTHOR]

Purpose This paper, in fact is the saga of turnaround of an ailing PSU plant, which in spite of all kinds of improvements measures taken up by the Company had never seen productivity beyond 65 percent of installed capacity. The purpose of this paper is also to showcase the amazing power of financial incentives in enhancing productivity, if rightly designed. On the other hand, it will also serve a lesson of caution to the users by highlighting the extent of damages what a faulty incentive plan can cause.Design/methodology/approach The methodology of Lean Six Sigma helped analyzing and improving the problem and tools like “Fishbone diagram” and “Analytical Hierarchy process” were very handy in identifying root causes for this complex problem and prioritization of those, respectively.Findings Root cause of low productivity being identified as “demotivated workforce on account of poor incentive earnings”, the existing financial incentive plans were given a relook. LSS tools like SIPOC, “heijunka”, “brainstorming” etc. were applied for revealing critical faults in the existing financial incentive schemes. Some unorthodox and very common methods were adopted in modifications and implementation of incentive plans.Research limitations/implications Modification of incentive scheme involving labor union bargain is commonly resisted by both the parties, i.e. labor unions as well as the management. Although their interest behind the same remains different. One fears to loose, while other is afraid of conceding more. This case study was not an exception too.Practical implications Expecting resistances, a good and thorough Shadow working with all kinds of “extremities tests” were prepared. This along with complete transparency followed by well explanations made both the parties happy. Accordingly, the modified incentive plans were agreed upon and subsequently were approved by the management for implementation. Few other remedies and countermeasures suggested were also implemented.Social implications The entire workforce was extremely happy and highly motivated. Provisions of equal incentive weightage with ample individual scope of earnings for both rival production groups in the modified incentive scheme successfully converted the inter-group hatred into healthy completion. Both the groups were gearing for much higher performance and earn more. Self-motivations were turned into group motivation, which is always a blessings for any incentive scheme.Originality/value Post-implementation period results were extra ordinary and unprecedented. Productivity was significantly enhanced to 15 percent in first six months, which increase up to 39 percent next year. Customer order and quality fulfillment met for the first time, relieving the management from great embarrassment. The annual incremental financial gain was more than Rs 1,000 millions. The methodology of identification of the root causes and the unique style of finding the solution are original in nature and would be helpful and guide for students, professionals of financial incentive designers, industrial engineers, managers and entrepreneurs. [ABSTRACT FROM AUTHOR]

In response to rapid expansion rate of technological change and information technology, and increasing customer demands, Next Generation Manufacturing Systems (NGMS) and Fit Production Systems (FPS) are emerged. Lean Production (LP) covers a wide range of production concepts and philosophies that can be classified as NGMS and/or FPS. In this paper, LP is introduced, defined, and reviewed, important aspects when implementing such production strategy is addressed, and practices of LP are mapped into different impact areas of production, among these 'Quality and Productivity Improvement (QPI)' impact area. QPI may involve eight lean practices these are: Variability Reduction (VR), Visual Control (VC), Poka Yoke (PY), Quality at the Source (QS), Kaizen (K), Five S (5S), Root Cause Analysis (RCA), and Total Quality Management (TQM). The purpose of this article is to provide bottomless insights into the adoption of these eight constructs and their effect on lean based QPI model. A Structural Equation Model (SME) is constructed. Hypotheses are proposed, Five-Points-Likert scale questionnaire is distributed by hand to 450 different firms. Feedback from 300 firms is collected then statistically analyzed using SPSS 15.0, AMOS 19.0.0, and LISREL 8.8 software. Implementation level (I %) of the eight lean practices in the selected sample is evaluated, multicollinearity, reliability and internal correlations matrix to insure content validity, consistency, and construct validity respectively are applied, fit indices are derived, one way ANOVA analysis is performed, and finally hypothesized causal relationships between model constructs are concluded, the results provide strong evidence that all the considered lean practices has a positive effect on lean-based QPI model, these findings can be fruitfully utilized to cope over the challenges facing the implementations of LP production strategy in industry. [ABSTRACT FROM AUTHOR]

