نشریه مدیریت صنعتی
سال هفدهم شماره 56 (بهار 1404)

Railway tracks are among the most critical and costly components of any railroad. Optimal and timely maintenance allocation ensures system reliability and effective resource utilization. This article presents a mathematical model designed for condition-based preventive maintenance of railway tracks. The objective is to minimize total maintenance costs while maintaining system availability and reliability. The cost function considers maintenance and renewal expenses, track possession costs, and unplanned failure costs during the planning horizon. The network is divided into segments, with the standard deviation of the longitudinal level calculated as the track quality index. Prediction and recovery models are developed to assess variations in the track quality index over the planning period. Preventive operations, including inspections, tamping, and ballast replacement, are assigned to track segments based on the allowable index limits and other constraints. The expected number of random failures is estimated using the non-homogeneous Poisson process, and preventive operations aim to reduce the incidence of such failures.

Given the complexity and non-linearity of the mathematical model, a meta-heuristic method based on a genetic algorithm was developed in MATLAB software. Initial random solutions were generated using a heuristic method. As a case study, input parameters were collected and modeled for one kilometer of railway in the Arak region. The efficiency of the proposed genetic algorithm was then compared with the results obtained using GAMS software.

For the case study, the mathematical model was solved for various problem dimensions using both methods. When GAMS software was able to achieve the optimal solution, both methods produced identical results. When GAMS could only report a feasible solution, the genetic algorithm outperformed it. For higher dimensions where GAMS provided a solution, the genetic algorithm produced results with objective function values that were 40% better.

The planning of preventive maintenance operations for railway tracks during the project period is achieved through solving the proposed mathematical model. This allocation is based on the quality index of the tracks and considers the reducing effect of preventive operations on the expected number of random failures, ensuring the required minimum availability and reliability of the system. The variability of the model's input parameters allows for consideration of influencing heterogeneous factors based on the tracks, traffic, and environment, enabling adaptation to different conditions or the implementation of various strategies. Additionally, the proposed genetic algorithm can efficiently solve different dimensions of problem instances.

This research explores the concept of the sharing economy as an innovative approach in the Fourth Industrial Revolution (Industry 4.0), particularly for the automotive industry in Iran. Given the high costs of resource procurement, the sharing economy offers companies a flexible, cost-effective way to access resources and expertise, improving efficiency and resource utilization. The automotive sector, which plays a significant role in Iran's economy, stands to benefit from this model by optimizing processes and boosting productivity. The aim of the study is to identify and address the barriers to implementing a B2B sharing economy in Iran’s automotive industry.

This study identifies the key barriers to implementing a B2B sharing economy in Iran’s automotive industry through a review of existing literature and expert opinions gathered using the fuzzy Delphi technique. The research involved 20 senior managers from major automotive companies, including Iran Khodro, Saipa, Modiran Khodro, Mammut World, and Kerman Motor, all of whom had relevant training on the subject. The Revised DEMATEL technique was used to reassess the relationships between the identified barriers, and Multi-level Interpretive Structural Modeling (M-TISM) was then applied to categorize and interpret these barriers in the context of B2B sharing economy implementation.

Thirteen key barriers were identified from the literature and refined through expert opinions gathered via a survey. Using structural modeling techniques, these barriers were categorized into five levels. Barriers C2 and C6, which relate to low awareness about the B2B sharing economy and legal and regulatory gaps in sharing guidelines, were classified as root-level barriers. Barriers C1, C3, C11, and C13—such as low trust between companies, resistance to adopting new business models, lack of transparency and tracking in resource flows, and risks related to timely delivery scheduling—were identified as layer-level barriers. At the intermediate level, barriers included issues like low data security policies, financial resource management challenges, pricing concerns, disparities in technology levels across organizations, inadequate infrastructure and support, difficulty in selecting suitable sharing partners, and the absence of a comprehensive B2B sharing platform. 

By addressing the root and influential barriers at level 5, managers can effectively manage other obstacles. Additionally, attention should be given to the level 1 barriers, as they are the most highly impacted challenges.

Today, innovation is recognized as the primary key to gaining a competitive advantage and achieving long-term success in competitive markets. Organizations with high innovation capacity can respond more rapidly and effectively to environmental challenges. The significance of this issue in the current competitive landscape has led to numerous studies on the prerequisites and outcomes of innovation. To gain a more comprehensive understanding of this field, the present research has reviewed and categorized the results and findings of these studies.

This research is practical in its purpose and was conducted using a qualitative approach and a systematic literature review method. The information sources for the study were articles published on the topic in reputable domestic scientific databases within the selected time period. These articles were chosen based on the inclusion criteria for the systematic review process. The data were analyzed using qualitative content analysis.

Reexamining and categorizing the factors that promote and enhance innovation within organizations revealed several key prerequisites: environmental prerequisites (environmental pressures and supports), organizational prerequisites (organizational capabilities, intelligence, resource management, intangible assets, organizational orientations, and removing obstacles), human prerequisites (learning ability, creativity, effective communication, motivation, and trust), cultural and leadership prerequisites (cultural characteristics and directive leadership styles), human resource management requirements (human resource capabilities, empowerment, job and organizational fit, human resource management practices), and infrastructure prerequisites (flexible structures and technologies that facilitate interactions). Additionally, the outcomes of innovation are classified into two categories: individual outcomes (creativity, empowerment, and job performance) and organizational outcomes (organizational reputation, productivity, entrepreneurial capability, product quality, customer capital, value addition, knowledge management, learning, and organizational performance).

To thrive in today's competitive markets, organizations must continuously pursue innovation. For successful implementation, they must address critical issues such as the prerequisites and outcomes of innovation. The findings of this research provide a comprehensive understanding of the various prerequisites and requirements for organizations that aim to adopt innovation as a core strategy. Meeting these requirements can create a platform that facilitates and accelerates innovation. This effort necessitates alignment and convergence among the organization's structural, human, cultural, and technological elements, with human resources management playing a key role. The organization's capable and motivated human resources, founded on trust and complementary relationships among leaders, must be fostered by human resources management through its various functions. Additionally, leaders who support innovation and individuals who strive to embed innovation into the organization's direction and culture are essential. Furthermore, top management should ensure structural and technological alignment with the innovation strategy. The presence of flexible and dynamic structures, along with information and communication technologies that facilitate interactions, can foster a continuous cycle of organizational innovations.