Company-wide integration of strategic maintenance: an empirical analysis

Article Abstract:

Integration and long-term planning of maintenance work both affect prevention, quality improvement and manufacturing capabilities. Results of an empirical survey of 293 Swedish maintenance managers in manufacturing firms highlight the importance of planned and integrated strategic maintenance in meeting business objectives and achieving long-term performance. A maintenance typology of four groups, namely, interactors, functionalists, functional strategists and integrated strategists, is generated, an analysis of which confirmed the hypothesis that firms with perceived long-term maintenance plans and company-wide integrated maintenance emphasize prevention, quality improvement and manufacturing capabilities more than other firms.

Maintenance

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The forces that shape organisational performance measurement systems: an interdisciplinary review

Article Abstract:

There are four generic categories of forces that help shape the evolution and change of organizational performance measurement systems. A review of various streams of academic literature such as operations management and management accounting identified these categories as internal influences such as power relationships and coalition interests, external influences such as legislation and information technology, process issues such as management of political processes, and transformational issues such as risk of gain or loss from change. A framework integrating these four categories is presented.

Performance, Evaluation

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Communication-based coordination modeling in distributed manufacturing systems

Article Abstract:

Distributed coordination should always be preferable to centralized coordination when hardware costs for the distributed system are lower than or half of those of the centralized system. This was gleaned from a comparison of two alternative coordination modes, namely, distributed coordination by the two centers and centralized coordination by a third party. Findings suggest that the two coordination modes are comparable to a certain degree, over which distributed coordination is always preferred.

Models, Industrial management, Industrial management models

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