Customer inspired innovation with designer as innovation catalyst

This study explores the processes of introduction, implementation and integration of design-led innovation within a family owned company driven by engineering innovation in a sector dominated by product and process improvements. This paper is based on the outcomes of an investigation of a family manufacturing company in the METS sector over an 11-month period, where the researcher was embedded in the firm to deliver value to the company by using an action research approach. The design innovation catalyst used a design-led innovation process to capture customer insights that led to changes at the leadership, managerial and employee level of the organisation.

Buyer-supplier relationships in a servitized environment: An examination with Cannon and Perreault's framework

Purpose: The purpose of this study is to examine a buyer's adoption of servitization and the associated implications for the relationships with its suppliers. Design/methodology/approach: The authors use the case study approach to examine the tripartite relationship between a manufacturing company and two of its two suppliers. The paper explores the perspectives of employees on multiple organisational levels, and collects evidence on both sides of a relationship. The authors use template analysis utilising Cannon and Perreault's relationship connectors framework to analyse the data. Findings: There are overarching implications of servitization adoption for buyer-supplier relationships. The implications are notable in all five relationship connectors. Parties expected more open exchange of information, operational linkages were strengthened and changes in the structural arrangements of relationships were witnessed. Legal contracts are complemented by relational norms. The authors also observed a departure away from a win-lose mentality and increased levels of supplier adaptation to support the buyer's provision of integrated solutions. Research limitations/implications: The findings are confined to this tripartite relationship and to an extent are context specific. Practical implications: The study unveils buyer-supplier relationships in a servitized context and provides managers with a better understanding of some of the potential implications that the adoption of a servitization strategy may have for managing buyer-supplier relationships. Originality/value: This is the first empirical study that explores the implications of servitization on buyer-supplier relationships. It advances the understanding of the implications that the adoption of servitization has on the manner in which two parties interrelate and conduct commercial exchange. © Emerald Group Publishing Limited.

A structured modelling approach to simulating dynamic behaviours in complex organisations

This article reports a case study application of a systematic approach to modelling complex organisations, centred on simulation modelling (SM). The approach leads to populated instances of complementary model types, in ways that systematically capture, validate and facilitate various uses of organisational understandings, knowledge and data normally distributed amongst multiple knowledge holders. The model-driven approach to decision making enables improved manufacturing responsiveness. Literature on modelling technologies relevant to manufacturing systems organisation design and change is presented, as is literature on production planning and control. This provides a rationale for the development of a new modelling methodology which combines the use of enterprise, causal loop and SM. Subsequently, this article describes how in the case of a specific manufacturing enterprise the combined modelling techniques have informed the choice of alternative production planning and control policies. An example enterprise model of a capacitor manufacturing company is illustrated as derivative causal-loop models that structure and enable the design and use of a general purpose simulation model.

Implementation of Discrete and Integrated IT: The Role of Organisational Structure and Culture

ntegrated organisational IT systems, such as enterprise resource planning (ERP), supply chain management (SCM) and digital manufacturing (DM), have promised and delivered substantial performance benefits to many adopting firms. However, implementations of such systems have tended to be problematic. ERP projects, in particular, are prone to cost and time overruns, not delivering anticipated benefits and often being abandoned before completion. While research has developed around IT implementation, this has focused mainly on standalone (or discrete), as opposed to integrated, IT systems. Within this literature, organisational (i.e., structural and cultural) characteristics have been found to influence implementation success. The key aims of this research are (a) to investigate the role of organisational characteristics in determining IT implementation success; (b) to determine whether their influence differs for integrated IT and discrete IT projects; and (c) to develop specific guidelines for managers of integrated IT implementations. An in-depth comparative case study of two IT projects was conducted within a major aerospace manufacturing company.

Letter, Society Hill, SC, to George Washington Spencer, Chesterfield, SC, 1892 February 22

This letter is from the King Iron Bridge Manufacturing Company to G. W. Spencer.

A case study on the eco-efficiency performance of a composite processing industry: evaluation and quantification of potential improvements

In this study, an attempt was made in order to measure and evaluate the eco-efficiency performance of a pultruded composite processing company. For this purpose the recommendations of World Business Council for Sustainable Development (WCSD) and the directives of ISO 14301 standard were followed and applied. The main general indicators of eco-efficiency, as well as the specific indicators, were defined and determined. With basis on indicators’ figures, the value profile, the environmental profile, and the pertinent eco-efficiency ratios were established and analyzed. In order to evaluate potential improvements on company eco-performance, new indicators values and eco-efficiency ratios were estimated taking into account the implementation of new proceedings and procedures, at both upstream and downstream of the production process, namely: i) Adoption of a new heating system for pultrusion die-tool in the manufacturing process, more effective and with minor heat losses; ii) Recycling approach, with partial waste reuse of scrap material derived from manufacturing, cutting and assembly processes of GFRP profiles. These features lead to significant improvements on the sequent assessed eco-efficiency ratios of the present case study, yielding to a more sustainable product and manufacturing process of pultruded GFRP profiles.

Assessing the eco-efficiency of a composite processing industry: evaluation and quantification of potential improvements’

In this study, an attempt was made in order to measure and evaluate the eco-efficiency performance of a pultruded composite processing company. For this purpose the recommendations of World Business Council for Sustainable Development (WCSD) and the directives of ISO 14301 standard were followed and applied. The main general indicators of eco-efficiency, as well as the specific indicators, were defined and determined. With basis on indicators’ figures, the value profile, the environmental profile, and the pertinent ecoefficiency’s ratios were established and analyzed. In order to evaluate potential improvements on company eco-performance, new indicators values and eco-efficiency ratios were estimated taking into account the implementation of new proceedings and procedures, both in upstream and downstream of the production process, namely: a) Adoption of new heating system for pultrusion die in the manufacturing process, more effective and with minor heat losses; c) Recycling approach, with partial waste reuse of scrap material derived from manufacturing, cutting and assembly processes of GFRP profiles. These features lead to significant improvements on the sequent assessed eco-efficiency ratios of the present case study, yielding to a more sustainable product and manufacturing process of pultruded GFRP profiles.

