@article{MolendaGronebergSchoetzetal.2023, author = {Molenda, Paul and Groneberg, Hajo and Sch{\"o}tz, Sebastian and D{\"o}pper, Frank}, title = {Resilience Balanced Scorecard: Measuring Resilience of Manufacturing Companies at Multiple Levels}, series = {Procedia CIRP}, volume = {120}, journal = {Procedia CIRP}, publisher = {Elsevier BV}, issn = {2212-8271}, doi = {10.1016/j.procir.2023.08.034}, pages = {189 -- 194}, year = {2023}, abstract = {Manufacturing companies have to deal with an increasingly turbulent environment, characterized by shorter product life and innovation cycles with a growing number of variants, high volatility in demand and increasing globalization. Extremely short-term and significant changes such as the COVID-19 pandemic (2019), global economic recession (2018) or the global financial crisis (2008), represent a new perspective of circumstances. To be able to react quickly to unforeseen external influences, manufacturing companies are looking for ways to deal with sudden changes. Resilience is the ability of a company to withstand external social, economic or political changes and to adjust quickly to new conditions. The central element for companies to maintain productivity in their value creation is the ability to act - not to react. This can be done, for example, by fundamentally redesigning structures and processes. In this context, resilience encompasses all the tasks required to manage the essential adjustments in the company or supply chain. This includes early identification, planning, implementation and control of appropriate measures as well as the time for recovery after internal and external disruptions. The paper focuses on the identification and characterization of objectives for resilience to enable a process to implement bouncing forward abilities in contrast of the common bouncing back abilities. A value-focused thinking approach is used to create a multi-level system of objectives for resilience and enabling bouncing forward. For measuring and evaluating resilience this system of objectives integrates key performance indicators. On this basis, a Resilience Balanced Scorecard is developed. On the one hand, this enables a balanced view of financial and non-financial aspects. On the other hand, the Resilience Balanced Scorecard serves as a strategic management tool for the objective-driven rethinking and redesign of manufacturing companies.}, language = {en} } @inproceedings{SchoetzPaul2024, author = {Sch{\"o}tz, Sebastian and Paul, Molenda}, title = {Lean Remanufacturing of Electric Motors: Process Steps, Challenges and Solutions}, series = {Proceedings of the Conference on Production Systems and Logistics}, booktitle = {Proceedings of the Conference on Production Systems and Logistics}, issn = {2701-6277}, doi = {10.15488/17707}, pages = {133 -- 143}, year = {2024}, abstract = {The circular economy is an approach that aims to increase resource efficiency and hence sustainability. Remanufacturing as an element of the circular economy enables sustainability by multiple product utilization cycles. However, remanufacturing companies are seeking for optimization solutions for specific challenges in order to increase their competitiveness. Based on a case study with a remanufacturing SME (small and medium-sized enterprise), this paper focuses on process-oriented challenges when it comes to lean remanufacturing of electric motors. First, the process of remanufacturing is pointed out with its single steps. Then challenges are collected based on the process of remanufacturing electric motors. Lastly, potential solutions from the lean production point of view are evaluated regarding their effectiveness to overcome the collected challenges. The results can be applied by companies which consider to establish processes to remanufacture electric motors and at companies which have already established remanufacturing of electric motors but aim to improve their remanufacturing activities.}, language = {en} }