bluuebunny/crossref_metadata_2025 huggingface dataset:
Control Engineering Concepts as a Guide to Improved
Production Control: A Make‐for‐Stock Case
Authors: Price David
Published: September 2004

Three changes in the rules used to control a manufacturing unit,
which were suggested by simple control engineering concepts, have been
examined. A model of an actual make‐for‐stock shop, driven by real order
time‐series, was used to examine the impact of the rule changes on a
production cost function. The charges were tested across a wide range of
conditions, and each was found to yield appreciable and statistically
significant cost savings. Results are reported for the cases when the
changes were made both separately and simultaneously. In the latter case
the savings ranged from 25 to 34 per cent.
What MAP Means to the Production Manager
Authors: Saunders Denis
Published: September 2004

The implications of Manufacturing Automation Protocol (MAP) are
examined from the perspective of the production manager. Due to the size
of the financial investment required and the demands on technical
resources of a MAP implementation, it is likely that the decision to
employ MAP technology will be a corporate one. Under the heading of
strategy, the integration of MAP into corporate and manufacturing
strategies will be investigated. Financial justification of the capital
investment will also be assessed as will the technical skills required
to install a MAP‐based Computer Integrated Manufacturing (CIM) facility.
The present position and possible future development of MAP and how the
production manager may have to adjust to it will be addressed, from
which, finally, conclusions will be drawn.
Computer Integrated Manufacturing as a Two‐edged Sword
Authors: Ebers Mark , Lieb Manfred
Published: September 2004

The favourable prospects of computer integrated manufacturing (CIM)
are widely recognised. Based on a case study and relevant literature
some of the risks associated with CIM are outlined. It is argued that
the technological orientation of the CIM vision unwarrantably
underestimates organisational and social problems of implementing and
applying computerised manufacturing systems. Specifically, it is shown
how disregard of uncertainty and of applicants′ divergent motivations
may lead to serious friction. The attempt to realise the CIM vision may
trigger a social dynamic which impedes the realisation of potential
results. Finally, several implications of the research are described.
Impact of Advanced Manufacturing Technology on Industrial
Relations: A Comparative Study
Authors: Gupta Yash P. , Yakimchuk Michael D.
Published: September 2004

The introduction of flexible manufacturing systems, has resulted in
many changes at the work place. These changes have implications in the
area of industrial relations as well as in engineering and economics.
The human factors are just as important as the technical aspects, if not
more so, because they may well determine the ultimate success of the new
system. Management, unions and technicians involved should thus be fully
aware of the alternatives available in designing a flexible
manufacturing system.
A Review of Literature Relating to JIT
Authors: Sohal A.S. , Keller A.Z. , Fouad R.H.
Published: September 2004

A review of recent literature is presented relating to general
Just‐in‐Time (JIT) philosophy, its supply bases and on the formalised
and mathematical models. JIT has become a subject of much interest and
some little controversy in recent years and has attracted the interest
of many major manufacturing organisations in the West as well as in
Japan where it was originally developed. A growing and developing
literature on this subject has been published particularly since the
late 1970s. An attempt is made to draw major conclusions regarding
benefits and relevance to Western manufacturing industry.
Application of Goal Programming for Capacity Waste
Minimisation
Authors: Sushil  , Agrawal V.K.
Published: September 2004

The use of goal programming in minimising capacity waste in the
Shock Absorber Department of a batch manufacturing automobile plant is
illustrated. The concept of capacity waste is outlined and the
objectives and constraints of capacity waste minimisation identified.
Only linear objectives of the minimisation of idle time, set‐up time,
work‐in‐process inventory and maximisation of profit are considered for
the development of the goal programming model. The manufacture of
different kinds of piston rods for various makes of shock absorbers are
described and relevant data pertaining to processing time, setup time,
work‐in‐process inventory, etc, are presented. A goal programming model,
formulated for the problem, is analysed for different priority
structures.
Technological Competence, Technology Aversion and Strategic
Manufacturing Competitiveness
Authors: Wacker John G.
Published: September 2004

The relationship between technology and strategic competitiveness
is investigated. It is suggested that effective management of employees
and equipment can speed technological advances to customers. However,
managerial technological knowledge of the production process and
technical aspects of equipment are of paramount importance for the
successful implementation of any competitive strategy. Future areas of
empirical investigation through testable propositions are suggested.
Each proposition is a hypothesis and major study in itself, and it is
hoped that future researchers will statistically analyse each
proposition to confirm or deny its validity.
Technical Paper: Solving the No‐intermediate Storage
Flowshop Scheduling Problem
Authors: Kang Byung‐Suh , Markland Robert E.
Published: September 2004

