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        <title>Frontiers in Industrial Engineering | Engineering Management section | New and Recent Articles</title>
        <link>https://www.frontiersin.org/journals/industrial-engineering/sections/engineering-management</link>
        <description>RSS Feed for Engineering Management section in the Frontiers in Industrial Engineering journal | New and Recent Articles</description>
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        <pubDate>2026-05-09T06:45:36.819+00:00</pubDate>
        <ttl>60</ttl>
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        <guid isPermaLink="true">https://www.frontiersin.org/articles/10.3389/fieng.2025.1670308</guid>
        <link>https://www.frontiersin.org/articles/10.3389/fieng.2025.1670308</link>
        <title><![CDATA[The effect of facility layout changes and 5S implementation on reworks using MCDM: a lean implementation case study]]></title>
        <pubdate>2026-03-17T00:00:00Z</pubdate>
        <category>Original Research</category>
        <author>Tlotlo K. Ramasu</author><author>Mukondeleli G. Kanakana-Katumba</author><author>Tshifhiwa Nenzhelele</author><author>Khumbulani Mpofu</author>
        <description><![CDATA[IntroductionSmall and medium-sized enterprises (SMEs) in the manufacturing sector often struggle with inefficiencies, defective products, and weak employee–management collaboration, all of which weaken their competitiveness and long-term sustainability. This case study explores the implementation of a lean implementation program at H4A Pty Ltd, a composite manufacturing plant in response to persistent reworks, and delays which affect productivity. The study aims to assess how 5S, facility layout and workplace cooperation impact the achievement of key operational performance indicators. The lean approach adopted in the study aligns closely with Sustainable Development Goals 4 and 8, supporting SMEs in enhancing their sustainability, responsibility, and competitiveness through quality education thereby contributing to the advancement of a more resilient and sustainable economy.MethodsThe study focused on 5S methodology, facility layout changes using multi criteria decision making (MCDM) Analytical Hierarchy Process (AHP) and Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) and improved monitoring to eliminate defective products. Implementation involved structured employee training, participatory decision-making workshops, and management support to ensure sustainability.ResultsResults demonstrated significant improvements in efficiency, including a marked reduction in defective products, improved workflow due to optimized facility layout, and stronger communication between management and staff. Defect rates were reduced to zero during the implementation phase, while key performance indicators (KPIs) for productivity showed consistent upward trends.DiscussionAlthough the study was limited to only one firm, the findings suggest that integrating 5S with MCDM-based facility layout provides a replicable strategy for manufacturing firms seeking to improve productivity, meet KPIs, and foster a cooperative workplace environments, while advancing sustainable development objectives.]]></description>
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        <guid isPermaLink="true">https://www.frontiersin.org/articles/10.3389/fieng.2024.1407367</guid>
        <link>https://www.frontiersin.org/articles/10.3389/fieng.2024.1407367</link>
        <title><![CDATA[Diffusion of AI value-driven services in the German manufacturing industries—an empirical examination of value-driven service references classified by the business Model Canvas]]></title>
        <pubdate>2024-07-26T00:00:00Z</pubdate>
        <category>Original Research</category>
        <author>Patrick Berger</author><author>Joerg von Garrel</author>
        <description><![CDATA[This study investigates the diffusion of AI-based service applications within the business models of German manufacturing industries, surveying 162 decision-makers. The integration of AI into business model is assessed through the Business Model Canvas (BMC) framework, evaluating its value in terms of effectiveness as well as efficiency. Rather than focusing on specific use cases, the study delves into the intended usage of value-driven AI services references to enhance effectiveness and efficiency across various elements of the business models. Through this research, eleven service values have been identified. Each service vale corresponds to a distinct element of the BMC. Decision-makers were surveyed using a Confirmation/Disconfirmation (C/D) paradigm to measure the disparities between their current and target performance levels. Consequently, this study provides valuable insights from the perspective of decision makers regarding the current and desired state of AI integration in the German manufacturing industry, taking into account AI usage or no AI usage at the time of data collection.]]></description>
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        <guid isPermaLink="true">https://www.frontiersin.org/articles/10.3389/fieng.2024.1426631</guid>
        <link>https://www.frontiersin.org/articles/10.3389/fieng.2024.1426631</link>
        <title><![CDATA[Strategic implementation of ED&I: unveiling the multifaceted impact on innovation, governance, and ethical conduct in engineering organizations]]></title>
        <pubdate>2024-07-19T00:00:00Z</pubdate>
        <category>Perspective</category>
        <author>Yagmur Atescan-Yuksek</author><author>John Patsavellas</author><author>Konstantinos Salonitis</author>
        <description><![CDATA[In contemporary organizational landscapes, Equity, Diversity, and Inclusion (ED&I) stand as pivotal pillars for fostering innovation, resilience, and sustainable growth. This article explores the critical importance of ED&I within engineering organizations, focusing on the strategies for understanding ED&I dynamics, implementing inclusive environments, and extending ED&I principles through the industrial value chain. It investigates the complexities of individual identities, the significance of intersectionality, and the strategic advantage of diversity for organizational performance. By exploring comprehensive governance of ED&I initiatives, the role of leadership in fostering diversity, and the impact of ED&I on organizational sustainability and innovation, this study provides a holistic view of the challenges and opportunities in creating inclusive workplaces.]]></description>
      </item><item>
