bluuebunny/crossref_metadata_2025 huggingface dataset:
Facilitating problem‐solving groups: facilitator competences
Authors: Nelson Terry , McFadzean Elspeth
Published: July 2002

Group and team meetings are important organisational processes. These teams, therefore, should be managed and supported appropriately in order to produce effective outcomes. One method of undertaking this is to use skilled and competent facilitators. Facilitators not only support the meeting process but they should also be actively involved before and after the meeting has taken place in order to help develop objectives, timescales, agendas and so on. It is important, therefore, that organisations either train their own facilitators or employ external facilitators with the necessary and appropriate competences. This paper describes what competences may be required by a facilitator and how these can be used effectively.
Sustainable learning and change in international teams: from imperceptible behaviour to rigorous practice
Authors: Heimer Claudia , Vince Russ
Published: July 2002

This paper outlines the authors’ experience of working with international cross‐cultural teams, and is an attempt to address the question about how international organizations can give rise to a sustainable capability in which generations of teams build on each other’s experience. The paper outlines some of the behavioural dynamics, both constructive and destructive that seem to occur in international teams, and focuses on ways of working through the destructive dynamics. The paper suggests that sustainable learning can happen when organizations and teams engage with the “cultural whirlpool” that their internal diversity creates; when they maintain ongoing cross‐cultural conversations which bring cultural differences and understandings alive; and where they engage with the strategic moments that are afforded by their emotional and relational dynamics.
Leaders developing leaders: an effective way to enhance leadership development programs
Authors: Cacioppe Ron
Published: July 2002

The purpose of this article is to examine how senior leaders in organizations can play a greater role in the development of leadership within their organizations. Innovative “leaders developing leaders” programs in PepsiCo, General Electric and Shell are described as examples of tangible and effective ways that can be used for successful leadership development which can also contribute to strategic change and business profitability. Suggestions and various options to incorporate senior executive involvement in leadership development programs are put forward as well as factors that need to be considered when first implementing this approach. At a time when leadership development is recognised as a vital ingredient for organization success, the involvement of senior leaders in the teaching and learning of future leaders has been shown to be a powerful and effective tool.
The practice of consultancy and a professional development strategy
Authors: McLarty Roy , Robinson Terry
Published: July 2002

There is a paucity of information on the development and practice of consultancy. This paper seeks to fill in some of the gaps in knowledge particularly in relation to the nature of consultancy, market opportunities management and practice development. The paper commences with a discussion on the role of the consultant and moves on to examine why organisations use consultants. Thereafter attention is devoted to the market opportunities and discusses how business is developed. Reference is made to a number of writers and their views are integrated into the discussions, particularly where they cite reasons as to how business was obtained. A model which originated in the USA is developed in relation to the management of assignments and a claim is made as to essential “task processes”. In conclusion, recommendations are made as to practice development strategy and a five‐stage model, developed by the authors, is suggested.
Correlates of perceived leadership style in a culturally mixed environment
Authors: Yousef Darwish A.
Published: July 2002

This study is concerned with the determination of the most common and effective leadership style in a non‐Western culturally mixed environment, and with the exploration of the correlates of leadership style in such a context. Results indicate that consultative style was the most common and effective leadership style in such an environment. Furthermore, findings indicate that leaders’ personal attributes such as national culture, experience, education and age; subordinates’ personal attributes such as gender, national culture, age and tenure in present organization and organizational factors such as the organization’s ownership have a significant relationship with leadership style. Additionally, leaders’ personal attributes such as gender, marital status and tenure in present organization, and subordinates’ personal attributes such as education, experience and marital status, in addition to organizational factors such as the organization’s activity and age have no relationship with leadership style.
Utilizing organizational culture gap analysis to determine human resource development needs
Authors: Brown F. William , Dodd Nancy G.
Published: July 2002

The effectiveness of the Competing Values Framework (CVF) as a means to determine human resource development needs was examined. Members of the board of directors and all full‐time employees of a Cooperative assessed the current status of the organizational culture and the nature of culture desired in the future utilizing a CVF based instrument. Both groups desired a future culture different from the present state, and both groups desired movement in the same directions. The study concludes that CVF analysis is a beneficial means for determining information about human resource skills needing to be developed and/or activated and which activities need to be rewarded or reduced in order to effect this movement.
A mobile robot platform for assistance and entertainment
Authors: Dieter Schraft Rolf , Graf Birgit , Traub Andreas , John Dirk
Published: July 2002