The no‐intermediate storage flowshop scheduling problem is
investigated. Six algorithms for solving this problem are developed and
evaluated in terms of the quality and efficiency of the solutions they
produce. Comparative test results from the application of these
scheduling algorithms are statistically analysed and discussed.
Technical Paper Response: Determination of Manufacturing
Cycle Time in Multi‐stage Production Systems
Authors: Goyal S.K. , Singhal S.
Published: September 2004

A corrected attempt to determine the size of in‐process inventory
and the manufacturing lead time for an n‐stage production system is
made. This corrects the earlier model developed by Ornek and Collier by
accurately deriving the model for determining the manufacturing cycle
time.
A Comparative Study of the Push and Pull Production Systems
Authors: Lee L.C.
Published: September 2004

Little work has so far been done to investigate the relative merits
of push and pull production systems when subjected to a common set of
conditions. The present study examines the behaviour of the two systems
under various load (demand) conditions using computer simulation. The
JIT pull system is found to provide better results throughput. Under
heavier loading conditions, it is also able to maintain a lower
in‐process inventory. Another significant finding is the influence of
the scheduling rule. The first‐come‐first‐served (FCFS) rule results in
poor process utilisation because of its inferior queue clearing
capability. A shortest process time (SPT)‐based discipline, on the other
hand, will generate greater job mobility within the system and provide
substantial overall improvement in the system performance.
The Internal Information Systems Function as a Service
Operation
Authors: Galloway R.L. , White G.
Published: September 2004

User dissatisfaction with the performance of internal systems
design departments is widespread. It is demonstrated here that viewing
such a department as a service operations system, operating within a
particular market, throws light upon the causes of dissatisfaction and
indicates possible remedies. The lessons are likely to be equally
applicable to other internal service functions. An internal consistency
model of service operations is introduced, and its value as a general
diagnostic aid in the service operations field is demonstrated. The
information in this study was gathered within one region of a public
utility in the United Kingdom.
The Measurement and Evaluation of White‐collar Productivity
Authors: Ray Pradip K. , Sahu S.
Published: September 2004

Critical analysis of previously developed white‐collar productivity
management techniques focuses on the existing shortcomings of several
measurement and evaluation methodologies of white‐collar personnel and
functions. An analytical method of defining and measuring various
pertinent characteristics of both routine and non‐routine white‐collar
jobs helps in the development of a more suitable productivity management
methodology. A systematic procedure is described for the measurement and
evaluation of white‐collar productivity for an individual, a group of
individuals or a department. The recommended measures, viz,
operations‐based productivity measures for routine and non‐routine jobs,
explain in detail the relationship of different white‐collar job
characteristics and individual and group productivity at the middle
management level. A case example is cited which illustrates the proposed
approach. The advantages, along with some limitations, of the
methodology are also highlighted.
A Goal‐oriented Productivity Index for Manufacturing
Systems
Authors: Fadil Matta Khalil
Published: September 2004

A weighted multi‐factor productivity index developed for the
National Standard Company is presented. The index monitors the
performance of an organisation and identifies productivity problems. Key
resource factors are defined and a weighting technique, with both
subjective and objective attributes, is presented. The index is dynamic
and responsive to the changing needs of an organisation and is a
goal‐oriented measuring tool.
Technical Paper: On the Relationship between Constrained
and Unconstrained Multi‐item Replenishment Problems
Authors: Dagpunar J.S.
Published: September 2004

This paper shows how to obtain an optimal inventory management
policy, subject to an investment constraint, when different items are
ordered from the same supplier. It is shown that the optimal policy for
this constrained problem may be obtained directly from the solution to
the equivalent unconstrained problem.
Advanced Manufacture and Services: Common Issues –
Common Approaches
Authors: Macbeth Douglas K. , Southern Geoff
Published: September 2004

The structure of this special edition is presented, sketching the
main points of the 4th International Conference of the Operations
Management Association (UK) at which similarities between the Operations
Management philosophies and techniques of manufacturing and service
industries are examined. Day one sees speakers from each sector
discussing quality, customer/market interface, resource management and
people involvement and communications. Day two consists of academic
papers on the same issues. Closeness to the customer, organisational
direction and structure, standards of training for competence and the
individual′s contribution to quality are highlighted.
Design and Implementation of Production Systems for High
Variety Electronics Assembly
Authors: Bennett D.J. , Rajput S.K.
Published: September 2004

Information technology companies are having to broaden their
overall strategic view in deference to the premise that it is better to
be market‐driven than technology‐led. Cost and technical performance are
no longer the only considerations, as quality and service now demand
equal recognition. The production of a high volume single item has given
way to that of low volume multiple items, which in turn requires some
modification of production systems and brings flexible manufacturing,
Just‐in‐Time production and total quality control into sharper focus for
the achievement of corporate objectives.
Measuring Strategic Control and Improvement in
Manufacturing
Authors: Woodcock D.J.
Published: September 2004

