Gestão & Produção
Gestão & Produção
Seção Temática: Transformação Digital, Manufatura Inteligente e Gerenciamento da Cadeia de Abastecimento 4.0

The impact of the collaborative robot on competitive priorities: case study of an automotive supplier

O impacto do robô colaborativo nas prioridades competitivas: estudo de caso em um fornecedor automotivo

Marcos Vido; Gabriela Scur; Alexandre Augusto Massote; Fábio Lima

Downloads: 0
Views: 72


Abstract: The literature on operations strategies has extensively addressed the notion that competitive priorities and structural decisions should be aligned to create, develop, and maintain competitive advantages. However, the speed and scale of new manufacturing technologies are modifying an organization’s strategies and manufacturing capabilities to address new market requirements, competition, and new entrants. Advances in robotics are poised to change the global business landscape and to support organizations in improving upon their operations strategies. Industrial robots usually help improve product quality and provide better work conditions to limit the use of resources, resulting in cost savings. One of the main trends in robotics is that of human-robot collaboration (HRC), which influences operations strategies and which can have a disruptive effect on business models and market structures. The aim of this paper is to explore and understand the relationship between the competitive priorities (quality, cost, flexibility, and delivery) of classical operations and the competitive advantage of adopting HRC for a Brazilian automotive parts supplier. The results indicate that the hybrid cell (U-shaped manufacturing cell) fully adheres to cost and dependability priorities and partially adheres to quality and flexibility priorities.


Competitive priorities, Competitive advantages, Collaborative operation, Collaborative robots, Industry 4.0


Resumo: A literatura sobre estratégia de operações tem extensivamente endereçado o conceito de prioridades competitivas e que decisões estruturais devem ser alinhadas para criar, desenvolver e manter as vantagens competitivas. Entretanto, a velocidade e escala de novas tecnologias de manufatura estão modificando as estratégias das organizações e as capacidades de manufatura para lidar com novos requisites de mercado, competição e novos entrantes. Os avanços na robótica estão preparados para mudar o cenário global dos negócios e suportar as organizações em melhorar suas estratégias de operações. Robôs industriais usualmente ajudam a melhorar a qualidade dos produtos e provêm melhor condições de trabalho para minimize o uso de recursos, resultando em economia de custos. Uma das principais tendências na robótica é a colaboração humano-robô (HRC), a qual influencia as estratégias de operações e pode ter um processo disruptivo nos modelos de negócios e nas estruturas de mercado. O objetivo principal desse artigo é explorar e entender a relação entre as prioridades competitivas (qualidade, custo, flexibilidade e entrega) das operações clássicas e a vantagem competitiva da adoção de CHR em um fornecedor brasileiro de autopeças. Os resultados indicam que a célula híbrida (célula de manufatura em forma de U) adere totalmente às prioridades de custo e confiabilidade e parcialmente adere às prioridades de qualidade e flexibilidade.


Prioridades competitivas, vantagens competitivas, operações colaborativas, robôs colaborativos, Indústria 4.0


Beach R., Muhlemann A., Price D., Paterson A., Sharp J. Manufacturing operations and strategic flexibility: survey and cases. International Journal of Operations & Production Management. 2000;20(1):7-30.

Bloss R. Industrial robot: collaborative robots are rapidly providing major improvements in productivity, safety, programing ease, portability and cost while addressing many new applications. Industrial Robot, an International Journal. 2016;43/5:463-8.

Boyer K. K., McDermott C. Strategic consensus in operations strategy. Journal of Operations Management. 1999;17(3):289-305.

Brown S., Bessant J. The manufacturing strategy-capabilities links in mass customisation and agile manufacturing - an exploratory study. International Journal of Operations & Production Management. 2003;23(7):707-30.

Charalambous G., Fletcher S., Webb P. The development of a scale to evaluate trust in industrial human-robot collaboration. International Journal of Social Robotics. 2016;8(2):193-209.

D’Aveni R. Hyper‐competition: managing the dynamics of strategic maneuvering. 1994.

Díaz-Garrido E., Martín-Peña M. L., Sánchez-López J. M. Competitive priorities in operations: development of an indicator of strategic position. CIRP Journal of Manufacturing Science and Technology. 2011;4(1):118-25.

Drath R., Horch A. Industrie 4.0: hit or hype?. IEEE Industrial Electronics Magazine. 2014;8(2):56-8.

Eisenhardt K. M. Building theories from case study research. The Academy of Management Review. 1989:532-50.

Eisenhardt K. M., Bourgeois 3rd L. J. Politics of strategic decision making in high-velocity environments: toward a midrange theory. Academy of Management Journal. 1988;31(4):737-70.

Fatorachian H., Kazemi H. A critical investigation of Industry 4.0 in manufacturing: theoretical operationalization framework. Production Planning and Control. 2018;29(8):1-12.

Gagnon S. Resource‐based competition and the new operations strategy. International Journal of Operations & Production Management. 1999;19(2):125-38.

Groover M. P. Automation, production systems, and computer-integrated manufacturing. 2017.

Harper C., Virk G. Towards the development of international safety standards for human robot interaction. springer science & business media. International Journal of Social Robotics. 2010;2(3):229-34.

Hayes R. H., Wheelwright S. C. Restoring our competitive edge: competing through manufacturing.. 1984.

Heilala J., Voho P. Modular reconfigurable flexible final assembly systems. Assembly Automation. 2001;21(1):20-30.

Hermann M., Pentek T., Otto B. Design principles for industrie 4.0 scenarios. 2016:3928-37.

Hill T. Manufacturing strategy. 2000.