Based on the successful hardware and software architecture of Care‐O‐bot™, a new generation of mobile robots has recently been designed at Fraunhofer Institute of Manufacturing Engineering and Automation (IPA). The robots have been created to communicate with and to entertain visitors in a museum. Their tasks include welcoming visitors, leading a guided tour through the museum or playing with a ball. In this article the hardware platform of the robots and their features such as navigation and communication skills, their safety concept and handling are outlined. Further, the underlying control software of the robots is described. Finally, the application of the robots at the Museum für Kommunikation in Berlin is presented. The robots have been running in this museum daily since 25 March 2000 without noteworthy problems.
Spring‐assisted gantry robots versus conventional gantry robots: spring constant optimization and work minimization
Authors: Grahn Sten , Johansson Gert
Published: July 2002

The spring‐assisted gantry robots, described in this paper, were designed primarily for the rapid transfer of lightweight objects from one point to another, e.g. to pick objects from a conveyor belt and to place them in a box. The average amount of work required for pick‐and‐place operations carried out by a conventional gantry robot was decided. Springs were added to conserve the kinetic energy of the main bar, which slides in theX‐direction and the work of the same pick‐and‐place operation was decided. A theoretical study showed that when the spring constant was optimized the required motor work of the spring‐assisted robots were 42–95 percent less than the required work of the conventional robot. The conceptual robot exists in mathematical models in Matlab and SIMULINK.
Haptic interaction with virtual objects: the technology and some applications
Authors: Thurfjell Lennart , McLaughlin John , Mattsson Johan , Lammertse Piet
Published: July 2002

Haptics is an emerging technology that allows touch‐enabled interaction with virtual objects. Analogous to the use of computer graphics for rendering of a three‐dimensional (3D) scene to give the user a visual description of the scene, it is possible to use computer haptics to let the user touch objects in the 3D scene. This is normally accomplished by having the haptics engine sending either force vectors or positional information to a haptics device, a robotic arm, that the user manipulates. The purpose of this paper is to give an overview of this technology, describe haptic devices and haptic application programming interfaces. We will also illustrate the use of haptics technology by describing a few industrial and medical applications.
Performance evaluation of autonomous mobile robots
Authors: Jacoff Adam , Messina Elena , Evans John
Published: July 2002

The National Institute of Standards and Technology (NIST) has initiated a program to develop quantitative metrics for machine intelligence. One of the possible approaches to evaluating machine intelligence is task‐based performance testing, like a mouse in a maze. A series of application‐specific testbeds is envisioned. NIST has created a set of reference test arenas for evaluating the performance of autonomous mobile robots performing urban search and rescue tasks. Robots must explore the maze‐like test course, map the environment, find the simulated victims, and then report back their findings. In this paper, we describe our approach toward developing performance metrics for autonomous mobile robots through standardized testing within representative environments and objective performance evaluations. Our intent is to help accelerate the robotic research communities’ advancement of mobile robot capabilities, thereby improving the effectiveness of robots performing within industrial settings, hazardous environments, and in exploration.
A reusable enterprise model
Authors: Yu B. , Harding J.A. , Popplewell K.
Published: July 2002

Enterprise activities are intricate, as companies often produce multiple product families which require a complex mixture of production modes. Modelling techniques are commonly applied to expose the behaviour of an enterprise and to investigate the feasibility of achieving business objectives. However, enterprise modelling can be a slow process and models become invalid if business objectives are changed, because their information content may be overtaken by fast changing market conditions. The modelling process is accelerated if new models can use part or all of the information from previous models. This paper addresses these issues by introducing a reusable enterprise model, called a factory data model (FDM). It has been implemented using an object‐oriented approach, and contains five key class hierarchies. The model can be specialised to meet the requirements of individual enterprises; hence, less time and effort are involved in creating new models to satisfy changes in enterprise requirements.
Environmental management systems in the New Zealand plastics industry
Authors: Corbett Lawrence M. , Cutler Denise J.
Published: July 2002

This paper considers the links between quality management systems and environmental management systems. In particular, how firms use their experience with the former to develop the latter. Case studies of seven plastic manufacturers in New Zealand found a high degree of applicability of TQM experiences. Areas most likely to be transferred were people practices, involvement of customers and suppliers, adopting a preventative approach or culture, and strict waste management control. At the current stage of development of environmental management systems in New Zealand, there is still much action just to ensure regulatory compliance. The paper also reviews briefly some of the environmental drivers impacting on operations management and the parallels between the development of quality management and environmental management systems.
The appropriate use of performance measurement in non‐production activity
Authors: Busby J.S. , Williamson A.
Published: July 2002

