bluuebunny/crossref_metadata_2025 huggingface dataset:
Inventory Service Levels — Comparison of Measures
Authors: Ronen David
Published: March 2008

Inventory service levels are a concern of every inventory system. Poor service levels may result in loss of customers and sales, whereas excessive service levels result in loss of money due to large inventories. Although inventory service levels have been discussed widely in the professional literature, the emphasis has been on service levels during replenishment lead times. Overall service levels, which are much more relevant to customers, have received little attention, and the results presented are often mistaken. This article reviews measures of inventory service levels both for single and multiple items, relates single item measures during lead times to their overall counterparts, and shows that overall measures are not only more relevant to customers, but also require lower safety stock from the provider of the goods.
The Japanese Style of Production Management — in Britain
Authors: White Michael
Published: March 2008

For many years, the achievements of Japanese industry were regarded in Britain as remarkable, enviable perhaps, but essentially irrelevant. The arguments always put forward by British managers to dismiss the possibility of learning from Japan were that Japanese workers, Japanese industrial relations, and many features of Japanese social life, were fundamentally different from British, and were essential to the success of Japanese manufacturing methods. With the arrival of Japanese manufacturing subsidiaries in Britain, many of which appear to be flourishing, those arguments have become weaker and British management has begun to look at the Japanese management approach with a more appreciative and acquisitive eye.
The Transfer of Concepts and Techniques Between Manufacturing and Service Systems
Authors: Killeya John C. , Armistead Colin G.
Published: March 2008

In recent years, it has become almost commonplace amongst production and operations management practitioners that the concepts, principles, methodologies and techniques from manufacturing can be applied to service operations. This article attempts a framework for thinking about organisations and a suggestion for research to facilitate the transfer of expertise across the interfaces. It is not simply the application of techniques which is sought but a synergistic growth in the effectiveness of production and operations management.
Job Design Implications for Operations Managers
Authors: Carlisle Brian
Published: March 2008

This paper is concerned with job re‐design in operating systems: the types of change encountered; who advocates change and why; the implications of job changes for the job holders and their supervisors (and ultimately operations managers); and steps which can be taken to overcome or avoid supervisory management alienation. Also, the types of outcome typically emerging after implementation of job revisions.
Survey Report The Responsibilities and Activities of UK Production Managers
Authors: Wild Ray
Published: March 2008

A small and simple questionnaire survey of UK production managers was undertaken in 1983. The objective was to collect information to help in curriculum design. The summary results presented may be of interest to those who teach this subject. Data were collected from 45 production managers (and those with a similar title) employed in manufacturing organisations. All respondents were engaged in the management of production in large, often multi‐plant, companies.
Improving Productivity with Group Technology
Authors: Lee L.C.
Published: March 2008

The paper looks first at the various types of classification and coding methods used in group technology. A discussion is provided on the pros and cons of classification and its relevance and significance to the establishment of cellular manufacturing. Secondly, the formation of production cells is examined. Some of the factors considered include the optimum cell size, the effect of numerically‐controlled machines, and quality assurance. The introduction of GT (group technology) cells imposes a marked change in the role of the foreman and working relationship of the operators. The social aspect of GT is discussed against the background of current motivational theories and results from surveys are presented.
A Visual Based Group Decision‐Making Process for Layout Finalisation of Large Offices
Authors: Levary Reuven R. , Kalchik Sylvia
Published: March 2008

A visual based group decision‐making process used for office layout finalisation is described. While quantitative and computer based models can be used for planning alternative layout plans, considerations of qualitative and personal factors should be given during the layout finalisation phase. The visual evaluation of detailed architectural drawings of alternative layout plans, by a group of the office employees, can result in generating ideas for modifications. These modifications are incorporated in a new plan, which is sketched by a professional office planner. The process of evaluating a sketch for the office plan, generating‐ideas for modifications, analysing the ideas and re‐sketching the office plan results in an effective office layout. This can increase employee morale and productivity. The visual based group decision‐making process was successfully used for layout finalisation of a large engineering office. A detailed description of this case study is given.
A Comparison of Dynamic Lot Sizing Rules for Use in a Single Stage MRP System with Demand Uncertainty
Authors: Callarman Thomas E. , Hamrin Robert S.
Published: March 2008

