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Статті в журналах з теми "Manufacturing Services"

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Автор: Grafiati

Опубліковано: 14 березня 2023

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1

Ray, George F. "Services for Manufacturing." National Institute Economic Review 117 (August 1986): 30–32. http://dx.doi.org/10.1177/002795018611700104.

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The most recent peak in the production of UK manufacturing industries was in 1973; ten years later, in 1983, the level of manufacturing output was still 15 per cent lower.In the same period the official output index for services (as measured by value added and other methods) increased markedly and one of its sections—Division 8, covering banking and finance, insurance, leasing, business and professional services—grew particularly rapidly, by about 70 per cent.

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2

Juleff-Tranter, L. E. "Advanced Producer Services: Just a Service to Manufacturing?" Service Industries Journal 16, no. 3 (July 1996): 389–400. http://dx.doi.org/10.1080/02642069600000035.

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3

Gamboa Quintanilla, Francisco, Olivier Cardin, Anne L’Anton, and Pierre Castagna. "A modeling framework for manufacturing services in Service-oriented Holonic Manufacturing Systems." Engineering Applications of Artificial Intelligence 55 (October 2016): 26–36. http://dx.doi.org/10.1016/j.engappai.2016.06.004.

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4

Wang, Ming Wei, Shan Li, and Jing Tao Zhou. "The Semantic Model of Manufacturing Services." Advanced Materials Research 216 (March 2011): 558–62. http://dx.doi.org/10.4028/www.scientific.net/amr.216.558.

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Анотація:

Manufacturing services are basic building blocks for the agile collaborating business applications. It represents a new model in the utilization of the networked resources, by which self-contained, modular applications can be described, published, located and dynamically invoked in a programming language independent way. In this paper, a general formal model for manufacturing services is proposed by wrapping manufacturing resource into semantic web service. Thus resources sharing requirements are translated into service’s capacity requests. As the key part of manufacturing services, manufacturing capability profile is presented which has four particular attribute sets to represent the infomation what enterprises really care about. Finally, ontology specifications of manufacturing services are established by extending OWL-S, which provides a standard vocabulary to support in an unambiguous, computer-understandable form.

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5

O'Farrell, Patrick N. "Manufacturing demand for business services." Cambridge Journal of Economics 19, no. 4 (August 1995): 523–43. http://dx.doi.org/10.1093/oxfordjournals.cje.a035329.

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6

Qanbari, Soheil, Fei Li, and Schahram Dustdar. "Toward Portable Cloud Manufacturing Services." IEEE Internet Computing 18, no. 6 (November 2014): 77–80. http://dx.doi.org/10.1109/mic.2014.125.

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7

Lawrence, Peter. "Manufacturing or Services After 1992?" Economic Affairs 9, no. 4 (April 1989): 14–17. http://dx.doi.org/10.1111/j.1468-0270.1989.tb01131.x.

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8

Valjakka, Tiina, and Katri Valkokari. "Service network integration - a case study in manufacturing maintenance services." International Journal of Services Sciences 5, no. 3/4 (2015): 182. http://dx.doi.org/10.1504/ijssci.2015.074216.

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9

Lei, Qi, Qi Feng Wang, and Yu Chuan Song. "Manufacturing Service Integration Architecture for Networked Manufacturing." Materials Science Forum 626-627 (August 2009): 801–6. http://dx.doi.org/10.4028/www.scientific.net/msf.626-627.801.

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Анотація:

Intense competition drives the need for dynamic integration of dispersed and heterogeneous manufacturing services. This paper proposes a kind of semantic-based service integration architecture for networked manufacturing. A unique property of this architecture is that it provides the unified interface encapsulation approach and semantic analyzing method to realize dynamic and loose coupling integration. Some key technologies are introduced to demonstrate how the proposed integration architecture can be used to establish a collaborative environment, wherein manufacturing services are semantic modeled, semantic analyzed, and dynamically integrated on-demand.