Notes limitations to measuring the performance of design activity in particular, and non‐production activities in general. First, validity and reliability in specific measures are strongly negatively correlated, making it hard to achieve both. Second, outcome measures are jointly determined by engineering design and other activities to varying degrees, and this problem of shared outcomes is only partly reduced by measuring at higher levels of aggregation. Third, there is no definite stopping rule for engineering design activity, yet unambiguous outcome measures rely on the existence of such a rule. Fourth, outcomes attributable to engineering design can sometimes only be measured a long time after completion of the activity, making them ineffective for most managerial purposes. There are also considerable problems in properly accounting for environmental variables. However, the use of performance measures have some benefits, e.g. correcting wrong inferences among engineering managers. Results point to the appropriate use of performance measurement in engineering design for raising questions and detecting discrepancies in performance at aggregate levels. They suggest that using measurement is inappropriate for managerial control, for attributing results to engineers or the environment, and for concluding problem solving activities.
Process variability and its effect on plant performance
Authors: Mapes John , Szwejczewski Marek , New Colin
Published: July 2002

This report presents the preliminary findings of a research study to determine the factors which enable a manufacturing plant to simultaneously achieve high labour productivity, fast, reliable delivery and high quality consistency. The conclusions are based on analysis of a database containing details of 953 manufacturing plants in the UK. Based on the performance measures mentioned above, a composite performance measure was calculated for each plant in the database. The plants were then divided into groups of high performers, medium performers and low performers. Using statistical analysis, those differences between the high and low‐performing plants that were significant were identified. The main factors differentiating high‐performing plants from the rest were those associated with low process variability, high schedule stability and more reliable deliveries by suppliers.
Selecting sourcing strategies for technological innovation: an empirical case study
Authors: Chiesa Vittorio , Manzini Raffaella , Tecilla Federico
Published: July 2002

This paper faces the problem of the decision maker who has to identify the most appropriate organisational mode for the external acquisition of a certain technology. Its objective is twofold: to explain the rationale behind the choice of a definite mode of collaboration, i.e. to understand which aspects of the specific technological collaboration are considered by companies when selecting the organisational form; and to describe the process through which the choice is actually made, i.e. to understand which is the logical path which leads to selection of a definite organisational form. A framework is proposed and then applied to a case study.
JIT purchasing in the Spanish auto components industry – Implementation patterns and perceived benefits
Authors: González‐Benito Javier , Spring Martin
Published: July 2002

This paper reports empirical evidence of the implementation patterns of JIT purchasing developed by the Spanish auto components industry. An analytical framework distinguishing between operational practices, inherent in JIT environments, and complementary practices, characteristic of partnership sourcing arrangements, is proposed and used to guide the study of a sample of 150 manufacturers. Three stages of implementation are identified and the analysis of companies at each stage reveals that size and international presence are key factors. Furthermore, there seem to exist important synergies between JIT purchasing practices which make a holistic implementation more beneficial than the isolated introduction of selected practices.
Manufacturing best practice and performance studies: a critique
Authors: Davies Amanda J. , Kochhar Ashok K.
Published: July 2002

The number of studies relating to best practice in manufacturing has been increasing at a rapid rate over the last few years. As companies strive to attain world‐class manufacturing status the search for best practice has intensified. Focus has evolved from benchmarking as a means to improve company performance through the identification of best practice, to the need to identify, manage and transfer best practices. This paper discusses this evolution of focus and identifies key issues for consideration in best practice investigations. In particular, it addresses issues of methodology which can improve the quality of findings from studies of best practice and maximise company performance through the transfer of appropriate best practices.
Communicating the complexity of computer‐integrated operations
Authors: Waring Teresa , Wainwright David
Published: July 2002

The English National Health Service has undergone unprecedented political, economic and technological change. This has resulted in a requirement for radical improvements in operational efficiency and effectiveness. An effective IT infrastructure supporting key operational processes and management reporting is now seen as essential. This paper outlines the findings from empirical research in a North East hospital Trust. The authors collaborated on a requirements analysis project to investigate and model business processes and information flows using an automated IDEF0 software tool. A participatory action research framework was used, informed by principles derived from critical social theory, to describe the complexity of the situation and provide improved communication amongst stakeholders. The paper concludes by reflecting on the need for more “ideal” speech situations in order to deal with complex operations management problems where political, power and social issues can obstruct effective implementation of new computer‐integrated operations.
Hybrid stockless: a case study
Authors: Rivard‐Royer Hugo , Landry Sylvain , Beaulieu Martin
Published: July 2002