Much has been published in the production and operations management literature regarding the performance of lot sizing rules in Material Requirements Planning (MRP). Most of this literature has been concerned with performance of these rules in a deterministic environment. In this research, the authors add uncertain demand and compare the performance of three lot sizing techniques. These techniques are economic order quantity, part‐period balancing and Wagner‐Whitin. Performance is compared using total inventory cost and computer time as criteria. In this research with stochastic demand, part‐period balancing proves to be the best lot sizing rule, overall. In many of the 128 problems generated, part‐period balancing and Wagner‐Whitin are very close to equal on total cost, but part‐period balancing uses far less computer time. Also included in the results is a discussion of particular situations where each of the lot sizing rules works best.
Capital Budgeting Using a Linear Programming Model
Authors: Wijeratne N.N. , Harris F.C.
Published: March 2008

A linear programming model designed to determine the most economical arrangement of finance suitable for a contractor is described. The model requires data in the form of project cash flows and information on loan capital. These are incorporated into a linear programme which determines the least costs of borrowings. Results from the model can be used by management to decide on the best combination of capital sources, to arrange the best times to start and finish projects and to select projects to minimise the total net present cost of capital.
Alternative Heuristics for Large Scale Capacitated Requirements Planning Systems
Authors: Harl Johannes E.
Published: March 2008

Performance improvement for requirements planning systems is an issue which receives wide interest. Many programming approaches have been proposed to improve material requirements planning procedures. However, most of them appear to be too complex for large manufacturing problems. Alternatively it might be promising to explore the integration of materials requirements planning and capacity requirements planning. Several simple heuristics for integrated requirements planning systems are suggested. Several heuristics are offered to balance the load in the systems and several procedures presented to adjust the planned requirements so that the system will execute more smoothly. An industrial example supports the adequacy of the general concepts provided in this research. Results are presented which demonstrate the adequacy of these heuristics, and illustrate the ease of implementing the procedures into any MRP system.
Technical Paper An Improved Fixed Order‐Interval Model
Authors: Brown Robert M. , Murphy David C.
Published: March 2008

Optimal decision rules are presented for determining both the best stock‐up level and the best time to receive an order in a fixed order‐interval inventory system under certainty. In developing such rules, an important, but heretofore neglected, factor is taken explicitly into account, namely, the portion of the period during which no sales can occur. It is shown that unless the system is restocked at just the right time, the firm's actual cost per period may be many times higher than the minimum possible.
Production Management — The Art of the Possible
Authors: Lockyer K.G.
Published: March 2008

A framework is provided whereby a satisfactory manufacturing policy can be drawn up and policy amendments subsequently audited. Five axioms are set down which must be taken into account, and three unities, which must be preserved in a policy, are stated. The characteristics of the production management function are set out n “the five Ps” which, when systematically used, will assist in deriving useful solutions. Once a policy has been determined, its translation into practice is done by means of two further Ps: “Procedures” and “Paperwork”. Combining the five Ps and SWOT analyses provides a matrix by which policy can be examined, and the implication of changes considered.
Inventory Control Problems in Developing Countries
Authors: Goonatilake P.C.L.
Published: March 2008

This article examines inventory control problems in developing countries using the results of a field study conducted in the industrial sector of a developing country. It is shown that ineffective inventory control is a major problem faced by industries in developing countries and that even the very basic inventory control concepts and techniques are not used by the majority of the companies studied. Due to the heavy reliance on imported industrial raw materials and parts, and the endemic bureaucratic delays and associated communication problems in developing countries, order lead times cannot be computed with any degree of accuracy. Therefore manufacturers attempt to overcome the uncertainty by carrying excessive amounts of buffer stocks.
Dynamic Simulation of a Kanban Production Inventory System
Authors: Ebrahimpour Maling , Modarress Fathi Batoul
Published: March 2008

The implementation of the Japanese inventory control system, Kanban, in a production line, reduces Work‐in‐Process (WIP) inventory without affecting production or sales, though there is a point at which the reverse becomes true. The hypothesis that Kanban policy would reduce total WIP inventory without affecting production/sales at all was tested under two environmental conditions, cyclical demand and constant growth demand, by means of a simulated model, and also showed that under cyclical demand, frequent starts and stops in the line due to use of all the Kanban cards will produce eventual growth in all inventories, if not rectified. It is hoped that further research will develop a sufficently comprehensive model to facilitate the implementation of such a materials handling system.
Monitoring and Control in Service Operations
Authors: Johnston Bob , Morris Barbara
Published: March 2008

Service organisations do not always manage those items which affect customer satisfaction to the same level as manufacturing organisations, which indicates a possible mismatch between what customers think they are buying and what service organisations seem to be providing. Efficiency is certainly needed but too much emphasis on efficiency may be dysfunctional if it leads to over‐standardisation, or emphasis on the product at the expense of the process, when the customers think they are buying process elements. Effectiveness could be better achieved by emphasis on the processes rather than by trying to become more “product‐orientated”.
Collective Bargaining and the Multi‐national Firm: Management Policy Issue for the Automobile Industry
Authors: Munchus George
Published: March 2008