Companies measuring by “traditional” internally focused
control measures have been found to be lagging through concentrating on
efficiency rather than the causes of loss of control. It is argued here
that those with more dynamic external focus, in which the role of
production managers is vital to effecting improvements in performance,
can be expected to take the lead, and better measurements are described
which can produce an improvement in competitiveness.
Exploring Productivity Accounting for Management and
Strategy in Manufacturing and Services
Authors: Bicheno John
Published: September 2004

Here productivity is discussed with special reference to its
measurement, especially partial as opposed to total. Partial
productivity measurement in turn involves productivity accounting and
the use of grids to evaluate operations without overly detailed
quantification. Its use as a strategic tool and its merits in relation
to other well established, more conceptual approaches to strategy and
marketing are examined.
Getting the Message Across? Supplier Quality Improvement
Programmes: Some Issues in Practice
Authors: Baxter Lynne F. , Ferguson Neil , Macbeth Douglas K. , Neil George C.
Published: September 2004

Supply chain management is examined and why supplier quality
improvement is sometimes more apparent in speech than in action. The
concern is that to obtain the required higher quality the suppliers are
simply “running faster” on the traditional treadmill. A
guide to managing the supply chain is provided and recommendations made
for future “best practice” in the light of existing
processes.
Curriculum Development for Food Production Operations
Teaching for the Hospitality Industry: A Systems Framework
Authors: Cousins J. , Foskett D.
Published: September 2004

A systems framework for food production systems is posited in order
to enable comparisons to be made with production operations outside the
catering industry. By comparing “Cook Chill” and “Fast
Food” systems it is seen that cellular production has been
adopted. Other operations management techniques can similarly be
applied.
The UK Department of Trade and Industry National Quality
Campaign: 1983 to January 1989
Authors: Lascelles D.M. , Dale B.G.
Published: September 2004

This monograph presents some findings, based on four pieces of work
funded by the Department of Trade and Industry, on the influence of the
National Quality Campaign on UK industry. Amongst the main conclusions
are that the campaign material has been relatively successful in
reaching its prime target of senior management, the majority of
respondents have found the material to be useful and believe that the
campaign has benefited their organisation in terms of increased
awareness of the importance of total quality management and that few
chief executives are actively involved in the process of quality
improvement. It is also pointed out that respondents have been selective
in their choice of material and chief executives were more
discriminating than their subordinates. The selection of material
appears to be dependent upon brochure content, respondents′ position in
the organisational hierarchy and respondents′ perception of the
relevance of material. There is little doubt that people have high
expectations of Government in continuing to promote national awareness
of quality management and disseminating quality‐related information. The
monograph goes on to explore possible future initiatives along the lines
of a Pan‐European dimension.
Effects of Technical Experience on Robot Implementations
Authors: McCutcheon D.M. , Wood A.R.
Published: September 2004

It is often assumed that firms with more experience using advanced
manufacturing technologies can implement new production equipment more
easily because such experience provides essential technical skills.
Firms that perceive they lack these skills may be deterred from adopting
complex new technologies. An empirical study was made to see how
technical backgrounds actually affected implementation results when 31
Canadian firms adopted their first robots. The technical experience of
plant staffs, system suppliers and production departments was assessed
and compared with system start‐up times, reliability and reported
management satisfaction. Greater experience among each of the
contributing groups had different effects: more experienced designers
and builders (both in‐house and hired) provided systems that started up
faster but were no more reliable; more experience operating similar
equipment did not improve start‐up duration but led to more reliable
systems. Overall, good management of available technical resources was
probably more important than having extensive technical experience.
Modular System Design and Control for Flexible Assembly
Authors: Rajput Sushil , Bennett David
Published: September 2004

Flexible Assembly Systems (FASs) are normally associated with the
automatic, or robotic, assembly of products, supported by automated
material handling systems. However, manual assembly operations are still
prevalent within many industries, where the complexity and variety of
products prohibit the development of suitable automated assembly
equipment. This article presents a generic model for incorporating
flexibility into the design and control of assembly operations concerned
with high variety/low volume manufacture, drawing on the principles for
Flexible Manufacturing Systems (FMS) and Just‐in‐Time (JIT) delivery. It
is based on work being undertaken in an electronics company where the
assembly operations have been overhauled and restructured in response to
a need for greater flexibility, shorter cycle times and reduced
inventory levels. The principles employed are in themselves not
original. However, the way they have been combined and tailored has
created a total manufacturing control system which represents a new
concept for responding to demands placed on market driven firms
operating in an uncertain environment.
A Monetary Incentive Plan for Machine‐paced Operations
Authors: Das Biman , Garcia‐Diaz Alberto , Hough Clarence L.
Published: September 2004