Due to the diversity of its players, the American healthcare sector has experimented with different types of integrated supply chain management systems for medical supplies. In the 1980s, US distributors were offering customers the so‐called stockless replenishment method, whereby the distributor picks and packs products according to the particular needs of each patient care unit and, in most cases, delivers them directly. By the late 1990s, stockless agreements had run out of steam, as distributors sought to optimize the balance between their efforts expended in hospital replenishment and the hospitals’ inventory savings. Among the various reflections and initiatives aimed at finding such a new balance, we focused on the experience of a Quebec (Canada) hospital adopting a hybrid version of the stockless system, under which the distributor supplied high‐volume products for the patient care unit in case quantities, leaving the institution’s central stores to break down bulk purchases of low‐volume products into point‐of‐use format (eaches). The study reveals marginal benefits from the hybrid method for both the institution and the distributor. However, it also reveals the importance of the manufacturer’s role with respect to packing formats, and demonstrates that the rearrangement of storage areas can generate substantial savings, opening the way to means for improving the healthcare sector supply chain.
Optimal Due‐date Assignment in an Assembly Shop
Authors: Cheng T.C.E.
Published: July 2002

Under intensified pressure from both domestic and foreign competition,
today′s manufacturers must strive to keep delivery promises and reduce
waste. This depends largely on a manufacturer′s ability to assign
accurate and attainable due‐dates. Presents an analytical method of
assigning optimal total work content (TWK) due‐dates that minimize the
average amount of missed due‐dates in a dynamic job shop with assembly
operations. The accuracy of the method is assessed through computer
simulation of a hypothetical assembly shop with different job structures
under various operating conditions. While it is generally more accurate
for jobs with simpler structures, the simulation results indicate that,
over a range of test conditions, the method is both simple and effective
in assigning optimal TWK due‐dates for assembly shops.
Monitoring the Performance of a Reorder Point System: A Control Chart
Approach
Authors: Watts Charles A. , Hahn Chan K. , Sohn Byung‐Kyu
Published: July 2002

In order to ensure that an inventory system is performing correctly,
management must continually monitor the system and take corrective
action as necessary. Only a few previous articles have suggested
techniques for monitoring and diagnosing the performance of a reorder
point system. Uses statistical process control charts to monitor the
systems performance on an ongoing basis. The proposed system is
triggered by unplanned stockouts or by a periodic review of each item′s
inventory turnover rate. The system then systematically analyses the
stockout and the control charts and identifies the causes, which can be
fitness‐related and/or operations related. Problems can be quickly
diagnosed and corrective action taken so the reorder point system will
perform as intended.
Flexible Manufacturing Systems: An Overview
Authors: Kaighobadi Mehdi , Venkatesh Kurapati
Published: July 2002

Global competition has made it necessary for many firms to introduce
such advanced technologies as Flexible Manufacturing Systems (FMS).
However, the extent of such technology applications varies from industry
to industry and has met various degrees of success. Reviews the impetus
for the introduction of FMS and the conceptual aspects of such systems.
Analyses the state of research on FMS, explores problems faced by the
firms in implementing FMS and discusses the benefits ensuing from
successful implementation of FMS. Includes a relatively extensive
bibliography.
Towards a Simple, Visual Representation of Fit in Service Organizations:
The Contribution of the Service Template
Authors: Staughton Roy V.W. , Williams Christine S.
Published: July 2002

Pursues the concept of fit, defined as congruence between the
capabilities of an operation and the characteristics sought by the
market it was set up to serve. Traces the design, development and
testing of the Service Template for illustrating fit in service
organizations. The technique compares the actual service experienced by
a customer with his/her expectations of that service and it is able to
incorporate both soft and hard aspects of a service package. Reviews
literature on visual representation of fit in manufacturing and service
operations and examines the suitability of existing devices. Uses a case
example to illustrate the mechanics of the technique which was tested in
33 situations and is now offered as generically applicable. Identifies
areas for future research.
JIT Systems and External Logistics Suppliers
Authors: Spencer Michael S. , Rogers Dale S. , Daugherty Patricia J.
Published: July 2002

Just‐in‐time (JIT) systems have evolved from a few selected
implementations in the automobile industry into a widespread business
practice. Early understanding of JIT models indicated that JIT can
reduce inventory in the production system through the elimination of
wasteful activities. This understanding led some researchers to suggest
that JIT warehousing or JIT logistics are contradictions in terms since
JIT′s purpose is to eliminate warehousing by delivering components just
as they are needed. However, more recent studies of JIT practices
indicate that an opportunity exists to use JIT benefits. Discusses the
benefits of outsourcing logistics functions to external suppliers in
order to enhance JIT performance. Additionally, a survey of services
provided by JIT logistics suppliers is presented as well as criteria for
selecting the “best” logistics supplier.
On Acquiring Automation for Value Improvement under Learning Effects
Authors: Koulamas Christos
Published: July 2002