A study of the auto industry, with particular reference to America, indicates that the role of the multinational company must be viewed in the perspective of labour situations existing in most countries and at home. The diversity of multinational corporations necessitates an emphasis on co‐ordination of union policies, research and communication. The majority of bargaining in the future will be national and thus it is essential that a system of transmitting knowledge from country to country be established. Equally, such co‐ordination will be necessary if unions hope to achieve a system for more equalised bargaining in the face of existing constraints; otherwise, it is likely that the mechanisms of protective legislation, individual bargaining and multinational bargaining will fail to alter present status in negotiating with employees.
The Use of Learning Curve Models for Prediction of Batch Production Performance
Authors: Towill D.R.
Published: March 2008

The learning effect is well established in the repetitive performance of industrial tasks and it is essential that production management be aware of the potential for improved performance (measured by dynamic gain) and the rate at which this may be achieved/measured by the time constraint. Performance and contingency logging and trend modelling should be part of the management information system so that the appropriate learning curve can be established and stored in the databank for future planning purposes. The application of the learning curve to batch production shows that performance slippage caused by elapsed time between batch completions is a significant factor in manufacturing time increase, and, hence, labour costs. This should be allowed for when optimising batch production policy, forecasting deliveries, and
Procurement‐Production‐Distribution Systems: A Simulation Study
Authors: Mohanty R.P. , Marathe A.M.
Published: March 2008

A simulation model conceived from the causal and interactive behaviour of various inter‐related activities is described, its aim being to aid study of the problems of the procurement‐production‐distribution system of a manufacturing company engaged in the multi‐stage production of many products.
Motivational Implications of Different Robot Types
Authors: Vitner Gad , Shenkar Oded
Published: March 2008

More awareness of the variations in robot types and technology is necessary. The impact on human operators appears to vary significantly between the different types of robot, and there is a large variation in the Motivating Potential Scores of operators, with those of articulated intelligent robot operators being the highest.
FMS Management — The Scope for Further Research
Authors: Hill Malcolm E.
Published: March 2008

There are some 30 Flexible Manufacturing Systems (FMS) currently being installed and assimilated in Britain. A pilot study involving Anderson‐Strathclyde plc, a precision engineering company, Cessna Fluid Power Limited, Cummins Engines Limited, and Lucas Electrical Limited shows that these companies expected to achieve a variety of economic advantages, based on savings in direct production cost as a consequence of improved machine design, reduced lead times, and production of “sets” of related components; all these factors being due to the introduction of FMS. Also anticipated were marketing advantages, arising out of improved production and improved adaptability to market fluctuation. In each company investment in FMS was seen to be a crucial factor in marketing strategy. It will be important in future to monitor government policy on financial assistance for FMS, as this will relate directly to a company's FMS investment decisions.
The Management of Manufacturing Operations: An Appraisal of Recent Developments
Authors: Aggarwal Sumer C. , Aggarwal Sudhir
Published: March 2008

A detailed analysis of Material Requirements Planning (MRP), Kanban, optimised Production Technology (OPT) and Flexible Manufacturing Systems (FMS), including the applied assumptions behind these and their limitations and weaknesses, shows that each system is sound in its own way and can accomplish low cost, high quality, on‐time production. People problems, however, can destroy the effectiveness of any system and in this respect Kanban and OPT systems solve the majority of people problems, while FMS installations, by design, eliminate most problems of this type. The experience gained during the coming decade may lead factory managers to use two or more of these systems side by side.
Computerised Work Scheduling in a Not‐for‐Profit Service Organisation: A Hospital Case Study
Authors: Wright Mike , Rhodes David
Published: March 2008

ntroducing computerised working scheduling systems into a “not‐for‐ation, addressed by means of a case study based in a high security mental rise to four recommendations: that line authority is required; an “agent needed to push through the momentum of change; collaboration has ed; and because of inertia within the system, change is best implemented ground of crisis or turbulent conditions.
Comparative Analysis of Japanese Just‐In‐Time Purchasing and Traditional US Purchasing Systems
Authors: Lee Sang M. , Ansari A.
Published: March 2008

The contrast between Japanese purchasing practices and US traditional purchasing practices provides a good insight into the relative importance of JIT for US firms. Since the initial implementation of JIT purchasing in late 1980 by Kawasaki Motors (Lincoln plant), at least 50 companies in the US such as GM, Ford, Nissan, Hewlett‐Packard, Xerox, Goodyear, GE and other large US corporations, have adopted and implemented the concept. This has significantly altered not only the way these companies plan and control their production facilities and purchasing systems but has also led to improvements in their product quality and productivity.
Achieving Computing Simplicity for Integrated Operations Management
Authors: Nicholson T.A.J. , Garside R.G.
Published: March 2008

