Browsing by Author "Tjahjono, Benny"
Now showing 1 - 2 of 2
Results Per Page
Sort Options
- Open Innovation and Sustainable Development through Industry-Academia Collaboration: A Case Study of Automotive SectorPublication . Dieguez, Teresa; Pinto Ferreira, Luís; Silva, F. J. G.; Tjahjono, BennyThe purpose of this paper is to provide an insight on how companies based in Portugal and working for the automotive sector as spare-parts suppliers, uphold the notion of sustainable development and how they perceive the industry-academia collaboration as an adding value activity that improves productivity and efficiency. A qualitative study was conducted to collect empirical data by means of interviewing 29 representatives of the Portuguese automotive spare-parts manufacturers. It was found that, to a large extent, there is a significant gap between concerns, priorities and solutions amongst the respondents. The future will therefore depend on the way the stakeholders face problems, communicate and find forums for sharing ideas and build a well-developed world.
- Simulation-Based Decision Support System to Improve Material Flow of a Textile CompanyPublication . Silva, Vítor; Pinto Ferreira, Luís; Silva, Francisco J. G.; Tjahjono, Benny; Ávila, PauloTo remain competitive, companies must continuously improve the processes at hand, be they administrative, production, or logistics. The objective of the study described in this paper was to develop a decision-making tool based on a simulation model to support the production of knits and damask fabrics. The tool was used to test different control strategies for material flow, from the raw material warehouse to the finished product warehouse, and thus can also be used to evaluate the impacts of these strategies on the productivity. The data upon which the decision support tool was built were collected from five sectors of the plant: the raw material warehouse, knit production, damask production, finishing work, and the finished product warehouse. The decision support tool met the objectives of the project, with all five strategies developed showing positive results. Knit and damask production rates increased by up to 8% and 44%, respectively, and a reduction of 75% was observed in the waiting time on the point of entry to the finishing work area, compared to the company’s existing system.