bluuebunny/crossref_metadata_2025 huggingface dataset:
Startup Research Presents Purchasing Problems and Opportunities (I)
Authors: Leenders Michiel R. , Henderson Ross
Published: March 2008

Jim Adams posed proudly for news photographers in January 1963 beside a model of the $3 million continuous steel casting machine which he announced would be installed by June 1964, producing at a 200,000 ton per year capacity rate by December 1964, and would add $1.5 million to 1965 profits. He noted that $200,000 had been provided in the capital budget for contingencies. Contrasted to this proud announcement, the record showed, 4½ years later, that the first steel was cast in October 1964, capacity monthly production of 16,000 tons was first achieved in June 1967, startup modification costs totalled $1.7 million, while 80,000 tons of lost production caused a reduction in contribution to profit of $3.6 million during the startup period. This startup of a plant using new process technology had taken 2½ years longer and had cost $4 million more than Jim Adams expected. He felt defensive about the result and would have been much relieved to know that his startup, rather than being an isolated misfortune, was better than the average in such circumstances. Most startups using new technology take longer, and cost much more, than expected.
The Nature, Performance and Operating Characteristics of Series Production Systems
Authors: Slack N.D. , Wild R.
Published: March 2008

One of the most frequently occurring classes of production system can be represented by a series of productive facilities arranged so that work flows sequentially between them. These systems can be largely defined by the output characteristics of the individual productive elements of the system and the nature of the flow between them. In reality, perhaps the most straightforward series production system is where the output rate of each productive facility is not deterministic but can be described by a unimodal distribution of some sort and the flow between each facility is not mechanically paced in any way. On a macro level such a system could represent a series of major productive units feeding into each other, where overall capacity issues would be predominant. On the micro level the system describes an unpaced manual assembly line.
The Problem of Capacity—A Speculative Approach
Authors: Bestwick P.F. , Lockyer K.G.
Published: March 2008

The successful completion of any task depends upon, amongst other factors, the matching of capacity to demand. If capacity exceeds demand, completion is possible; if capacity is less than demand, total completion is impossible.
Startup Research Presents Purchasing Problems and Opportunities (II)
Authors: Leenders Michiel R. , Henderson Ross
Published: March 2008

Recent research has uncovered a number of major new findings regarding startup which, in the first of these two articles, were documented in detail. In technologically advanced systems startups:
Measuring MRP Effectiveness
Authors: Laurence Peter
Published: March 2008

Justification for the introduction of a closed loop Materials Requirements Planning system into a business concentrates quite understandably on the factors which contribute directly to the corporate profitability. George Plossl states that:
The Ubiquitous EOQ — Its Relation to Discrete Lot Sizing Heuristics
Authors: Wemmerlov Urban
Published: March 2008

The EOQ formula is definitely the oldest and best known single stage lot sizing technique. Its use reportedly dates back to 1904, even though it was not published until a later date. It is often looked upon with scepticism by practitioners and academicians alike, although the reasons for this may differ; it seems, however, to be the most widely used lot sizing technique overall.
Senior Management Paper Section
Authors: Salmon M.A.
Published: March 2008

In each issue we usually give over one short paper to a major topic of general management interest, primarily addressed to senior management in a company and concerned with a particular technical aspect of manufacturing systems treated in a non‐technical way. The paper in this issue concerns the currently very topical subject of the implementation of Material Requirements Planning Systems. The paper itself is also presented in a novel way — it takes the form of an open letter to all Managing Directors (primarily in manufacturing activities).
Prediction of Plant Startup Progress, Duration, and Lost Capacity
Authors: Henderson Ross
Published: March 2008

Startup duration for machine intensive plants using technologically new processes has often been long and unpredictable. Startup is defined here as the time from production of the first good unit until the plant is producing regularly at full capacity. Six year startup duration is not unusual for a plant which may cost from one million to one hundred million dollars. This is a costly problem. Startup of continuous steel casting plants was the particular machine intensive, technologically new process explored in search of a solution. This exploration sought better measures of startup and a fuller understanding of how these measures evolve in order to define and test a better method of predicting startup duration. Two‐thirds of the duration predictions resulting from the new method were accurate within less than six months of startups whose median length was 30 months. In many cases, these predictions would have been much more accurate than the expectations of the managers involved. The development of this useful prediction method and its application proceeded from both production data and theoretical bases.
Reduction of the All‐Time Requirement for Spare Parts
Authors: Fortuin Leonard
Published: March 2008

An industry which manufactures and sells products that are liable to failure (e.g. TV sets, tape recorders, washing machines or refrigerators), usually has a department for “service after‐sales”. Such a department must distribute information on how to repair products, and also supply spare parts to replace defective components during a given number of years. We call these spare parts service parts. Three phases can be distinguished in the life‐cycle of service parts: the initial, the repeat, and the final phase.
Implementation of Material Requirements Planning: Safety Lead Times
Authors: Melnyk Steven A. , Piper Chris J.
Published: March 2008