Abstract: This paper deals with the productivity improvement of knowledge work. The productivity of knowledge work is improved through innovations with knowledge creation. The author points out that knowledge is created through the knowledge worker’s mental activity involving the interaction of three important factors, i.e., information, knowledge and insight. Knowledge workers can augment their capability to exploit knowledge and information through their personal learning efforts and/or through access to appropriate external knowledge and information sources. Although importance of sharing information and knowledge has been widely discussed in earlier studies for knowledge management and social networking services, there were only few discussions on the importance of the third factor, insight. The author discusses that insight is the key for knowledge creation and it has a special nature different from the other two: it cannot be acquired through learning, but can become usable by activating undeveloped portions of native capabilities. Only knowledge workers who have good insight have the awareness to realize innovations necessary in business. These people are newly defined as Innovation Workers. In order to substitute for inefficient conventional on-the-job trainings to nurture innovation workers, a Timed-PDCA concept is proposed in this paper. The use of the Timed-PDCA concept makes it possible to visualize the progressive status of knowledge work as well as on-going thoughts of workers, and also periodically to enforce the worker for seriously evaluating the current situation and revising the action plan towards the final goal. Repeating such a process helps cultivate undeveloped portions of native capabilities of the worker. Visualization of work progress and worker’s thoughts enable supervisors to coach workers in a timely and appropriate manner. Thus, use of the Timed-PDCA concept makes it possible to pursue productivity improvement in the current works including nurturing innovation workers concurrently. Although its application can be usefully made on any knowledge works to be managed on the time axis, managing the business-to-business sales process was chosen as the first concrete application. The paper introduces the development details of the system and its managerial effects after deployment. [Copyright &y& Elsevier]

High productivity is regarded as a goal that ensures long-term survival of firms. In Nigeria's labour-intensive construction industry, firms are currently applying various non-financial incentive schemes aimed at improving operatives' productivity. A questionnaire survey involving the management and operatives of construction firms was conducted to determine the impact of these scheme on the productivity of bricklayers. The survey was complemented with on-site observation and measurement of bricklayers' output on 40 construction projects in order to determine the impact of non-financial incentive schemes on productivity. Comparative analysis of sites with and without incentives showed that non-financial incentive schemes significantly improved bricklayers' productive time and these schemes accounted for 6% to 26% of the variations in output between the two sets of sites on block laying and concreting activities measured. [ABSTRACT FROM AUTHOR]

This paper discusses some of the major factual results and discussions of the effects of implementation of a cellular manufacturing environment on the productivity of people, management and facilities, as was experienced in this study. It is suggested that significant improvements at very low costs are possible at managerial, and other work force levels, by introduction of appropriate production management systems. This is based on analysis of the changes in production costs and more importantly the behaviour of employees brought about by a first time implementation of cellular manufacturing in a company. [ABSTRACT FROM AUTHOR]

Small and medium enterprises (SMEs) play an important role in modern economies because of their flexibility and ability to innovate. In nearly every country, SMEs play a significant role in providing employment opportunities and supporting large scale manufacturing firms. However, there are not many studies reported in the literature that deal with productivity problems in SMEs. Considering the importance of SMEs, the experiences of a small company engaged in continuous improvement and a related conceptual model are discussed here to highlight how productivity can be improved with limited resources. The case study presented in this paper was conducted at Valeo; a French company located in England that produces wiper systems for the automotive industry in the UK The wiper systems include containers, pumps, jets and hoses. Valeo produces a wide variety of low volume parts for various customers in a job shop environment The objective of the project was to improve productivity in two cells of the company, namely the Honda/Rover cell and the head/amp cleaning cell. Next, the aim was to identify potential areas for cost savings resulting from productivity gains. Finally, implementation issues associated with productivity improvement strategies in a small company are discussed. [ABSTRACT FROM AUTHOR]