In the operations management field, where data are always second best to reality, the whole success of a computing scheme will depend on the motivation of the users. A scheme is presented, based on the idea of simplifying the task of supplying relevant information to operations managers with the microcomputer, so that the flexibility and simplicity of manual systems can be preserved. The idea is based on three contentions; that the data structure itself must represent the business operations; that the operations on the computer system must initiate basic manual practices to gain user access and rapid implementation; that most (if not all) features usually present in larger computing schemes can be evolved through this data structuring approach, the end user remaining entirely in control of the system. The whole scheme hinges on the concept of a structured list as a lattice of data which forms an idealised model of operations for managing interdepartmental priorities. It is only when there is a model behind the data that the use of computers will be effective.
Two Lot‐sizing Heuristics for the Case of Deterministic Time‐varying Demands
Authors: Bookbinder James H. , Tan Jin‐Yan
Published: March 2008

Two lot‐sizing heuristics are proposed for deterministic time‐varying demands, a case commonly encountered in requirements planning systems. The first heuristic simplifies the stopping rule of the Silver‐Meal (SM) heuristic so that difficult cases may be solved nearly optimally. The second combines the merits of both the SM and the Least‐Unit‐Cost heuristic Both perform favourably even when compared to recent modifications to the basic SM algorithm.
Factors Which Influence the Success of Quality Circle Programmes in the United Kingdom
Authors: Dale B.G. , Lees J.
Published: March 2008

What constitutes a success, survivor, or failure regarding UK quality circle programmes, is not a clear‐cut issue, according to results from four questionnaire‐based surveys carried out by the Department of Management Sciences at UMIST, 1982–4. It is an open question whether some quality circles have a limited life‐span and should be allowed to die off naturally when appropriate; circle activity often appears to resume once labour conditions have stabilised. The success of individual circles seems to depend greatly on how well their members work and integrate together, and how well the circle philosophy has been evolved to fit the company's style. A circle will only work as part of a policy of worker involvement and open management and if it is coupled with a specific long‐term company‐wide commitment to quality.
Discounted Cash Flow and Life Cycle Costing for Construction Projects
Authors: Neale C.W. , Wagstaff G.
Published: March 2008

Life Cycle Costing (LCC) offers many advantages over other techniques but the time‐span over which the study must be undertaken and the uncertainty involved probably detract from its usefulness. However, this is one area where Discounted Cash Flow (DCF) techniques have great scope for application. The most important influences on decision making, in practice, are consistency and feedback; the challenge remains to prevent organisational decision making being resistant to new ideas and techniques.
The Effects of Non‐Constant Purchase and Replenishment Costs on the EOQ Model
Authors: Brown Robert M. , Moser Martin E.
Published: March 2008

This paper examines the sensitivity of the Economic Order Quantity (EOQ) inventory model to lot size errors when the purchase cost per unit, C, and the replenishment cost per order, A, are both dependent on the amount ordered, Q. A formula for the percentage increase in average annual variable costs due to using a Q‐value different from Q is derived, and is shown to be the same as that for the simple EOQ and backorders model.
Purchase Lot Sizing Research for MRP Systems
Authors: Benton W.C.
Published: March 2008

The purchasing function is growing in importance in today's industrial economy. In many purchasing situations there are a number of conflicting considerations that influence the final purchasing decision. The professional purchasing person must make profitable buying decisions under these circumstances. The single item purchase lot sizing literature in the past has served as the foundation for developing and studying the requirements planning based models and techniques. The purchasing manager's methods for making quantity (lot size) decisions are examined. Significant literature on the subject is classified and a taxonomy provided. Variations within the purchase lot sizing literature are discussed. Purchase lot sizing literature has important limitations by focusing exclusively on lot sizing as the relevant criterion for making economic order size decisions. A logical extension would be to include, the economic performance of alternative lot size procedures in a capacitated Materials Requirement Planning (MRP) environment. Another extension should consider the economics of jointly ordering from one vendor.
An Action Research Approach to Productivity Measurement
Authors: Mohanty R.P. , Rastogi S.C.
Published: March 2008