Presents a dynamic programming model for studying the effects of
automation acquisition on the value, cost, and quality control processes
in an aggregate single product environment. The model provides the
optimal automation acquisition policy, that is the optimal amount of
automation to be acquired and the optimal timing for acquiring it, so
that the accumulated net product value can be maximized. The model can
be used with different sets of learning rates and cost data. It can also
be used with non‐uniform learning rates among the different processes,
and non‐uniform automation effects on the value, cost, and quality
control learning curves. The cases both of unbounded and bounded
learning curves are examined. Selective results demonstrate that the
early acquisition of the optimal amount of automation enhances the
accumulated net product value.
Maintenance in Saudi Industry
Authors: Ikhwan Muhammad A.H. , Burney Farhat A.
Published: July 2002

Analyses the system of work in the maintenance departments of 59 Saudi
industries and services. The sample includes 13 manufacturing, 12
metals, nine chemical and 25 other industries and services. The data
were collected by a specially designed survey. Results show that
maintenance departments employ 26 per cent of the workforce. Only 11 per
cent of the maintenance staff is Saudi. Most maintenance work (83 per
cent) is done in‐house. Contracting‐out maintenance work is not yet a
major activity. Generally, management is aware of what should be done
but is shy of doing it. Managers are aware of standard times, preventive
maintenance (PM), PM frequencies, etc. The system of work, however,
reflects largely the manager′s personal style. Preparation of adequate
reports on performance and cost is visibly lagging behind. Top
management is supportive of maintenance department needs. Problems faced
reflect preoccupation with spare parts acquisition and lack of qualified
manpower rather than lack of funds or top management support.
Relational or Object‐oriented or Hybrid?
Authors: Bordoloi Bijoy , Agarwal Atul , Sircar Sumit
Published: July 2002

The relational model and relational database management systems have
been the de facto industry standard for organizing and managing data in
most computer‐integrated manufacturing environments. In recent years,
however, some new database technologies have emerged – namely,
object‐oriented and hybrid or extended relational – making the job of the
CIM managers more difficult with regard to selecting a database
technology that would be most appropriate for their operations. Presents
a framework for selecting an appropriate DBMS type in a CIM setting
depending on a company′s ENTITY and DATA needs. It is hoped that the
presented framework would prove useful to practising managers.
A Service‐oriented Manufacturing Strategy
Authors: Fry Timothy D. , Steele Daniel C. , Saladin Brooke A.
Published: July 2002

Introduces the concept of a manufacturing strategy based on a service
orientation. Traditional manufacturing strategies have often been
driven by cost minimization decisions and have encouraged the
over‐reliance by managers on inventories to satisfy demand. In today′s
business environment, a reliance on inventory is often not feasible.
Suggests a reliance on capacity available to meet demand, as used by the
service industry. Such a strategy is in direct conflict with most
cost‐accounting systems because of the absorption of overhead costs
based on direct labour. Proposes two alternatives for changing the
accounting system, to enhance the move towards the service‐based
strategy. Lastly, presents a case study of a US plant to illustrate the
results that a company adopting this approach should expect.
Organizational Approaches to the Implementation of Simultaneous Engineering
Authors: Shenas Delavar G. , Derakhshan Sepehr
Published: July 2002

Discusses the advent of simultaneous engineering as the new manufacturing paradigm, and speculates about the organizational consequences of this new manufacturing method. To decrease the time from product inspection through prototype manufacture, it is necessary to instil a knowledge of process capabilities into the design process. Simultaneous engineering stresses design of product and production process together with design of assembly, quality control, and field service, that is the complete production cycle. There are many ways that a product can be designed to allow simplification of the product manufacture. This new method has necessitated new forms of internal organization of the company through blurring between different divisions of a company and the creation of multifunctional teams composed of domain experts from every stage of production. This new manufacturing mode has also redefined the relationship between the companies and their vendors. Because of greater technological interdependence, and even without any formal ties, concludes that long‐term relationships are becoming more and more important in many industries.
Lean Production: Experience among Australian Organizations
Authors: Sohal Amrik S. , Egglestone Adrian
Published: July 2002

Presents the findings of a study which investigated the adoption of lean
production methods in Australian manufacturing industry. Data were
gathered through a telephone survey from 51 companies representing a
range of industry sectors. The study found that a large majority of the
companies were practising lean production methods. Discusses the
organizational changes which had occurred in the organizations as a
result of the introduction of lean production. Discusses the change
drivers of the lean production programme, benefits achieved,
difficulties experienced and future trends.
Logistical Support for Manufacturing Agility in Global Markets
Authors: Vastag Gyula , Kasarda John D. , Boone Tonya
Published: July 2002