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10

Olamade, Olumuyiwa. "A Long Run ARDL Investigation of Manufacturing Adjustment to the Services Economy in Nigeria." Asian Development Policy Review 9, no. 3 (September 9, 2021): 95–107. http://dx.doi.org/10.18488/journal.107.2021.93.95.107.

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Анотація:

The long-run equilibrating relationship between the value-added growth of services and manufacturing is investigated in this research. The study is based on the well-established empirical link between manufacturing and service activities, and in particular, manufacturing's servicification. The selected variables' annualized time series were obtained from the World Development Indicators. The paper used the autoregressive distributed lag framework to regress manufacturing value-added growth against service value-added growth while accounting for economic growth, factor input growth, and trade effects. The findings revealed that in Nigeria, a strong performing services sector has a large negative impact on manufacturing performance, whereas capital accumulation and income growth have positive effects. The supply constraint of business services that the manufacturing sector requires is at the root of this finding. The paper advocates for policy frameworks that support the efficient supply of business services as both a manufacturing input and a productivity enhancer for the entire economy.

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11

Kohtamaki, Marko, Henri Hakala, Jukka Partanen, Vinit Parida, and Joakim Wincent. "The performance impact of industrial services and service orientation on manufacturing companies." Journal of Service Theory and Practice 25, no. 4 (July 13, 2015): 463–85. http://dx.doi.org/10.1108/jstp-12-2013-0288.

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Анотація:

Purpose – Product-manufacturing firms are increasingly positioning themselves as providers of industrial services and solutions. Despite the increasing conceptual interest in industrial services, empirical evidence about the factors that mediate the relationships between industrial services and firm performance remains limited. The purpose of this paper is to investigate the relationship between industrial service offerings, service orientation and firm sales and profit performance. Design/methodology/approach – The study uses data from 115 manufacturing firms and adopts a structural equation modeling technique to test a set of hypotheses on service offerings, service orientation and company sales and profit performance. Findings – The results underline the importance of implementing service orientation in employees’ behavior, recruitment, training, and assessment. Service orientation is demonstrated as an essential mediator for the relationship between service offerings, revenues, and profits. The results therefore suggest that both service offerings and service orientation are important when manufacturing companies attempt to position themselves as industrial service providers. Research limitations/implications – Given the limitations of the sample collected from the Finnish manufacturing industry, future studies could refine the measures and investigate the applicability of the results in other contexts. Practical implications – The results suggest that developing a service orientation is vital for manufacturing companies to profit from increased offerings of industrial services. Because nurturing service orientation is a central enabler of the impact of service offerings on sales and profit performance, it is in the interests of manufacturing firms moving towards a servitized business model to develop training, compensation, and recruitment policies. Originality/value – The study establishes a link between service offerings, service orientation, sales, and profit performance in manufacturing firms. This is among the first studies to provide statistical evidence to support claims that even manufacturing firms can benefit from developing integrated product-service solutions.

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12

Lu, Yan, and Feng Ju. "Smart Manufacturing Systems based on Cyber-physical Manufacturing Services (CPMS)." IFAC-PapersOnLine 50, no. 1 (July 2017): 15883–89. http://dx.doi.org/10.1016/j.ifacol.2017.08.2349.

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13

Kabus, Judyta, Michał Dziadkiewicz, Ireneusz Miciuła, and Marcin Mastalerz. "Using Outsourcing Services in Manufacturing Companies." Resources 11, no. 3 (March 21, 2022): 34. http://dx.doi.org/10.3390/resources11030034.