To overcome the weaknesses of individual approaches to productivity management several viewpoints have to be integrated. Such an approach is appropriate for different organisations or for different stages of one organisation within its life cycle according to variables in and around the problem area. It is then feasible to evolve appropriate productivity measures for the people and circumstances involved. Hence a systems view is much more desirable. Different people have different perceptions of the process of productivity management due to expectational, definitional, temporal, valuational and spatial incongruencies. Productivity measures can be classed broadly as quantitative (e.g. Input‐Output Indices) or qualitative (Appraisal Method). A critical review of these models and their limitations is presented. The need for an Action Research Model, which aims to contribute both to the practical concerns of people in a problematic situation and to the goals of the organisation by joint collaboration within a mutually acceptable framework, and its potential, is discussed and an example given.
Teaching Manufacturing Strategy
Authors: Hill T.J.
Published: March 2008

In the 1980s the level of interest of businessmen and academics shown in the subject area of production/operations management (POM) has risen. Stimulated by the impact of world competition they are increasingly recognising the contribution which POM can make to business success. This has led to increasing awareness of manufacturing strategy which is currently underdeveloped. Industry is looking towards the academic world to contribute to the development of its conceptual base. At present the POM subject area is wide‐ranging and relatively under‐sourced in academic institutions. It is necessary to define the boundaries of manufacturing strategy, to establish academic course orientation, the predominant level of learning, course aims and appropriate areas of learning. Some basic teaching issues are outlined including a framework for reflecting manufacturing policy issues in corporate decisions, and ways to develop key issues within a teaching programme.
Multiple Criteria ABC Analysis
Authors: Flores Benito E. , Clay Whybark D.
Published: March 2008

Prioritising items for management attention has been advocated in operations management for a long time, normally using ABC analysis (inventory control). This focuses attention on the “A” category items to maximise managerial effectiveness. Empirical evidence shows that this is a reasonable rule for allocating scarce resource‐management time but presents difficulties when the manager has to take more than one important dimension of a situation into account. A joint criteria matrix is put forward within the ABC framework and an industrial application given. The joint criteria matrix has practical utility provided ranking on some scale of measurement is realistic. The appropriate number of categories must be defined by the user. Combining criteria will probably require different analytical approaches, e.g. goal programming or heuristic approaches. Utilisation of the matrix by managers can provide an explicit method for taking a range of criteria into account in the development of inventory policies.
Evolving Global Manufacturing Strategies: Projections into the 1990s
Authors: Ferdows Kasra , Miller Jeffrey G. , Nakane Jinichiro , Vollmann Thomas E.
Published: March 2008

Large manufacturers in Western Europe, North America and Japan show similarities and differences in their manufacturing strategies. A survey of nearly 1,500 large manufacturers in these areas shows that they all place major emphasis on new products, quality and the use of computer power in manufacturing. The differences in the pattern of strategic directions and priorities for manufacturers in each area are observed, and the implementation of manufacturing strategies discussed. Vulnerable elements in the pattern of dominant manufacturing strategies are observed. In the 1990s Japanese manufacturing management is likely to be focused on balancing the need for change with the need to preserve existing capabilities and strengths. The Americans will focus on fundamental approaches to quality control and sophisticated computer‐based information systems. European manufacturers will focus on the need for structural changes in the organisation, workforce and technology. All regions will be faced with a shortage of people with the various skills required to implement new technologies.
Implementing Manufacturing Technology: A Manufacturing Strategy Approach
Authors: Voss Christopher A.
Published: March 2008

If the use of Advanced Manufacturing Technology (AMT) is to be successful it is vital to give proper consideration to implementation. Failure usually results because implementation has not been carried out in relation to strategic objectives. As a consequence technical considerations, e.g. cost reductions, have predominated. Parallels are drawn between the lack of emphasis on implementation in the literature on Materials Requirements Planning (MRP). A strategic input is needed if the full potential of the technology is to be realised. A model for strategic implementation of AMT and its associated procedures is proposed.
Operations Management of Human Resources in the 1990s
Authors: Goodridge Mark
Published: March 2008

British operations management should place greater emphasis on maintaining employee relations. Advanced manufacturing systems pose people problems as well as technical problems. People may have to be managed in a different way to maximise business advantage. Failure to manage people alongside technological development will result in poor financial results and increasing disillusionment of managers and employees with new technology. Key trends in technology, their impact on employment and their subsequent consequences for operations management are considered. New management techniques of Just‐in‐Time (JIT), Quality Circles (QC) and Operation Process Control (OPC) are discussed. The future role of operations management of human resources is discussed and indicates that there is a need to move from a control to a commitment orientation in the workplace.
Advanced Manufacturing Technology and Management Development
Authors: Harrison M.R.
Published: March 2008