First, based on a review of current manufacturing trends, argues for a new type of logistical infrastructure supporting agility and quick response to global markets. Second, shows how this new logistical infrastructure is being put in place. Describes the Global TransPark project in North Carolina and its empirical support aimed at creating a logistical environment to improve manufacturing competitiveness in an era of international sourcing and sales and speed‐to‐market. The Global TransPark is one, and arguably the most advanced, logistical infrastructure for agile manufacturing being developed in the USA. Based on findings from company surveys, it concludes that the new focus of logistics must be the linkages within the organization and throughout the entire organizational network.
The SPT Priority Sequence Rule
Authors: Bassett Glenn , Todd Robert
Published: July 2002

Discusses the most widely accepted operations principle in the job shop
working environment as the shortest processing time (SPT) job priority
sequencing rule. It can be demonstrated that use of average job flow
time as the measure of SPT efficiency in job flow scheduling introduces
a mathematical artefact which can bias results in favour of SPT without
adding any real efficiency. Average job flow time with SPT priority
sequencing creates the illusion of efficiency. A simple simulation model
is used to demonstrate that even though average job flow time is clearly
and significantly shorter with SPT it can mask under‐utilization of
capacity‐constrained work stations – bottlenecks – present in the flow.
Giving priority to those jobs which fill capacity at a bottleneck
significantly improves capacity utilization at the bottleneck and
reduces the amount of work which awaits capacity at the conclusion of
the work schedule.
An assessment of operations in US service firms
Authors: Vargas Gustavo A. , Manoochehri Ghasem H.
Published: July 2002

The service sector of the American economy is expanding very
rapidly at a greater than 6 per cent annual growth rate during the
1984‐88 period. The extraordinary growth of the service sector in the
last two decades has focused attention on the challenges of effective
management of service organizations and operations, vastly different
from those faced in classical manufacturing settings. However, while
services play an increasingly significant role in society, the
productivity of services is much less than that of manufacturing.
Determines and describes operations‐related practices and assesses
skills development requirements faced by service firms operating in a
real‐life environment. Findings of the study include the degree of
awareness of the importance of operations‐related tasks and of their
impact or organizational performance in services, the performance
drivers and allocation of responsibilities for operational decisions,
and the significance of operational gaps and misalignments that need
correcting to enhance the effectiveness of service firms.
Time‐based management of technology
Authors: Gehani R. Ray
Published: July 2002

For corporations competing in a global marketplace, time‐based
management of their technology is becoming a significant resource.
However, the concept of time in management of technology‐driven
industrial organizations is not new. Classical management theorists like
Frederick Taylor and others used time‐based management in
“scientific” management of operations or for planning,
organizing, scheduling, and controlling. However, due to opening of
international barriers, fast changing technologies, and rapidly
shrinking product life cycles, time‐based management is acquiring an
increasing significance in its tactical and strategic roles. Develops a
comprehensive taxonomy of time‐based management based on its three
dimensions: form, origin and application. Discusses trade‐offs and
linking of time‐based management with other strategic criteria, such as
quality, performance, and delivery. Outlines six specific ideas for
implementation of agility‐based strategy. Discusses some managerial
implications for optimal utilization of time‐based management.
Utilization of time‐based strategies
Authors: Daugherty Patricia J. , Pittman Paul H.
Published: July 2002

Explores how firms can use time‐based strategies within their
distribution operations. Exploratory results are presented detailing
strategic distribution responses employed to meet competitive challenges
and gain competitive advantages. These firms have proactively worked to
make their operations more flexible and allow them to respond more
quickly to customer requests. They have developed capabilities to
customize or tailor services to specific market segments in a timely
manner, learned to prioritize requests and respond with differentiated
service programs, and strategically exploited information capabilities
in order to substitute “information for inventory” in a
cost‐effective manner. The research results emphasize the important role
distribution/logistics plays in supporting manufacturing and marketing
efforts.
The effects of grouping parts of ready‐to‐assemble products on
assembly time: an experimental study
Authors: Madan Manohar , Bramorski Tom , Sundarraj R.P.
Published: July 2002

The problems involved in assembly of packaged ready‐to‐assemble
(RTA) products such as bicycles, furniture, etc., are well known. Some
of the factors that contribute to the difficulty in assembly are unclear
assembly instructions and poor grouping of parts in packages. Typically,
RTA products are packed in one bulky carton with some parts, such as
hardware, grouped in a separate package within the carton. As a result,
consumers often spend a significant portion of the assembly time on
searching for the right part. Through an experimental study we
demonstrate that the assembly time can be significantly reduced by
forming logical part groups (packages within the carton) according to
the sequence of assembly operations. Our result is significant in the
context of recent surveys that indicate customer dissatisfaction with
the assembly of RTA products.
A framework for the design of manufacturing strategy processes
Authors: Mills John , Platts Ken , Gregory Mike
Published: July 2002