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Анотація:

Contemporary economic entities function in various types of cooperation systems, which are primarily aimed at creating a competitive advantage and strengthening themselves in order to meet the requirements of competitors. One solution that can make a significant difference to one’s market advantage is outsourcing. It is a response of enterprises to the constantly changing conditions of functioning in a turbulent environment and the emerging new directions and concepts in management. It should be stressed that the choice of outsourcing as a strategy means not only to outsource selected work to external entities, but first of all to retain those competencies of the company that cannot be replaced by anyone. This means that a company must retain a certain sphere of the so-called key areas of activity, which in a positive way distinguish it from the competition and allow it to build an effective market advantage. The main objective of the article is to identify the areas of operation that are the most common subject of outsourcing and the determinants that affect the choice of an outsourcing operator in manufacturing companies in Poland. The variety of aspects of the research subject matter, oscillating around the main objective, has made it necessary to formulate the following research hypotheses: Research Hypothesis H1—The basic criteria determining the selection of an outsourcing operator are: price, quality of services provided and reputation; Research Hypothesis H2—The most common subject of outsourcing is finance and security. The survey was conducted in 2020, in the pre-pandemic period, on a sample of N = 120, including owners/managers of manufacturing enterprises. A non-random sample selection was used. The questionnaires were sent to 200 companies, however, only 126 were completed, of which 6 were not completed in full and were therefore rejected. The verification of the hypothesis was carried out using the chi-square test.

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14

Troy, Kathryn, and Lawrence Schein. "The quality culture: manufacturing versus services." Managing Service Quality: An International Journal 5, no. 3 (June 1995): 45–47. http://dx.doi.org/10.1108/09604529510796403.

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15

van Hoek, Remko I., and Roland van Dierdonck. "Postponed manufacturing supplementary to transportation services?" Transportation Research Part E: Logistics and Transportation Review 36, no. 3 (September 2000): 205–17. http://dx.doi.org/10.1016/s1366-5545(99)00028-9.

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16

Migal’, V. P., V. V. Skurikhin, and I. N. Ermakov. "From product manufacturing to engineering services." Glass and Ceramics 67, no. 5-6 (October 27, 2010): 142–47. http://dx.doi.org/10.1007/s10717-010-9248-x.

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17

OBE, David Liston. "Manufacturing versus Services - A False Dichotomy?" Economic Affairs 9, no. 4 (April 1989): 19–20. http://dx.doi.org/10.1111/j.1468-0270.1989.tb01133.x.

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18

Francois, Joseph, and Julia Woerz. "Producer Services, Manufacturing Linkages, and Trade." Journal of Industry, Competition and Trade 8, no. 3-4 (October 4, 2008): 199–229. http://dx.doi.org/10.1007/s10842-008-0043-0.

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19

Merino, F., and D. R. Rodriguez. "Business services outsourcing by manufacturing firms." Industrial and Corporate Change 16, no. 6 (November 21, 2007): 1147–73. http://dx.doi.org/10.1093/icc/dtm034.

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20

Ettlie, John E., and Matthew Kubarek. "Design Reuse in Manufacturing and Services*." Journal of Product Innovation Management 25, no. 5 (September 2008): 457–72. http://dx.doi.org/10.1111/j.1540-5885.2008.00314.x.

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21

Arnold, Jens M., Beata S. Javorcik, and Aaditya Mattoo. "Does services liberalization benefit manufacturing firms?" Journal of International Economics 85, no. 1 (September 2011): 136–46. http://dx.doi.org/10.1016/j.jinteco.2011.05.002.

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22

Liu, Qiang. "Cloud Manufacturing: A Novel Way to Centralize Manufacturing Resources and Provide Manufacturing Services." Advanced Science Letters 19, no. 8 (August 1, 2013): 2355–58. http://dx.doi.org/10.1166/asl.2013.4918.

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23

Cainelli, Giulio, and Massimiliano Mazzanti. "Environmental innovations in services: Manufacturing–services integration and policy transmissions." Research Policy 42, no. 9 (November 2013): 1595–604. http://dx.doi.org/10.1016/j.respol.2013.05.010.

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24

Jensen, J. Bradford. "Overlooked Opportunity: Trade in Services." Economists' Voice 13, no. 1 (January 1, 2016): 1–7. http://dx.doi.org/10.1515/ev-2016-0009.