The introduction of Advanced Manufacturing Technology (AMT) and the long‐term development of Computer Integrated Manufacture (CIM) present challenges to those engineers and managers who must implement them and those who must manage the total manufacturing system. Basic ideas in management development are reviewed. A systems model is contrasted with one based on the central idea of a “champion of change”. The former addresses the complex inter‐relationships that exist between teams involved in a number of concurrent development projects and the necessary diffusion of learning throughout the organisation, but ignores power relationships and individual attributes of company staff. The latter has considerable strengths as a model for producing action but may present problems in the context of traditional UK companies. The management education of engineers is commented on, emphasising the distinction between the basic skills needed to operate as an engineer in a company and the long‐term development necessary to create the “technological champion”.
Changing Relationships at the R & D/Production Interface
Authors: McIntosh John
Published: March 2008

The core of any manufacturing company is formed by production, marketing and research and development (R&D). In the future production and R&D need to integrate their efforts to solve problems more quickly and to generate more effective plant designs. For production/R&D links the most important new technologies are the use of computers and their intercommunication. Computer Aided Design (CAD) and its extensions are probably the most important, but others such as expert systems and modelling will play a part. The key factor is the creation of common data bases holding as much relevant information as is practical. These will only be useful if production and R&D analyse purposes, methodologies and data storage and usage together.
Managing Advanced Manufacturing Technology
Authors: Voss C.A.
Published: March 2008

The Managing Advanced Manufacturing Technology (AMT) Conference was held at the University of Warwick in January 1986. The conference theme covered those elements which are part of the total process of management of AMT: manufacturing strategy, technical planning, relations with equipment suppliers, implementation and performance and evaluation. These elements are reviewed here in the context of the background to the conference.
For Better or For Worse: Technical Change and Buyer‐Supplier Relationships
Authors: Lamming Richard
Published: March 2008

For advanced manufacturing technologies to be exploited fully in the UK automotive industry strong, long‐term links must exist between the vehicle builders and their component suppliers. The resolved model presented here approximates to these links, but is itself affected by new technologies to the extent that new developments in the technical field provide opportunities for co‐operation in the operational areas. If the links between vehicle builders and their suppliers are to become stronger then points of contact between the organisations must reflect a strategic partnership and not a purely commercial connection. Contact is required at the engineering level, the purchasing level and the policy‐making level. The nature of purchasing changes in this situation from a price‐fixing operation to a capacity/technology matching function.
Measuring Facility Layout Complexity
Authors: Waghodekar P.H. , Sahu S.
Published: March 2008

A new method for the measurement of the complexity of a facility layout problem is described which can be viewed as the degree of ease (unease) with which a given number of facilities can be optimally arranged. The existing approaches, namely, coefficient of variation and problem complexity rating, do not always produce consistent results. In the proposed approach, a cost matrix is converted into a similarity coefficient matrix and the standard deviation of the elemental values of a similarity coefficient matrix is used to determine layout complexity. The application of the proposed approach is illustrated through examples and the results are shown to be consistent and reasonably acceptable.
Responsibilities and Activities in Indian Production Management
Authors: Mohanty R.P. , Nair J.
Published: March 2008

An in‐depth survey of production management in India: production, as pivotal function in any industrial organisation, seeks to achieve productivity and profitability and holds the key to survival in the present competitive world of business. To meet the goals of a nation, production managers are expected to understand and to perceive their roles and responsibilities very clearly in concrete and precise terms. India, being a very large country and having a very diversified set of industrial organisations, employs a substantial number of technically qualified managers in the production functions. These people sometimes lack coherent thinking and there is a measure of responsibility/activity incompatibility. This paper aims to clarify role perceptions in respect of those tasks for which production managers are responsible.
A Decision Support System for Facility Acquisition
Authors: Brennan L. , Cahill W. , Sheil J.
Published: March 2008

This paper describes a decision support system for once‐off facility acquisition decisions in a manufacturing environment. The system is based on the Kepner Tregoe Decision Analysis Technique and has been implemented in a high‐level language.
Supplier Management in Support of JIT Activity: A Research Agenda
Authors: Macbeth Douglas K.
Published: March 2008

Applications of AMT and JIT suggest a different relationship should evolve between buyers and suppliers. At a detailed level this will involve supplier selection and monitoring against specified performance measures. For mutually beneficial relationships, however, more managerial choices will have to be made. The nature of these choices and the preferred route to success is the subject of the research programme outlined in the paper. By the study and development of best industrial practice, the intention is to effectively transfer the technology into more buyer/supplier relationships.
Incorporating Forgetting into Learning Curves
Authors: Globerson Shlomo
Published: March 2008