Ibarguren A., Maurtua I., Pérez M. A., Sierra B. Multiple target tracking based on particle filtering for safety in industrial robotic cells. Robotics and Autonomous Systems. 2015;72:105-13.

Jain B., Adil G. K., Ananthakumar U. Development of questionnaire to assess manufacturing capability along different decision areas. International Journal of Advanced Manufacturing Technology. 2014;71(9-12):2091-105.

Jitpaiboon T., Gu Q., Truong D. Evolution of competitive priorities towards performance improvement: a meta-analysis. International Journal of Production Research. 2016;54(24):7400-20.

Jonsson P., Lesshammar M. Evaluation and improvement of manufacturing performance measurement systems - the role of OEE. International Journal of Operations & Production Management. 1999;19(1):55-78.

Kim J. S., Arnold P. Operationalizing manufacturing strategy: an exploratory study of constructs and linkage. International Journal of Operations & Production Management. 1996;16(12):45-73.

Kim Y. H., Sting F. J., Loch C. H. Top-down, bottom-up, or both? Toward an integrative perspective on operations strategy formation. Journal of Operations Management. 2014;32(7-8):462-74.

Kootbally Z. Industrial robot capability models for agile manufacturing. Industrial Robot. International Journal (Toronto, Ont.). 2016;43(5):481-94.

Krüger J., Lien T. K., Verl A. Cooperation of human and machines in assembly lines. CIRP Annals - Manufacturing Technology. 2009;58:628-46.

Lekurwale R. R., Akarte M. M., Raut D. N. Framework to evaluate manufacturing capability using analytical hierarchy process. International Journal of Advanced Manufacturing Technology. 2015;76(1-4):565-76.

Lien T. K., Rasch F. O. Hybrid automatic-manual assembly systems. CIRP Annals-Manufacturing Technology. 2001;50(1):21-4.

Lin Y.-H., Tseng M.-L. Assessing the competitive priorities within sustainable supply chain management under uncertainty. Journal of Cleaner Production. 2016;112:2133-44.

Lotter E. Montage in der industriellen produktion. 2012.

Maylor H., Turner N., Murray-Webster R. “It worked for manufacturing…!”: operations strategy in project-based operations. International Journal of Project Management. 2015;33(1):103-15.

Nagdiya M., Bhabhor K. Performance analysis using OEE. International Journal of Schientific Research & Development. 2013;1(4):2321-0613.

Ore F., Vemula B. R., Hanson L., Wiktorsson M. Application of simulation software for workstation optimisation. Procedia CIRP. 2016;44:181-6.

Peshkin M. A., Colgate J. E., Wannasuphoprasit W., Moore C. A., Gillespie R. B., Akella P. Cobot architecture. IEEE Transactions on Robotics and Automation. 2001;17(4):377-90.

Qin J., Liu Y., Grosvenor R. A categorical framework of manufacturing for industry 4.0 and beyond. Procedia CIRP. 2016;52:173-8.

Scholer M., Vette M., Rainer M. A lightweight robot system designed for the optimisation of an automotive end-off line process station. Industrial Robot. International Journal (Toronto, Ont.). 2015;42(4):296-305.

Schroeder D. M., Congden S. W., Gopinath C. Linking competitive strategy and manufacturing process technology. Journal of Management Studies. 1995;32(2):163-89.

Skinner W. Manufacturing - missing link in corporate strategy.. 1969.

Skinner W. The focused factory. 1974;52:113-21.

Slack N., Lewis M. Estratégia de operações. 2017.

Sonmez V., Testik M. C., Testik O. M. Overall equipment effectiveness when production speeds and stoppage durations are uncertain. International Journal of Advanced Manufacturing Technology. 2018;95(1-4):121-30.

Su S. F., Rudas I. J., Zurada J. M., Er M. J., Chou J.-H., Kwon D. Industry 4.0: a special section in IEEE access. IEEE Access : Practical Innovations, Open Solutions. 2017;5:12257-61.

Takata S., Hirano T. Human and robot allocation method for hybrid assembly systems. CIRP Annals-Manufacturing Technology. 2011;60(1):9-12.

Tan K. C., Kannan V. R., Narasimhan R. The impact of operations capability on firm performance. International Journal of Production Research. 2007;45(21):5135-56.

Thiemermann S. Direkte Mensch-Roboter-Kooperation in der Kleinteilemontage mit einem SCARA-Roboter. 2004.

Thürer M., Godinho Fo., M., Stevenson M., Fredendall L. D. Competitive priorities of small manufacturers in Brazil. Industrial Management & Data Systems. 2013;113(6):856-74.

Tsarouchi P., Makris S., Chryssolouris G. Human–robot interaction review and challenges on task planning and programming. International Journal of Computer Integrated Manufacturing. 2016;29(8):916-31.

Vasic M., Billard A. Safety issues in human-robot interactions.. 2013:197-204.

Voss C., Tsikriktsis N., Frohlich M. Case research in operations management. International Journal of Operations & Production Management. 2002;22(2):195-219.

Wang L. Collaborative robot monitoring and control for enhanced sustainability. International Journal of Advanced Manufacturing Technology. 2015;81(9-12):1433-45.

Wathen S. Manufacturing strategy in business units: an analysis of production process focus and performance. International Journal of Operations & Production Management. 1995;15(8):4-13.

Wheel Wright S. C. Manufacturing strategy: defining the missing link. Strategic Management Journal. 1984;5(1):77-91.

Yin R. K. Case study research: design and methods. 2013.

5ff70b8a0e8825a01f5aeabc gp Articles

Gest. Prod.

Share this page
Page Sections