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Анотація:

AbstractPoliticians love the manufacturing sector (almost as much as they love farmers). The current administration has in place a number of programs to support the manufacturing and set as a goal to “create one million new manufacturing jobs by the end of 2016.” (Bogage, Jacob. “Obama’s elusive promise to add one million new manufacturing jobs,”

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25

Preissl, Brigitte. "THE GERMAN SERVICE GAP OR: RE-ORGANISING THE MANUFACTURING??SERVICES PUZZLE." Metroeconomica 58, no. 3 (July 2007): 457–78. http://dx.doi.org/10.1111/j.1467-999x.2007.00278.x.

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26

Li, Zhi, W. M. Wang, Guo Liu, Layne Liu, Jiadong He, and G. Q. Huang. "Toward open manufacturing." Industrial Management & Data Systems 118, no. 1 (February 5, 2018): 303–20. http://dx.doi.org/10.1108/imds-04-2017-0142.

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Анотація:

Purpose The purpose of this paper is to propose a cross-enterprises framework to achieve a higher level of sharing of knowledge and services in manufacturing ecosystems. Design/methodology/approach The authors describe the development of the emerging open manufacturing and discuss the model of knowledge creation processes of manufacturers. The authors present a decentralized framework based on blockchain and edge computing technologies, which consists of a customer layer, an enterprise layer, an application layer, an intelligence layer, a data layer, and an infrastructure layer. And a case study is provided to illustrate the effectiveness of the framework. Findings The authors discuss that the manufacturing ecosystem is changing from integrated and centralized systems to shared and distributed systems. The proposed framework incorporates the recent development in blockchain and edge computing that can meet the secure and distributed requirements for the sharing of knowledge and services in manufacturing ecosystems. Practical implications The proposed framework provides a more secure and controlled way to share knowledge and services, thereby supports the company to develop scalable and flexible business at a lower cost, and ultimately improves the overall quality, efficiency, and effectiveness of manufacturing services. Originality/value The proposed framework incorporates the recent development in edge computing technologies to achieve a flexible and distributed network. With the blockchain technology, it provides standards and protocols for implementing the framework and ensures the security issues. Not only information can be shared, but the framework also supports in the exchange of knowledge and services so that the parties can contribute their parts.

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27

Lanz, Rainer, and Andreas Maurer. "Services and Global Value Chains: Servicification of Manufacturing and Services Networks." Journal of International Commerce, Economics and Policy 06, no. 03 (October 2015): 1550014. http://dx.doi.org/10.1142/s1793993315500143.

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Анотація:

The role of services as an input into manufacturing production — often termed "servicification" of manufacturing — is substantial in both developed and developing economies. The paper lays out conceptual and measurement issues related to services networks and provides evidence based on trade in value added statistics. Compared to goods value chains, services networks appear less fragmented internationally based on trade in value added statistics and survey evidence. However, to better capture the international services fragmentation, advances in statistics by enterprise characteristics and by mode of supply, i.e., taking into account the movement of labor and capital, are required.

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28

Mukherjee, Sonia. "Services Outsourcing and Productivity Growth." South Asia Economic Journal 19, no. 2 (September 2018): 192–209. http://dx.doi.org/10.1177/1391561418794693.

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Анотація:

The article studies the impact of outsourcing services on the productivity growth of the Indian manufacturing firms. By the term services we mean different expenses on services incurred by the manufacturing firms, such as, advertising, marketing, research and development, consultancy, auditing, business services, knowledge-based services, technical, legal and other professional services (including information communication and technology services). With further expansion in newer services, a higher demand has come from the Indian manufacturing sector. With intensive usage of services in the manufacturing production process, the performance and the manufacturing can focus on the core competencies with outsourced and cheaper services from expert service provider. For this purpose, the firm-level data have been collected from the annual financial statements of the Centre for Monitoring of the Indian Economy’s Prowess database. The econometric results conclude that services have played a positive role in improving the productivity growth of the aggregate Indian manufacturing firms and at the disaggregated level, especially for industrial groups such as food, beverage and tobacco; textiles, gems and jewellery; transport; machinery; metal, rubber and plastic; leather and footwear; and chemicals, services have played a favourable role in boosting the productivity growth. JEL: D24, L80, L60

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29

Hou, T. C., Dah-Chuan Gong, Kung-Jeng Wang, Vijay Shekhar Jha, and Chun-Chih Chiu. "KNOWLEDGE MANAGEMENT CENTRIC INTELLIGENT MANUFACTURING SYSTEMS FOR SEMICONDUCTOR MANUFACTURING SERVICES INDUSTRY." Journal of the Chinese Institute of Industrial Engineers 25, no. 6 (January 2008): 510–18. http://dx.doi.org/10.1080/10170660809509113.

