By Emilio Bartezzaghi, Raffaella Cagliano, Federico Caniato, Stefano Ronchi
This publication is meant as a tribute to Gianluca Spina, the influential and encouraging Professor of industrial administration & association and provide Chain administration on the university of administration of Politecnico di Milano, who very unfortunately gave up the ghost early in 2015. It brings jointly seven of his most vital papers, released in well known overseas journals, and vitamins those papers with insightful commentaries from neighbors and associates who spotlight key messages and values of tolerating validity. the chosen papers provide a transparent experience of Spina’s learn trip through the years and canopy the most learn streams that individual his paintings. they've got additionally been selected because of their excessive impression, as mirrored via the variety of citations got, and to symbolize crucial learn collaborations that Spina had demonstrated inside Italy and in a foreign country. An introductory bankruptcy relates his study to significant advancements within the box of producing and provide Chain approach and likewise outlines the extremely important contribution that Gianluca Spina made to administration Education.
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Extra resources for A Journey through Manufacturing and Supply Chain Strategy Research: A Tribute to Professor Gianluca Spina
This is possible thanks to technological and manufacturing innovations, but the effectiveness of interventions remains tied to the search for a new coherence and a general re-orientation of the process of decision making in manufacturing. The pursuit of an integrated approach means therefore: (1) Stating new general criteria for the design and the management of the production system, taking into consideration strategic plans[20,21]. (2) Picking out the best intervention levers from the entire set proposed in the single approaches (for example, Gunn supports the idea that World Class Manufacturing is built on three pillars: Computer Integrated Manufacturing (CIM), Total Quality Control (TQC), and Just-in-Time (JIT)).
The best candidates for JIT implementation should have an intermittent manufacturing process, part assembly lines and a large number of products with low production volume per product. Therefore, the types represented by the mechanical, industrial equipment and electronic industries should be those involved with JIT. Finally, the existence of a holding company and its nationality should indicate a higher exposure to an innovative managerial culture. Therefore we expect production units which belong to international holding companies to be more interested in JIT.
H. Hollier, R. J. Boaden, & S. J. ), International operations: Crossing borders in manufacturing and service (pp. 311–316). Amsterdam: Elsevier. , & Zotteri, G. (2002a). Factors influencing co-design adoption: Drivers and internal consistency. International Journal of Operations and Production Management, 22(12), 1354–1366. , & Zotteri, G. (2002b). A model of codesign relationships: Definitions and contingencies. International Journal of Technology Management, 23(4), 304–321. , & Zotteri, G. (2000).
A Journey through Manufacturing and Supply Chain Strategy Research: A Tribute to Professor Gianluca Spina by Emilio Bartezzaghi, Raffaella Cagliano, Federico Caniato, Stefano Ronchi