For machine‐paced operations a two‐factor monetary incentive plan
is developed by employing production quantity output and production
waste as criteria for incentive earnings. The plan takes into account
machine time allowance and increased operator work pace for manual work
for establishing standards in a machine‐paced operation. The two
incentive earning factors are given proper weights in terms of their
relative economic importance. The weights are determined by comparing
possible labour and material costs savings when the operators perform at
incentive pace level. To demonstrate the working of the proposed
monetary incentive plan an illustrative example is presented.
Simulating Availability in a Manufacturing Plant
Authors: Mohanty R.P.
Published: September 2004

A simulation procedure is presented to estimate the throughput
availability of a serially interconnected manufacturing system. The
model presented in the article is able to analyse, predict and suggest
ways for improving productivity. The model is applicable to systems with
branching and converging process streams, recycling, and intermediate
buffer storages. The simulation has been carried out for a wire‐rope
manufacturing plant and has been implemented by using a personal
computer.
A Despatching Rule to Allow Trade‐offs between Inventory
and Customer Satisfaction
Authors: Fry Timothy D. , Philipoom Patrick R.
Published: September 2004

In job‐shop scheduling research, the shortest processing time
despatching rule (SPT) has received considerable attention. Several
truncated shortest processing time (SPT) despatching rules have been
published in the literature. The motivation for such rules is that SPT
despatching will frequently result in favourable inventory levels but
unfavourable due date performance. Thus, the truncated SPT rules
periodically switch from SPT despatching to despatching by some other
rule. Owing to the complexity associated with these truncated rules,
their implementation is doubtful. As a result, a modified truncated rule
is presented that is easy to implement and yet performs favourably with
respect to inventory and due date performance.
The Implementation Cube for Advanced Manufacturing Systems
Authors: Kirkwood Rosalie , Smith Stuart , Tranfield David
Published: September 2004

Implementation is a key process in the effective development of
Advanced Manufacturing Systems. Specifically, implementation should not
be confused with installation of the technology for it involves change
in companies on a much wider front than mere technological change.
Change has to be pursued, not only in terms of technology, but also in
terms of the associated organisational and business dimensions. Failure
to do this can severely limit the impact and success of the application
to the business in question. These three dimensions constitute
conceptually different aspects of the technological innovation process,
and in developing a normative implementation methodology for Advanced
Manufacturing Systems drawn partly from extensive empirical work in
manufacturing companies, it is useful to represent these as three
orthogonal dimensions from which at least eight logical positions can be
explored. An argument is presented therefore for the development of a
strategy containing all three dimensions considered in the order:
business first, technology and organisation afterwards, which aims to
bring about radical change on a wide variety of fronts to support the
effective implementation of Advanced Manufacturing Systems.
Impact of Computer Technology on the Implementation of
Just‐in‐time Production Systems
Authors: Chan Kim Gyu , Lee Sang M.
Published: September 2004

This article examines the impact of introducing computer technology
in just‐in‐time (JIT) systems. Literature review has generally supported
the notion that introducing computers within JIT production systems may
enhance productivity. Also, the productivity of a computer integrated
manufacturing (CIM) system may be enhanced by integrating it with the
just‐in‐time (JIT) production system. This integrated production system
is called the computer integrated just‐in‐time (CIJIT) production
system. This empirical study provides strong evidence that integration
of CIM and JIT can significantly improve a firm′s productivity and
competitiveness.
The Impact of Just‐in‐time on Production System Performance: An Analytical Framework
Authors: Bartezzaghi Emilio , Turco Francesco
Published: September 2004

Part of a research programme being undertaken in Italy on the applicability of the just‐in‐time (JIT) approach. The programme includes both the development of methodological concepts to evaluate JIT applicability and an extensive survey of the value of JIT implementation as seen by Italian industry. Two levels of performances are identified: o First, the various performances at system level (critical manufacturing tasks) where the dimensions and measurement of productivity, service, quality and flexibility are defined; o Second, “operating conditions” being the variables describing the characteristics of single production factors and their interconnection (such as efficiencies, capability, process flexibility and lead times) The set of JIT techniques in the area of product, process, organisation, planning and control and supply are classified, the ways the techniques impact on operating conditions and, through them, on performance at production system level are analysed. A paradigm of JIT approach results, which explains the changes in the traditional trade‐offs within overall performance.
The Education, Training and Careers of Production Managers
in British Industry
Authors: Oakland John S. , Sohal Amrik
Published: September 2004

The results of a survey of production managers in the UK, carried
out in 1986, on behalf of the British Institute of Managers (BIM). It
compares these results with those from an earlier, similar survey
carried out in 1977. The evidence shows that changes in production
management have not kept pace with changes in technology and competitive
priorities, such as the importance of consistent quality.
Recommendations include the closer involvement of production managers in
determination of manufacturing policy, reorganisation to allow
responsibility to be taken for quality, production control, and
maintenance, increased training, and better liaison between production,
marketing, and design functions.
Flexibility – A Manufacturing Conundrum
Authors: Hill Terry , Chambers Stuart
Published: September 2004