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30

Sunny, S. M. Nahian Al, Xiaoqing F. Liu, and Md Rakib Shahriar. "Communication method for manufacturing services in a cyber–physical manufacturing cloud." International Journal of Computer Integrated Manufacturing 31, no. 7 (November 24, 2017): 636–52. http://dx.doi.org/10.1080/0951192x.2017.1407446.

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31

Jang, J., B. Jeong, B. Kulvatunyou, J. Chang, and H. Cho. "Discovering and integrating distributed manufacturing services with semantic manufacturing capability profiles." International Journal of Computer Integrated Manufacturing 21, no. 6 (September 2008): 631–46. http://dx.doi.org/10.1080/09511920701350920.

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32

Kapur, Basant K. "Progressive services, asymptotically stagnant services, and manufacturing: Growth and structural change." Journal of Economic Dynamics and Control 36, no. 9 (September 2012): 1322–39. http://dx.doi.org/10.1016/j.jedc.2012.03.002.

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33

Kersan-Škabić, Ines. "Services in Global Value Chains – An Insight into the Current Situation in the EU Member States." Drustvena istrazivanja 31, no. 1 (April 6, 2022): 63–87. http://dx.doi.org/10.5559/di.31.1.04.

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Анотація:

Global value chains (GVCs) consist of many production processes and phases/tasks that take place in different countries. The studies of the global value chains are mainly focused on manufactured products, often neglecting the role of services. In this paper, the emphasis is on the service sector, trade in services and the measurement of their participation in GVCs in the EU member states. There are four different ways, "modes of supply", to deliver services from a producer to the final customer. Official statistics include some of these modes, whereas some are hidden within the manufacturing process. According to the descriptive statistics analysis and presented data employed, it is clear that services trade is undervalued; services represent the majority of value added in the EU's GDP, but less than half of foreign trade; domestic value added in the service sector is higher than in manufacturing, which indicates the importance of domestic resources in the creation and export of services. EU industries are highly serviced and, interestingly, services contribute to more than 30 per cent of manufacturing production, with a higher share of foreign services.

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34

Xie, Guo Ru, and Wei An Xie. "Advanced Manufacturing Technology – Virtual Manufacturing." Applied Mechanics and Materials 543-547 (March 2014): 4638–41. http://dx.doi.org/10.4028/www.scientific.net/amm.543-547.4638.

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Анотація:

The main indicators of manufacturing companies competitiveness are time, quality, cost and related services, which make the manufacturing transform into new mode quickly. Manufacturing companies need flexibility and agility, so virtual manufacturing technology appeared. Virtual manufacturing is based on information technology, simulation technology and virtual reality technology. It can obtain many kinds of information by the aid of virtual environment. Before the design and manufacture of the product or system, virtual manufacturing can help people experience the performance and assembly relations of future product. Thus it can help people make decision and optimization scheme predictably.

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35

Zhao, Yuan Yuan, Quan Liu, Wen Jun Xu, and Lu Gao. "Modeling of Resources Capability for Manufacturing Equipments in Cloud Manufacturing." Applied Mechanics and Materials 271-272 (December 2012): 447–51. http://dx.doi.org/10.4028/www.scientific.net/amm.271-272.447.

