Coordinator: Alvair Silveira Torres Junior, PhD
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Temas e Líderes:
The current moment is characterized by an intense digital transformation and in operations technologies. Klaus Schwab calls this process the 4th industrial revolution. We are seeing immense and rapid progress in general-purpose technologies such as Artificial Intelligence - AI - and Internet of Things - IoT, as well as enabling technologies such as additive manufacturing, autonomous vehicles, drones, robotics, blockchain, cognitive agents, digital platforms, computer vision, natural language processing, new sensor and actuator technologies, nanotechnology, biotechnology, etc. In addition, the combination of these technologies adds an additional layer of technological innovation applied to the most diverse sectors of economic activity. This broad application can be understood as Operations Technology 4.0. Such a profound change tends to bring about equally profound changes in society and markets, affecting the strategies, products and services, business models, organization, decision-making, processes, human resources and capabilities of companies.
So much innovation, so fast, creates opportunities and risks. These technologies have the potential to revolutionize traditional strategic compromises in operations management, such as between scale and scope or between flexibility and costs, and pose new challenges to operations management. Operations will range from small adjustments to radical transformations.
In this theme we seek to explore the impacts of this 4th Industrial Revolution
• Strategy and organization of operations,
• Business model of companies,
• Supply chain management, and
• Product and service development management
The theme of Operational Excellence aims to discuss improving performance and productivity in industrial and service operations, via the rational use of resources and innovation of operational processes and in their management. One of the fundamental questions to be addressed to make the sustainable development of the Brazilian economy and society viable is productivity. How can we increase the performance and added value of our industrial and service operations, thus increasing the country’s competitiveness in today’s challenging global economic scenario?
• Quality and Productivity Management
• Lean Production / Lean Management / JIT / Lean Six Sigma
• Analysis and Re-engineering of Processes
• Total Quality
• Theory of Constraints
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Circular Economy deals with the systemic creation and operation of new businesses, technologies, products and services whose purpose is to keep products and materials in use for longer, regenerating natural systems and eliminating waste and pollution from consumption.
• Circular Economy.
• Circular business models.
• Transition systems for resource circularity.
• Regenerative systems.
• Industry 4.0 as a contribution to retaining the value of resources and circularity of materials.
• Environmental and social aspects of regenerative systems.
• Circular cities.
• Circular production chains.
• Circular products and services.
• Circular industrial ecosystems.
• The role of government and public policies for the dissemination of the circular economy.
• The role of sustainable leaders in the success of the circular economy.
• Innovation, blockchain, artificial intelligence, traceability, smart factories, connectivity, integration and partnerships as drivers for the circular economy.
Although most jobs created in our society are in the production of services, there still exists the practice of considering the Administration of Services as a particular case of Administration as a whole. Moreover, although there are foundations for the idea that the principles and techniques of planning and controlling service operations should be derivations of the principles and techniques used in the manufacturing of goods, relatively little effort has been made – at a practical and theoretical level – in the sense of demonstrating these derivations.
• Service Operations Strategies
• Servitization of Products
• Networks in Services
• Quality in Services
• Planning and Control in Services
• Evaluation and Performance of Service Operations
Sustainable Operations Management aims to discuss how operations can be created so that sustainability (environmental, social, and economic) forms part of its strategy and how (and if) this question can be a source of competitive advantage. It aims to understand the production system and the life cycle of products/services, so as to include the variables of losses, waste, and other environmental and social impacts in the analysis.
• Impacts of Sustainability on Operations Management
• Sustainable/Green Supply Chain Management
• Closed Loop Supply Chains
• Product Life Cycle Analysis
• Reverse Logistics and Waste Management
• Developing Sustainable Products and Processes
• Environmental Licensing and Project Management
• Health, Safety, and the Environment in Operations
• Clean Production Technologies and Eco-efficiency
The management of the flow of added value by organizations requires contemplating the whole supply chain in order to identify and build competitive differentials that include the demands of their end customers. This integration includes supply logistics, the flow of information or the flow of investments, and organizational governance alternatives for the organizations involved. This is what makes both the role of logistics and supply chain management important.
• Corporate, Regional, National, and International Logistics
• Location of Operations • Logistics – Transport modals and systems: ports, airports, industrial airports/ports, incoterms and regulatory bodies
• Logistics – distribution, routing, and optimization
• Shipment and storage, distribution centers, cross-docking systems and equipment
• Reverse Logistics
• Supply Chain Planning and Management
• Local Productive Arrangements
• Negotiations, Purchases, and Contracts, etc.
• System Dynamics – Modeling and Simulating Productive Systems