The word “flexible”, when viewed in an industrial
context, although accepted by users and suppliers equally, does not bear
uniformity of meaning, as different types of flexibility require
different manufacturing responses. Change can be capacity‐related,
induced by customers or equipment‐related, and a manufacturing strategy
may involve price, and/or speed and reliability of delivery. However,
although types of flexibility may interrelate and conflict with one
another, organisations must ensure that their investments produce the
benefits appropriate to their markets.
Improvement of Labour Utilisation in Shift Scheduling for
Services with Implicit Optimal Modelling
Authors: Bechtold Stephen E. , Jacobs Larry W.
Published: September 2004

Using labour efficiently in service organisations is an important
management objective since labour frequently accounts for more than 70
per cent of total operating costs. While most service organisations can
use flexible scheduling rules to improve the utilisation of labour,
selecting a good or “best” set of work schedules from a
large set of alternatives has proved to be a formidable task. A new
modelling procedure is described which allows optimal decisions to be
made when the desired level of scheduling flexibility results in a very
large population of possible schedules. Flexibility in shift scheduling
is increased primarily through increasing the number of different shift
lengths and allowing flexible placement of breaks. The power of the new
modelling approach was used in an experiment described here to assess
the relative impact of shift‐length and break‐placement flexibility on
labour utilisation. The results indicated that, while either type of
flexibility can improve labour utilisation, there was a rather strong
synergistic impact from using both simultaneously.
The Different Operations Strategy Planning Process for
Service Operations
Authors: McLaughlin Curtis P. , Pannesi Ronald T. , Kathuria Narindar
Published: September 2004

The manager who moves from manufacturing to services or the
professor who wishes to research and teach service operations must
recognise the key differences for developing an appropriate operations
management strategy in a service business. For this process to be
successful, the operations manager must participate assertively in the
strategy debate. In manufacturing it is important that the functional
strategy supports the corporate strategy in the marketplace and is
co‐ordinated with other functional strategies. There is sufficient
buffering between the manufacturing system and the customer that
functional strategies can be developed within corporate strategies and
then be co‐ordinated. In services, however, there are many issues where
co‐ordination is not an adequate response. Virtually all strategic
issues involving customer contact and front‐office operations must be
the result of joint decision making involving marketing, operations,
finance, and human resources. What little buffering there is occurs
between the front office and the back room. This interface then becomes
the locus for interfunctional co‐ordination on strategic issues.
Consequently, planning for the front‐office operation differs in many
ways from the manufacturing strategy development, while the back‐room
strategy differs little from the manufacturing strategy model. This
article outlines and contrasts the processes for both manufacturing and
services, paralleling the models of Wheelwright and Hayes and Hill. The
observed process differences have major implications for both teaching
and research in service operations. The new and interesting issues are
predominantly interfunctional and, given the intellectual backgrounds of
the various functional areas, interdisciplinary.
An Examination of the Purchasing Function in a
Sales‐oriented Company
Authors: Howson T.G. , Dale B.G.
Published: September 2004

This article reports on an examination of the activities of a
purchasing department in a sales‐oriented company. Amongst the main
findings are: a company which has always based its strategy on
increasing sales to facilitate competitive advantage should undertake a
close examination of the purchasing function in view of its importance
to corporate health; the behaviour and attitudes of other departments
towards the purchasing function in a sales‐oriented company is one of
the biggest obstacles towards improving purchasing department
effectiveness and efficiency; and user departments often exacerbate the
problems of purchasing by misuse of procedures. It is also pointed out
that the reduction in numbers, and the control and evaluation of the
supplier companies is fundamental to an organisation′s process of
continuous quality improvement.
Deriving a Methodology for Implementing CAPM Systems
Authors: Frizelle G.D.M.
Published: September 2004

A methodology for implementing CAPM systems is described. The
research was motivated by evidence of dissatisfaction with the
performance of current systems, and the existence of no generic
methodology. A superposition process was employed. Areas of functional
management were explored for sources of implementation methodologies and
yielded a number of attributes for successful implementation. The
emergent structure was then validated against field studies. The result,
a methodology for improving control, is a three‐level hierarchy. The
first level assesses the ability of the organisation to absorb change.
The next considers the options for better control. The lowest level is
concerned with implementation.
Difficulties of Just‐in‐Time Implementation: A
Classification Scheme
Authors: Safayeni Frank , Purdy Lyn , van Engelen Ralph , Pal Siva
Published: September 2004

Many companies experience difficulty in implementing Just‐in‐Time
(JIT) in their manufacturing system. Based on observations, the article
argues that the problem is partly due to confusion about JIT and its
implications and partly due to a desire to implement JIT within an
existing organisational structure. A four‐level classification system is
presented as a way of summarising the different degrees of JIT
implementation and their difficulties.
Implications of Inbound Lead Time Variability for
Just‐in‐Time Manufacturing
Authors: Swenseth Scott R. , Buffa Frank P.
Published: September 2004