Organisational learning curve analysis and its inverse, organisational forgetting are discussed. The issues involved and a framework for analysing and incorporating forgetting and learning in organisational environments are presented. A conceptual model is developed identifying and analysing such factors as turnover, communication and documentation, which have a significant impact on the intesity of forgetting. Mathematical models are developed and applied to production environments. A major finding which results form the models' analysis is related to the asymptotic value of the cycle time as a function of the nature of the item produced and the length of interruption.
Goal Setting in the Management of Operations
Authors: White Edna M. , Flores Benito
Published: March 2008

This paper addresses the importance of goal setting in the operations function. The importance of goal setting and its possible role in the implementation and operation of production systems is considered with particular emphasis on Material Requirements Planning (MRP). It has been argued that an operative goal setting process can improve employees' performance in any area of the organisation. Likewise, companies with a high‐level MRP system are expected to show high performance levels. This paper offers empirical support for these claims and further argues that the combination and interaction of the two processes results in synergistic effects. To support these arguments the paper draws on both theoretical studies and the results of a small regional survey.
A Study of Quality Circles in White Collar Areas
Authors: Temple A.I. , Dale B.G.
Published: March 2008

A recent research project on white collar quality circles in manufacturing industry was carried out because previous research at UMIST indicated that white collar circles were more difficult to set up and sustain. The study involved interviews in eleven companies which had or had had white collar circles, and questionnaire surveys of manufacturing companies and quality circle consultants. The findings indicate that white collar circles are no more difficult to initiate than blue collar circles but they can be harder to sustain. There was little evidence that companies were aware of the benefits of increasing white collar productivity or the part that circles can play in this and white collar workers are often sceptical about the relevance of circles to them. It was also found that white collar circles can face difficulties such as problem choice, over‐complex projects, organising meetings and a tendency to form multi‐disciplinary groups. Companies intending to start white collar circles need to be aware of the pitfalls but these should not deter them from setting them up.
Separating the Cost of Capital from the Other Carrying Charges in a Discounting Formulation of the EOQ Problem
Authors: Aucamp Donald C.
Published: March 2008

The standard EOQ problem is studied from a cash flow point of view. The present value of the stream of cash disbursements is minimised, where the discount rate is the cost of capital, ICAP, rather than the total carrying charge, I. The value of I, which is used in the EOQ formula, contains two terms, ICAP + ΔI, where ΔI represents the additional carrying costs such as obsolescence, handling, etc. The purpose of this paper is to derive a formula for the errors which accrue when the simpler EOQ approach is used.
JIT and the Effects of Varying Process and Set‐Up Times
Authors: Lee L.C. , Seah K.H.W.
Published: March 2008

There is considerable interest in the Just‐in‐Time production method and the potential benefits that can be realised, particularly in a reduction in the work‐in‐progress inventory. The article reviews some of the salient prerequisites necessary for successful implementation of the JIT system. Two major factors are examined using a simulation model. Results indicated that contrary to widespread conjecture it is not necessary to maintain a balance in the process times between work stations. With the choice of a suitable scheduling rule, such as SPT/LATE, the system performance can be superior to that for constant process times. It is also found that the pull system is relatively unresponsive to a heavy imposed loading and process utilisation is generally low. Finally, smaller batches give better system effectiveness but the improvement is less significant than for the conventional push system.
The Determination of In‐Process Inventory and Manufacturing Lead Time in Multi‐Stage Production Systems
Authors: Ornek M.A. , Collier P.I.
Published: March 2008

In most manufacturing systems, a number of production stages are involved between which some in‐process inventory usually occurs. This inventory imposes a further cost on the overall system, not only in terms of investment charges but also shop floor congestion, additional material handling charges and loss of floor space. In attempting to optimise this in‐process inventory a necessary balance must be obtained with the associated manufacturing lead time. A mathematical model is devised to achieve the above in a multi‐stage production system and this is demonstrated by application to a set of actual industrial data.
Monitoring Employee Performance in Service Operations
Authors: Shiffler Ronald E. , Coye Ray W.
Published: March 2008

Concern for the productivity of employees in service operations combined with the difficulty of managerial control creates a need for a definitive means of measuring output. The same principles of statistical process control that apply in the production environment can be used to assess employee performance in a variety of service applications. A one‐sided control chart that can be used to monitor service times is described. Assuming a gamma probability distribution, the parameters of the distribution from company requirements regarding an average service time and tolerable service time interval are estimated.
A Comparison of Heuristic Methods for Service Facility Locations
Authors: Ardalan Alireza
Published: March 2008