Proposes a framework for considering the factors relevant to the
design of manufacturing strategy processes. The framework is built from
manufacturing and business strategy literature through a review which
positions popular strategies like Cellular manufacturing, TQM and JIT
within more traditional manufacturing strategy frameworks and includes
aspects of strategy that have been rarely mentioned in the manufacturing
strategy literature. Thus competence, capability, culture and
alternative strategy process modes are incorporated and throughout the
review potential influences on the design of the strategy process are
identified. Finally the framework′s ability to assist the design of a
manufacturing strategy process is tested and the dependence of key
process elements like the procedure and tools used are shown to be
contingent on, for example, the outputs required from the process and
the content areas under development.
A new approach to teaching CIM: the CIM lab workstation
Authors: Suter William C. , Teer Faye P.
Published: July 2002

Discusses why computer‐integrated manufacturing (CIM) is an
important subject area that should be incorporated in technology‐focused
coursework at the collegiate level. Presents an innovative and
successfully implemented strategy for utilizing a CIM lab workstation in
teaching a CIM course and provides a description of the workstation.
Examines concept coverage and the pedagogical resources needed to
support a CIM course. In this CIM course, several functional areas of
business are integrated through hands‐on, real‐world projects. Discusses
the numerous benefits of this interdisciplinary approach to student
learning.
Work organization in lean production and traditional plants
Authors: Forza Cipriano
Published: July 2002

Proposes a framework (developed from an analysis of the existing literature) which will be useful to research the linkages between work organization and lean production practices. The framework considers two types of work organization practices: type (a) which is directly linked to lean production practices such as JIT/TQM (worker autonomy, multifunctional employees, feedback to workers, etc.) and type (b) which influences the setting up and the maintenance of type (a) practices (training, compensation, etc.). Tests hypotheses concerning the practices which can be said to be directly linked to JIT/TQM on data collected on 43 manufacturing plants through valid and reliable measurement instruments. The results show that lean production plants seem to use more teams for problem solving, to take employees’ suggestions more seriously, to rely more heavily on quality feedback both for workers and supervisors, to document production procedures more carefully and to have employees able to perform a greater variety of tasks including statistical process control. Lean production plants, however, show almost no differences with regard to aspects of work organization which involve hierarchy.
Redesigning production through teamworking
Authors: Thompson Paul , Wallace Terry
Published: July 2002

There has long been a debate concerning whether the technical division of labour should be structured around the individual or the group. With the developing of lean production and other forms of work organization under advanced manufacturing, teamworking has emerged as a central focus of redesigning production. However, considerable conceptual confusion remains, as well as sharply opposed models drawing on Japanese and Northern European traditions. Provides a framework for understanding the potentially different configurations of teamworking by distinguishing between technical, governance and normative dimensions. Explores these in the context of evidence from case studies of Volvo truck plants in Sweden. The variations observed in different production environments emphasize the point that there is no authentic, linear tradition, or undifferentiated package in theory or in practice.
Operations strategy and organizational performance: an empirical study
Authors: Ahmed Nazim U. , Montagno Ray V. , Firenze Robert J.
Published: July 2002

Presents the result of a survey of US firms examining the effect of operations strategies on organizational performance. Seven commonly used operations strategies were considered. Eleven criteria were used to measure organizational performance. The results suggest that companies which are using various operations strategies have higher performance than those which are not using those strategies. While using more than one strategy improves organizational performance, the benefits become marginal after several successive additions. This suggests that for an organization to be competitive, it only has to employ a few appropriate and effective strategies. Also, except for just‐in‐time strategy, large firms are more likely to employ various operations strategies than their smaller counterparts.
Stress and satisfaction as a function of technology and supervision type
Authors: Blake Clifford G. , Saleh Shoukry D. , Whorms Harold H.
Published: July 2002

Using two car assembly plants, investigates differences in stress and satisfaction based on: the nature of supervision (production vs maintenance); the nature of technology (traditional vs computer‐based); and the combined interaction effect of supervision type and technology. The two plants had similar conditions. One plant, however, used traditional assembly line technology, while the second was based on integrated automation. The results showed that, regardless of the type of technology, maintenance supervisors expressed a significantly higher level of stress than production supervisors. Variability related to interactions of supervision and technology were significant in the case of stress and satisfaction. Discusses implications for stress reduction and increased satisfaction.
A contingency theoretical model of manufacturing strategy
Authors: Ho Chin‐Fu
Published: July 2002