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Анотація:

Being a kind of actual resources, manufacturing equipment resources (MERs) need to be virtualized and encapsulated into services. Our proposed works mainly focus on manufacturing capability of MERs that is consisted of two aspects: static functional capability and dynamic production capability, and relationship between related concepts so as to model MERs by ontology web language (OWL) that is based on semantic. In this paper, firstly, ontology based methodology within manufacture field is developed according to cloud manufacturing characters. Secondly, manufacturing capability is studied from functional attribute capability and production capability, then, the related concepts classes and relationship are analyzed, with the special properties defined to describe these classes based on semantic. Thirdly, the built in model is described by OWL (ontology web language) using protégé tool and an instance of MER is built based on the proposed model to express its manufacturing capability. Finally, this model is applied to Cloud MERs service platform, which is constructed for a given enterprise group, to provide MERs services. Moreover, Web Service is used in the platform to realize the sharing of the provided services.

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36

Qiao, Li Hong, and Wei Liu. "Agile Manufacturing Data Management." Key Engineering Materials 407-408 (February 2009): 189–93. http://dx.doi.org/10.4028/www.scientific.net/kem.407-408.189.

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Анотація:

An agile data service framework was proposed in the paper to meet the requirement of agile manufacturing data management in product lifecycle management. The framework was comprised of four layers: core object and ontology layer, meta-data and meta-mode layer, service component layer and implementation layer. The realization of agile manufacturing data management was investigated through the analysis of the unified manufacturing data modeling and the implementation based on services. The descriptive structure and the main content of the manufacturing data model was given. The architecture of the manufacturing data management system based on services was addressed to conduct service implementation of the framework. The proposed approach of agile data services brought forward a new feasible solution to agile data management throughout product lifecycle.

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37

Rentzhog, Magnus, and Emilie Anér. "A services environment facilitating manufacturing and agriculture." International Trade Forum 2014, no. 1 (January 31, 2014): 12–13. http://dx.doi.org/10.18356/6b1a7f4c-en.

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38

Khalil, Makram. "Oil prices, manufacturing goods, and nontradeable services." Journal of International Economics 134 (January 2022): 103553. http://dx.doi.org/10.1016/j.jinteco.2021.103553.

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39

Golara, Sina, and Kevin Dooley. "The Influence of Manufacturing Services on Innovation." Academy of Management Proceedings 2016, no. 1 (January 2016): 17418. http://dx.doi.org/10.5465/ambpp.2016.298.

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40

KUCERA, David, and Leanne RONCOLATO. "The manufacturing-services dynamic in economic development." International Labour Review 155, no. 2 (June 2016): 171–99. http://dx.doi.org/10.1111/j.1564-913x.2015.00052.x.

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41

Shepotylo, Oleksandr, and Volodymyr Vakhitov. "Services liberalization and productivity of manufacturing firms." Economics of Transition 23, no. 1 (December 19, 2014): 1–44. http://dx.doi.org/10.1111/ecot.12061.

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42

Yilmaz, B., C. Makatsoris, and Y. S. Chang. "Adaptive Electronics Manufacturing Services Using Intelligent Agents." International Journal of Advanced Logistics 1, no. 2 (December 2012): 70–91. http://dx.doi.org/10.1080/2287108x.2012.11006077.

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43

Hoekman, Bernard, and Ben Shepherd. "Services Productivity, Trade Policy and Manufacturing Exports." World Economy 40, no. 3 (September 22, 2015): 499–516. http://dx.doi.org/10.1111/twec.12333.

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44

Pires, Cesaltina Pacheco, Soumodip Sarkar, and Luísa Carvalho. "Innovation in services – how different from manufacturing?" Service Industries Journal 28, no. 10 (December 2008): 1339–56. http://dx.doi.org/10.1080/02642060802317812.

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45

Kozłowska, Justyna. "Services in Machinery Manufacturing Sector in Poland." Procedia Engineering 182 (2017): 350–58. http://dx.doi.org/10.1016/j.proeng.2017.03.110.

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Armah, Bartholomew. "Trade-affected workers: Manufacturing and services compared." Social Science Journal 33, no. 1 (March 1, 1996): 83–87. http://dx.doi.org/10.1016/s0362-3319(96)90007-5.

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