Most segments of service industry are experiencing intense competition. Both researchers and practitioners have focused their attention on improving service operations. Proper location for a service facility is a major factor affecting the competitive position of a service operation. This article discusses the facility location problems and presents a simple heuristic that can be used to locate service facilities. The article reports the results of a simulation study which compared the performance of the proposed heuristic and another heuristic for locating service facilities with respect to computer processing time and explores how close the solutions are to the optimum solution. The results of the simulation indicate that the proposed heuristic is more efficient with respect to CPU time required to solve problems and gives more accurate results.
The Focused Factory in Service Industry
Authors: van Dierdonck R. , Brandt G.
Published: March 2008

The concept of the focused factory is well known and accepted in manufacturing industries. It is argued that the same concept can and should be applied in service industries as well. The differences between a service and manufactured product, however, cause some specific problems with respect to focusing. These problems are the variance among firms within a certain service sector, customer participation, the variability of customer needs, the need for consistency among the various elements of the service encounter, and the difference between the front and the back office. Some recommendations are made to cope with these problems.
How Management Control Systems can Affect the Performance of Service Operations
Authors: Bruggeman W. , Bartholomeeusen L. , Heene A.
Published: March 2008

The relationship between the operational behaviour of a service system and the type of management control system used by the service company is addressed. A number of case studies are used to demonstrate that when the management control systems are not well adapted to the service strategy, the service operators have a tendency to show an operational behaviour that might destroy competitive advantage and result in poor service quality.
Accommodating Multiple Objectives in the Design of Customer Treatment Operations
Authors: Morris Barbara
Published: March 2008

An examination of the extent to which design principles based on commercial ideas of customer satisfaction and resource productivity are relevant in operating systems where there are multiple customers for the service, or where the customer is dependent on the service provider is carried out. Three types of dependency are identified: benefit‐related, professional and monopolistic. It is argued that, in the case of dependent customers, there are pressures which encourage the use of design principles based on customer satisfaction and resource productivity, but that there is little direct incentive to do so. Where there are multiple customers, identification of what constitutes customer satisfaction is complex, and the application of design principles based on customer satisfaction is difficult. One strategy used to accommodate multiple customer needs, professionally dependent customers, and resource utilisation demands is described. Some design features drawn from this case form the conclusion.
The Strategic Determinants of Service Productivity
Authors: Armistead Colin , Johnston Robert , Slack Nigel
Published: March 2008

An attempt is made to define productivity in the context of service operations. In so doing some of the difficulties in relating this term to service are explored. The main part of the article takes a strategic approach and identifies three key strategic determinants of service productivity; volume, variety and variation. These terms are explained and their impact on productivity is illustrated in three short case studies.
Management Performance Measurement in Service Industries
Authors: Fitzgerald Lin
Published: March 2008

The problem of using management accounting techniques to measure managers' performance in the service sector is examined. The essence of the problem, it is argued, is that organisations are being judged externally on one set of criteria while the internal control system measures a different set of criteria. Using a management accounting perspective the article identifies the dominance of accounting measures in performance measurement and demonstrates how this has led to dysfunctional behaviour of managers. It is then proposed that a control system be developed that aims to achieve organisational control by the specification of a range of control measures. Measures of finance, customer service, resource utilisation, employee attitudes and service development should be included. Furthermore, no one set of measures can be expected to satisfy all organisations, the exact set and relative weighting of each component being determined by the particular organisation's objectives.
Time to Forget “Just‐in‐Time”? Observations on a Visit to Japan
Authors: Westbrook Roy
Published: March 2008

The study of Japanese manufacture continues to focus on certain elements of the JIT/kanban approach. A recent study tour found that these elements might be broadened to include planning systems and people development initiatives, examples of which are described. The degree to which JIT is a system at all, or has been fully understood in the West, is considered and future research directions proposed.
Simulating Just‐in‐Time Systems
Authors: Fallon D. , Browne J.
Published: March 2008

This paper describes the development and early use of a test bed for Just‐In‐Time GIT) control of Flexible Assembly Systems (FAS). JIT has, up to now, been used in repetitive manufacturing systems. However, increasingly, companies involved in batch production who frequently use Materials Requirements Planning (MRP) approaches, are seeking to achieve the benefits of JIT, and to use Kanban type control at the operational level. The test bed simulation can be configured by the user to model a range of assembly systems each of which can, within limits, be configured by the experimenter. It is built using the SLAM II simulation package. Kanban cards are modelled as resources, as are the individual assembly stations and the transportation devices which carry work between the assembly stations. The test bed can be used to experiment with batch sizes, set‐up times, assembly station breakdowns, various Kanban sequences, varying purchasing lead times, etc. It allows experimentation with the application of the Kanban system to manufacturing systems which are not purely repetitive in nature and more closely resemble batch manufacturing systems.