Manufacturing strategy has gained increasing attention in recent years. However, the development of theory is inadequate. In addition, there has been insufficient development and validation of operational measures for theoretical constructs derived from a particular conceptualization of strategy. Makes a contribution to theory development of manufacturing strategy by presenting a path analytic model which describes a sequential relationship between uncertainty, risk, manufacturing strategy and performance constructs. The manufacturing strategy constructs include both strategic content and strategic process, in which the content is specified by manufacturing flexibility and the process is specified by four organizational process variables. Using data from three types of industries with 25 manufacturers in each, it was found that both environmental uncertainty and risk taking influenced manufacturing strategy constructs, e.g. the role of the manufacturing function, manufacturing planning activities, environmental interaction and flexibility. A low level of risk taking was facilitative in the formulation of manufacturing strategy constructs. Consequently, the manufacturing strategy constructs influenced business performance.
Using quality function deployment in manufacturing strategic planning
Authors: Crowe Thomas J. , Cheng Chao‐Chun
Published: July 2002

Describes efforts to extend the use of quality function deployment (QFD) to manufacturing strategy development. QFD uses a house of quality to translate the “voice of the customer” into engineering specifications. Originally developed and applied as a powerful tool for concurrent product and process design, QFD is widely used in industry as a technique within total quality management (TQM). The approach has only recently been applied in strategic planning. Describes how the traditional QFD concepts and methods can be used in the formulation of manufacturing strategy to ensure alignment with business strategy. Presents a case study at a powdered metals manufacturer to show how the QFD methodology can be adapted for use in manufacturing strategy formulation.
Strategic and operational choices for small subcontracting firms
Authors: De Toni Alberto , Nassimbeni Guido
Published: July 2002

Based on empirical research, presents an interpretative model of the dynamics occurring in the subcontracting relationships between large purchasers and small subcontractors. Shows that the small units often supply a product that is not sufficiently differentiated and technologically advanced; are for the most part dependent on a few large purchasers; find it increasingly difficult to follow the contractor’s quality and reliability requirements; have an adequate amount of machinery but neglect other forms of investment (i.e. in data processing equipment, education and training); and have problems with the introduction of innovations especially due to the lack of a skilled workforce. Illustrates the subcontracting behaviour of small businesses by means of a model which considers two aspects: the “strategic positioning”, evaluated in terms of kind and object of subcontracting; and the “operational positioning”, regarding the introduction of innovations into the operations. The different areas of strategic and operational positioning are discussed in terms of competitive and earning success. Indicates a possible strategic‐operational development pathway leading towards more qualified subcontractors/large purchaser relationships.
A contingency view of time‐based competition for manufacturers
Authors: Bozarth Cecil , Chapman Steve
Published: July 2002

The growing time‐based competition (TBC) literature coincides with an increased emphasis on time in manufacturing organizations. In a 1993 survey, 93 per cent of US and European managers identified reliable delivery times as having above average importance, while overall delivery speed was cited by 88 per cent and 89 per cent, respectively. At the same time, 82 per cent of Japanese managers rated rapid new product introduction as having above average importance. Highlights potentially different sources of time‐based advantages. The factors described above are linked by a common emphasis on time, but the driving strategies and tactics used to achieve them can differ or possibly conflict. Presents a framework of time‐based competition for manufacturers. Demonstrates how differences between engineer‐to‐order, make‐to‐order, assembly‐to‐order and make‐to‐stock manufacturers result in the need to use different approaches to implement TBC.
An assessment of managerial commitment to lean production
Authors: Boyer Kenneth K.
Published: July 2002

Research on just‐in‐time (JIT) production and total quality management (TQM) has taken a variety of approaches. Focuses on the degree to which these elements of lean production are aided by investments in the supporting manufacturing infrastructure of the firm. The literature generally supports the hypothesis that manufacturers must support lean production with concurrent investments focusing on the training and development of the workforce in order to be successful. Uses data from a mail survey of 202 plants in the metalworking industries to examine this hypothesis. Examines four types of investment in the manufacturing infrastructure: quality leadership on the part of management, the use of small groups or teams for problem solving, training, and worker empowerment. Each of these types of infrastructural investment is shown to be highly correlated with the degree of managerial commitment to both JIT and TQM. Indicates that lean producers do invest in the development of the workforce and the supporting manufacturing infrastructure. Manufacturers in the metalworking industries appear to be making strong efforts to provide the necessary support to JIT and TQM programmes, rather than just paying lip service to the concept without following the underlying, core principles.