        <guid isPermaLink="true">https://www.frontiersin.org/articles/10.3389/fieng.2024.1353531</guid>
        <link>https://www.frontiersin.org/articles/10.3389/fieng.2024.1353531</link>
        <title><![CDATA[Threshold-impeded stochastic production: how noise interacts with disruptive thresholds to affect the production output in fluctuating environments]]></title>
        <pubdate>2024-05-15T00:00:00Z</pubdate>
        <category>Original Research</category>
        <author>Daniel Christopher Merten</author><author>Annick Lesne</author><author>Yilmaz Uygun</author><author>Marc-Thorsten Hütt</author>
        <description><![CDATA[Introduction: Production systems are bound to operate in stochastic conditions. Prominent sources of performance-reducing uncertainty are constituted by machine failures, decision errors, and fluctuating supplies. This article offers a novel approach to uncertainty through modelling and simulation of nonlinear production systems. In particular, the authors consider production systems where the output is drastically reduced when a resource of fluctuating input values reaches an upper threshold.Methods: The article introduces minimal models of such hreshold-impeded stochastic production (TISP) systems and the system performance (i.e., the output) is analyzed as a function of system parameters (e.g., the type of nonlinearity) and noise input features (e.g., the distribution width or time correlations). Applications to steel manufacturing via continuous casting and power generation through wind turbines are discussed in detail.Results and Discussion: The simulation experiments illustrate that especially the extent of the input fluctuations affects the output performance which is why the authors recommend that TISP system operators counterbalance such fluctuations if possible.]]></description>
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        <guid isPermaLink="true">https://www.frontiersin.org/articles/10.3389/fieng.2023.1267244</guid>
        <link>https://www.frontiersin.org/articles/10.3389/fieng.2023.1267244</link>
        <title><![CDATA[Workforce planning in project-driven companies: a high-level guideline]]></title>
        <pubdate>2023-11-16T00:00:00Z</pubdate>
        <category>Original Research</category>
        <author>G. J. L. Micheli</author><author>A. Martino</author><author>F. Porta</author><author>A. Cravello</author><author>M. Panaro</author><author>A. Calabrese</author>
        <description><![CDATA[Workforce Planning (WFP) has become a crucial part of the governance of project-driven companies and has been deemed fundamental to drive critical decisions on resource management. To manage manpower planning, companies independently developed internal procedures according to their sector, size, and skills. Despite the efforts to create a reliable workforce planning process, a lack of knowledge, standardization and sharing might lead to misalignment and to heterogeneous approaches among different organizations. This study aims at investigating the current knowledge of the WFP, pointing at the detection of its key factors in terms of process steps, application context, methods, input data, actors, tools and reports’ frequency. Additionally, it attempts to define WFP high-level guidelines which can be generally valid for project-driven organizations. The research seeks to meet these goals by combining the results of the academic literature review on the WFP with the findings of the empirical study in which the representatives of ten project-based enterprises participated. The paper describes the key principles of WFP and its main process’ sections, offering high-level guidelines in terms of recommended process steps, actors involved, operative models, data input, report’s frequency, and tools. The presented features, generated by the literature review and the empirical study, are meant to be generally applicable to project-driven companies and to support the practitioners initiating this process in their organization.]]></description>
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        <guid isPermaLink="true">https://www.frontiersin.org/articles/10.3389/fieng.2023.1223989</guid>
        <link>https://www.frontiersin.org/articles/10.3389/fieng.2023.1223989</link>
        <title><![CDATA[Conceptual application of digital twins to meet ESG targets in the mining industry]]></title>
        <pubdate>2023-07-21T00:00:00Z</pubdate>
        <category>Original Research</category>
        <author>Rachel Cranford</author>
        <description><![CDATA[Environmental, social, and governance (ESG) focus continues to gain traction in the mining industry through publicly made policies, promises, and commitments. In 2022, both ESG and technological investments were identified in the top trends by Deloitte and in the top risks and opportunities by Ernst and Young. As the first step in the value chain, the mining industry sets the foundation for most industries in meeting their ESG targets. Beyond providing sustainable materials, the mining industry is required to produce the critical minerals needed for the creation of sustainable technologies. With an ongoing debate on how ESG factors should be measured and inconsistent reporting between mining companies, there remains a gap in consistent and auditable progress in ESG reporting. This study evaluates the application of a digital twin technology to bridge the gap in ESG reporting. By examining the use of digital twin technology through thirty case studies and theoretical applications across industries that share commonalities with mining, this study analyzes the opportunity to apply the technology to the mining industry. The research found that digital twin technology can be applied across all mining project phases and can provide added value to improve multiple ESG factors and measure them. Though the research identifies that there are benefits from the application of digital twin technology to all project phases, and across all three ESG dimensions, there remains challenges to implementation. Successful implementation of digital twin technology will require the right people with the right capabilities. Though suggested that the mining industry should let other industries stabilize the digital twin market due to their history and substantial investment in data systems, it is arguable through literature, case studies and leading mining companies’ investments in precursor technologies to digital twins, that solutions are available and scalable, and the time to wait is over.]]></description>
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