This article provides a discussion of key components for the
decisionmaker concerned with the logistical issues of implementing a
Just‐in‐Time (JIT) manufacturing philosophy. A JIT philosophy promotes
reduced cycle times that provide benefits not normally considered in
traditional inventory models and presents new concerns for the
purchasing and logistics functions. The ramifications are investigated
of a JIT implementation using an inventory‐theoretic modelling procedure
modified and expanded to incorporate these considerations. The resulting
cost comparisons indicate that the lead time variability associated with
uncertain transit times in JIT is critical in the determination of order
cycle time, order point, safety stock and the holding cost of the safety
stock.
Production Management: A Two‐dimensional Function?
Authors: Neely A.D.
Published: September 2004

Production management is a complex activity which takes place
either formally or informally in all manufacturing organisations.
However, despite its importance, the term production management has
never been adequately defined. This article attempts to rectify this by
examining some of the fundamental principles of the organisation. From
these a possible definition of production management is developed. An
abstract hierarchical model of production management is presented. It is
argued that this model is a generalised representation of any production
management system. The implications of both the model and proposed
definition are then examined.
Job‐shop Operations Reform: Strategies for Achieving
Queueless Work Flow
Authors: Bassett Glenn
Published: September 2004

Job‐shop operations, the emerging norm of industry, require reform
of the management methods employed to achieve cost control and
efficiency. Maximisation of capacity utilisation, the standard of
efficiency for more than a century, does not work in the job shop.
Queueless work flow and the flexible labour policies that support it
offer potential for reform which can substantially enhance customer
service and quality. Simulation of work flow and capacity to identify
bottlenecks along with scheduling of set‐ups on a leadtime basis are
potentially important supporting methodologies.
A Comparative Study of Three Lot‐sizing Methods for the
Case of Fuzzy Demand
Authors: Lee Y.Y. , Kramer B.A. , Hwang C.L.
Published: September 2004

Most of the literature published regarding the performance of
lot‐sizing algorithms has been in a deterministic environment. The first
objective of this article is to propose a way to incorporate fuzzy sets
theory into lotsizing algorithms for the case of uncertain demand in a
fuzzy master production schedule. Triangular fuzzy numbers are used to
represent uncertainty in the master production schedule. It is shown
that the fuzzy sets theory approach provides a better representation of
fuzzy demand and more information to aid the determination of lot size.
The second objective is to evaluate three lot sizing methods:
part‐period balancing, Silver‐Meal, and Wagner‐Whitin. The performance
of each lot‐sizing algorithm was calculated over nine examples. The
results indicate that the part‐period balancing algorithm may be a
better overall choice to determine lot sizes.
Uniform Assembly Line Balancing with Stochastic Task Times
in Just‐in‐time Manufacturing
Authors: Shin Dooyoung , Min Hokey
Published: September 2004

Recognising the enormous potential of just‐in‐time (JIT) concepts
for boosting productivity and quality, an increasing number of US and
European firms consider adopting JIT concepts in manufacturing. However,
the transfer of a manufacturing policy from traditional to JIT always
requires radical structural changes in a production line design. One
typical example of these changes is uniform assembly which does not
allow high variability in the production schedules. Consequently, major
hindrance to uniform assembly is a random fluctuation of task processing
times in assembly line balancing. This article proposes a heuristic
which takes into account stochastic task processing times and further
develops a work assignment with the lowest expected total cost as well
as an assignment with the highest work completion probability crucial
for the success of JIT manufacturing.
Productivity Management of Indirect Labour through Variable
Work Measurement and Control
Authors: Andin Wu Jack , L'abbe Wu Nesa
Published: September 2004

During the past several decades, the rapid expansion of service
industry and the automation of manufacturing operations have gradually
changed the ratio between direct and indirect labour in favour of the
latter and created the need for indirect work measurement and standards.
Though a few indirect work measurement and standard systems exist, much
still needs to be done to refine and promote indirect work measurement
and control techniques. This article develops and applies a flexible
procedure for setting indirect work standards. The procedure includes
six steps: establishing an accurate information system for indirect
manpower planning; defining appropriate allowances; developing effective
methods for measuring various types of key tasks; generating a formal
engineering report after indirect work standards are established;
reviewing and updating indirect labour standards and their supporting
data based on analysis of historical data; and setting up a point system
and/or a statistical control system whenever possible.
Cost Bounds for Inventory Systems Approaching JIT
Authors: Goh Mark , Hoon Hum Sin
Published: September 2004

The literature on the close to just‐in‐time (JIT) problems of
conditions already exists. However, most of it is descriptive and does
not quantify cost savings derivable as one moves from the Economic Order
Quantity (EOQ) scenario to one that is governed or nearly governed by
zero inventory philosophy. This article seeks to establish cost bounds
on inventory held under close to JIT conditions for the single item
inventory.
A Comparative Analysis for the Justification of Future
Manufacturing Systems
Authors: Ghosh Biman K. , Wabalickis Roger N.
Published: September 2004