Desenvolvimento de sistema de apoio dinâmico da chapa no corte em guilhotina

Guilhotinas são máquinas robustas, de corte rectilíneo, normalmente associadas a equipamentos de baixo custo, devido à pequena quantidade de dispositivos tecnológicos incorporados. No entanto, esta situação pode ser alterada através da criatividade dos projetistas deste tipo de equipamento. Analisando algumas operações específicas, pode-se observar que algumas ferramentas, quando associadas ao equipamento, podem aumentar substancialmente a produtividade do processo de corte e a qualidade do produto final. Em relação ao processo de corte de chapas finas de metal, pode-se observar que na fase final de corte, o peso do material a cortar é suspenso por uma pequena porção de material que ainda não foi sujeita ao corte. Este facto leva a uma deformação plástica nesta última zona, causando problemas de qualidade no produto final, que não ficará completamente plano. Este trabalho foi desenvolvido em torno deste problema, estudando a melhor solução para desenvolver uma nova ferramenta, capaz de evitar a falta de nivelamento da placa, após corte. Um novo equipamento foi concebido, capaz de ser facilmente incorporado na guilhotina, permitindo o acompanhamento da inclinação da lâmina durante a operação de corte. O sistema é totalmente automatizado, sendo operado por uma única instrução de corte dada pelo operador da máquina. Este sistema permite à empresa fabricante aumentar o valor agregado de cada máquina, oferecendo aos clientes soluções avançadas, contribuindo desta forma para a sustentabilidade do negócio da empresa.

Sustainability Improvement of a composite materials’ industry through recycling and re-engineering process approaches

Recent Advances in Mechanics and Materials in Design

Barnes Wines: Canada’s Oldest Winery flyer. n.d.

In 1873 George Barnes, Andrew Skinner, James Skinner, John Young Reid, Charles Robert Murray, George Magan, Thomas Barnes and Robert Duncan applied for, and received a charter for a commercial winery which would be called The Ontario Grape Growing and Wine Manufacturing Company Limited. It opened in 1894 and became known as Barnes Wines Limited. In 1973 the company completed a merger with Reckitt and Coleman (Canada) Limited. The winery operated until 1988 and was located on the banks of the old Welland Canal in St. Catharines, Ontario. The company produced a complete line of table wines, dessert wines, sherries, ports, and both crackling and sparkling wines. Barnes Wines called itself “Canada’s oldest winery” at the time of the printing of this flyer.

Barnes Wines Fonds

4 Minute Books dated: 1880, 1892, 1901, 1934, 1948-1950, 1952-1953, 1955, 1958, 1962 – 1975, 1981, 1984, 1986; 3 Common stock books dated: 1934-1935, 1937-1941, 1946, 1948-1950, 1955-1956, 1958, 1961-1974, 1981 and 2 Class A stock books dated:1948 - 1951

Johns-Manville (Canada) records, 1949-1977 (non-inclusive).

The Johns-Manville Company was founded in 1901with the merging of the H.W. Johns Manufacturing Company and the Manville Covering Company. Both companies made building materials using asbestos. The new company was based in New York, New York, and made products such as insulation and roofing materials, automotive sheet packing for cylinders, asbestos/cement, acoustical and magnesia products. Significant restructuring has occurred over the years as the company shifted from production of asbestos products to other types of building materials, such as fibre glass and forest products. Since 2001, the Johns-Manville Company has been owned by Berkshire Hathaway. The company began operations in Canada in 1918 in Asbestos, Quebec, where the Jeffrey Asbestos Mine was located. A Canadian plant opened in Port Union, Scarborough Township, in 1956, and another in North Bay, Ontario, in 1957. Both of these plants have since closed. The company currently has two plants in Canada, in Innisfail, Alberta, and Cornwall, Ontario.

By-Laws No. 1 through 11

The by-laws are signed by George Barnes and include the first two which state the name of the company is the Ontario Grape Growing and Wine Manufacturing Company and the second by-law states that the place of business is at Barnesdale, St. Catharines, Ontario.

Meeting 1 July 1881

The meeting notes include an audit for "year ending June 30th, 1880, thence to May, 25th, 1881". There is also an "auditor's report" by Richard Tew and P. Corridi which states: "To the President and shareholders of the Ontario Grape Growing and Wine Manufacturing Company, Barnsdale, Ont. Gentlemen, We the undersigned have much pleasure in informing you that we have completed our audit of the Company's Books for the year ending June 30th, 1880, thence to May 24th, 1881, and can testify to their correctness. In future we would recommend that the Books be made up to May 24th in each year, five weeks previous to the Annual meeting being held, and that the Day Book kept by the manager be submitted to the Secretary monthly, together with all vouchers, so that the transactions can be duly recorded in the Company's Books. We beg to congratulate the shareholders on the satisfactory exhibit of the Company's affairs, as shown by the annexed Balance Sheet. We are Gentlemen, yours respectfully." This is the first audit included in the book.

By-Law No. 21

A by-law that reads in part, "Be it therefore enacted by the Ontario Grape Growing & Wines Manufacturing Company Limited, that the said George Plunkett Magann is hereby directed and required to convey premises, namely all and singular that certain parcel or track of land situate lying and being in the Township of Grantham and Louth in the County of Lincoln, containing by the same more or less being composed of parts of lots numbered twenty-one and twenty-three in the third and fourth follows, that is to say etc. etc. Adopted and passed this second day of September A.D. 1901."