Traditional procedures alone are not appropriate for justifying
advanced manufacturing systems. It is necessary to consider the benefits
of new technology in manufacturing systems since financial return is
dependent on many factors outside manufacturing. An in‐depth examination
is the foundation of the comprehensive comparative analysis presented
here. The mechanism used to combine and synthesise tangible and
intangible benefits of advanced technology is the analytic hierarchy
process. A cost/ benefit analysis incorporates cashflows and benefits to
determine the best manufacturing system choice. A detailed example is
given to illustrate the procedure, and to compare the results with that
of the traditional return on investment method.
Implementing Manufacturing Strategy: The Human Resource
Management Contribution
Authors: Kinnie N.J. , Staughton R.V.W.
Published: September 2004

The contribution that human resource management practices might
make to the successful implementation of manufacturing strategy is
examined. It is argued, on the basis of empirical research, that
organisations typically adopt one of three different approaches to
handling the critical human resource management practices which are
identified. These findings have implications both for practitioners
considering a change in their strategy for manufacturing, and for the
further development of models of manufacturing strategy.
A Comparative Study of Push and Pull Production Planning
Strategies in a Hard Disk Parts Manufacturing Company
Authors: Vrat Prem , Yenradee Pisal
Published: September 2004

A comparative evaluation of push, pull and a combination of
push‐pull production strategies for a multi‐product two‐stage production
system is presented. A mathematical model is developed to determine EBQ
and optimal batch splitting and is applied to a case of a manufacturing
company producing hard disk parts. The results obtained are compared
with the existing practice. It is shown that a push policy results in
the highest total system cost while the pull system – the least,
with the hybrid policy in‐between. It is recommended that a switchover
to optimal hybrid push‐pull policy is called for from the present
non‐optimal push policy. Cost reduction potential for such a switchover
is estimated.
Advanced Manufacturing Technologies: An Integrated Model of
Diffusion
Authors: Martínez Sánchez Angel
Published: September 2004

An integrating model which, based on a review of the most recent
theoretical and empirical studies, offers an overall view of the factors
affecting the adoption of Advanced Manufacturing Technologies (AMTs) is
presented. The model is intended to be a base for the managers′ analysis
of the implementation of AMTs, and enables the four areas affecting
adoption (Industry, Firm, Technology and Supply) to be approached in a
more integrated way.
Supplier Credit in the Economic Order Quantity Model
Authors: Wilson James M.
Published: September 2004

The standard economic order quantity model assumes that stocks are
paid for when delivered. Supplier credit is widely available and can
have considerable impact on holding costs and on the optimal order
quantities. A simple extension to the standard economic order quantity
model yields significant savings for items which have order cycles that
are short relative to the period allowed for payment. The analysis also
increases the attractiveness of joint replenishment models and
highlights some difficulties of applying discrete demand models.
Just‐in‐Time: A United States‐United Kingdom Comparison
Authors: Billesbach Thomas , Harrison Alan , Croom‐Morgan Simm
Published: September 2004

Managerial practices and perceptions in the implementation of
just‐in‐time (JIT) principles and concepts are significantly different
in the United Kingdom compared to the United States. In a study of 99
companies located throughout both countries, several distinct
differences between the US and the UK were found. US companies tend to
provide a greater range of training and education for their employees
than do UK companies. Incentives for employees are more prevalent in the
US than the UK. The UK lags behind the US in taking JIT to the
shopfloor. Respondents in both countries indicated comparable
dissatisfaction with the implementation process. Problems in
implementation included: lack of top management commitment and support,
poor communication, lack of cross‐functional planning teams, data
accuracy, and supplier participation. In conclusion, JIT tends to be
viewed more often as a technique by UK managers whereas their US
counterparts practise JIT from a philosophical perspective.
A PC‐based Spreadsheet Support System for the Newsboy
Inventory Control Problem
Authors: Al‐Faraj Taqi N. , Al‐Zayer Jamal A. , Alidi Abdulaziz S.
Published: September 2004

In this article, a PC‐based spreadsheet support system (SSS) for
controlling inventory and service level for the newsboy problem is
developed utilising Lotus 1‐2‐3 spreadsheet capabilities. The technical
aspects of the SSS are presented and discussed within the context of a
numerical example. The developed SSS permits the decision maker to
simulate and analyse the impact of parameter changes on the inventory
system using a familiar PC spreadsheet package.
Optimal Selling Quantity and Purchasing Price for
Intermediary Firms
Authors: Chen Cheng‐Kang , Jo Min K.
Published: September 2004

Intermediary firms are economic agents that purchase from mostly
small and numerous independent producers and sell to other firms or to
the public. This article investigated how intermediary firms can
optimally determine both selling quantity and purchasing price of a
product. By incorporating the special structure of intermediary firms′
environments and by modifying the conventional economic order quantity
(EOQ) model accordingly, we provide optimal decision rules regarding the
selling quantity and purchasing price for intermediary firms under
profit maximisation.
The Impact of the Just‐in‐Time Approach on Production
System Performance: A Survey of Italian Industry
Authors: Bartezzaghi Emilio , Turco Francesco , Spina Gianluca
Published: September 2004

Gives results of a survey on the application of the just‐in‐time
(JIT) approach in Italy, based on a sample of 173 industrial companies.
The methodological framework used to evaluate JIT application was
described in a previous article (International Journal of Operations
& Production Management, Vol. 9 No. 8, 1989). Interest in JIT is
wide and is growing. The evidence shows the compatibility and
complementarity of JIT with different classes of innovation; the need
for an integrative approach emerges. Pull‐controlled flow, supply
quality certification, preventive maintenance, job
enlargement/enrichment and product modularization emerge as the core
features of JIT, even though most are widely adopted in JIT
implementation. In terms of operating conditions, the most significant
improvements obtained by those who adopt JIT are: a speed‐up in
production flow and synchronization between production and market and
between the different productive and logistic phases. Consequently,
major benefits in production system performance are achieved in terms of
mix flexibility, working‐capital productivity and productivity of both
direct and clerical labour. Success in JIT adoption seem not to be
related to certain exogenous factors, such as company size and type and
the nationality of ownership. As the strategic profile of a firm also
seems irrelevant to the aims of JIT adoption JIT confirms itself as an
instrument suitable for different application contexts and diverse
strategic objectives.
A Critique of the Literature on Just‐in‐Time Manufacturing
Authors: Goyal Suresh K. , Deshmukh S.G.
Published: September 2004

Gives a critical review of the existing literature on just‐in‐time
manufacturing. Suggests a relevant literature classification scheme,
followed by subsections on each class and offers critical comments. Also
identifies the possible research portfolios after an explanation of the
gap existing between theory and practice.
Managing the Introduction of Expert Systems
Authors: Candlin D.B. , Wright S.
Published: September 2004

Considers the importance of knowledge management for competitive
advantage and the contribution which expert systems may make to the
process. Explains the structure and role of expert systems, and outlines
the advantages they may offer. Explores different methods of introducing
them into an organization and subsequently developing their potential,
comparing the traditional life‐cycle approach with that of evolutionary
methods including prototyping. Concludes with a description of the early
stages of introducing an expert system into a large engineering company,
based on an action research approach.
Computer‐based Cell Formation Incorporating Process
Sequence
Authors: John E.G. , Schäfer H. , Rowlands A.R.
Published: September 2004

Describes a philosophy of cell formation for cellular manufacturing
which reasons that an analysis of the sequential processing of
components is a fundamental requirement in understanding the problem, as
well as being a necessity in generating the subsequent solution.
Includes a résumé of the problems encountered in
processing the pertinent industrial data coupled with an outline of the
computer‐based methodology used to implement the philosophy.
The Adoption of Japanese Manufacturing Management
Techniques in Korean Manufacturing Industry
Authors: Lee Choong Y.
Published: September 2004

After four consecutive years′ trade surplus, Korea′s climbing
foreign trade deficit in 1990 is a clear signal that the nation should
attempt to improve the performance of its manufacturing industry.
However, there has not been much study on how manufacturing management
is conducted in Korea and how it might be improved. Too much emphasis
has been placed on macro policy variables such as tax, exchange rates
and interest rates, which have only short‐term effects on
competitiveness. The task for Korean manufacturing industry is to meet
the challenges before it and be in a position to compete with other
countries by providing high‐quality products at the right price. The
most affordable and practical alternative is to make innovations in the
current manufacturing process in order to enhance productivity and
competitiveness. Studies the adoption and application of Japanese
manufacturing management techniques under Korean conditions. Also
provides a number of cases of their implementation in Korea and outlines
considerations and recommendations necessary for their successful
implementation based on the study findings.
World‐class Manufacturing versus Strategic Trade‐offs
Authors: New Colin
Published: September 2004

There has been considerable (sometime acrimonious) debate about the
issue of the continuous‐improvement protagonists′ view and the
(old‐fashioned) manufacturing strategy view of the nature and extent of
“trade‐offs” between manufacturing performance
characteristics. Seeks to explore the argument from both sides, starting
from the necessity for major transformations in the performance of
manufacturing systems over the next few years (the “challenge of
transformation”). Explores the characteristics of
“World‐class Manufacturing” and examines the relevance of
trade‐offs in detail through case‐study illustrations. Develops a
balanced view which argues that, while certain trade‐offs have been
rendered irrelevant by market pressures and expectations, others have
not and remain the key to the choice of technology, process and
organization within the manufacturing mix.