This article presents the results of a simulation study of implementation practices for material requirements planning systems. In particular, the role of safety lead times in ensuring effective delivery performance is analysed and some general guidelines are suggested.
A Caveat on the Inventory Price‐Break Model
Authors: Aucamp Donald C.
Published: March 2008

The usual procedure for determining whether a price discount should be accepted in the standard EOQ price‐break model is erroneous when safety stock is carried because the carrying charge for this stock depends on the purchase price. This note amends the solution algorithm to account for the added costs.
Measuring Plant Level Productivity in Batch Manufacture
Authors: Husband T.M. , Lee S.J.
Published: March 2008

This paper demonstrates the application of three productivity measurement techniques—added value, productivity costing and total factor productivity. It takes the form of a case study within a British engineering firm producing high precision products in medium/large batches. The advantages and disadvantages of each method are discussed and the empirical results for a five year period analysed. The main conclusion reached is that no single measurement technique is sufficiently comprehensive to meet all requirements.
An Experimental Analysis of the Use of Echelon Holding Costs and Single Stage Lot‐Sizing Procedures in Multi‐Stage Production/Inventory Systems
Authors: Wemmerlöv Urban
Published: March 2008

Three simple, single pass multi‐stage lot‐sizing heuristics are examined using simulation. The heuristics are based on using different cost policies in single stage lot‐sizing procedures when applied to a multi‐stage setting. The focus is on the echelon holding cost policy and its performance relative to using “full value” holding costs and McLaren's adjusted setup costs. It is shown that echelon holding costs can lead to an extremely poor overall cost performance. A simple measure that will detect situations for which the echelon holding cost policy is potentially not suitable is suggested and evaluated. Application of the proposed measure results in substantial cost improvements for the echelon holding cost policy; despite this, the policy was outperformed by the MLSA policy in most cases. More research is needed, however, before any conclusive evidence can be presented on the effectiveness of echelon holding costs in multi‐stage lot‐sizing.
A Production Controller's Guide to Contingency Planning and Computer Downtime
Authors: Parham N. , Hollier R.H.
Published: March 2008

Although users of computerised production and inventory control systems may be aware of the possible occurrence of long periods of computer downtime, the authors believe that few companies are sufficiently prepared for such emergencies. This paper proposes guidance for drawing up contingency plans to ensure against this vulnerability.
An Analysis of the Overtime Decision
Authors: Brennan L. , Browne J. , Davies B.J. , O'Kelly M.E.J. , Gault A.R.
Published: March 2008

Recently, there has been considerable interest in the EEC in overtime working. In these times of high unemployment, some commentators have suggested that a reduction in overtime working could lead to job creation. This study attempts to look at reasons for overtime working as seen by management and to assess the potential for a reduction in overtime working in a policy of work sharing. It is in two parts, the first gives a summary of the results of a national level sample survey among managers of firms in the Republic of Ireland while the second part describes the use of a simulation model to test decisions relating to overtime working in an engineering job shop in the United Kingdom. The two sections complement one another and give insights into the behaviour of managers in relation to overtime working. It should be noted that the views of workers or of legislators are not reported. The views of workers would, of course, be very important in relation to the possibility of the successful implementation of a policy of reduced overtime working.
Production Management Needs and Information Systems Assumptions: A Contrast
Authors: Burstein Michael C. , Jelinek Mariann
Published: March 2008

The authors argue that most current descriptions of production management systems rely on too narrow a theoretical perspective, and thereby fail to meet management's needs. They suggest instead a more comprehensive approach based on task assignment and task structuring for production management. Structuring is seen to be composed of task areas (capacity establishment and capacity utilisation), task levels (strategic, tactical, and shop‐floor), and task support (including managerial technology, such as database organisation, information systems, and software). Task assignment takes into account the skills, attitudes, and working limits of human resources, developing task subgroupings or constellations to match tasks to available persons.
Capacity Planning: A Case Study From Cigarette Production
Authors: Finlay P.N.
Published: March 2008

It is conventional for a manufacturing company to equip itself to cope with a demand greater than that considered most likely to arise. Often the costs associated with excess capacity are not high, and so little energy is expended on determining least‐cost solutions and options close to them. Increases in machinery costs in the mid 1970s necessitated one cigarette manufacturer to rethink its policy towards machinery purchase; in particular that governing the size of its machinery contingency allowance—the machinery to hold over and above that required to meet the most likely forecast of demand. This article describes the background to the reframing of this policy on machinery acquisition, including an analysis of the structure of demand for cigarettes and ways of achieving an appropriate level of supply.
The Effects of Supplier Delivery Reliability on Company Delivery Assurance
Authors: Cunningham M.T. , Dale B.G.
Published: March 2008

The author investigate the effect which the delivery performance of a company's suppliers have upon the company's own delivery assurance and reputation. Alternative methods of evaluating supplier delivery performance are studied. An analysis is made of the extent to which the suppliers' poor delivery performance was adversely affected by factors under the control of the company's own sales, design, production and purchasing departments in requesting unrealistic dates from suppliers.
Factors Affecting the Introduction of Industrial Robots
Authors: Hamidi‐Noori A. , Templer Andrew
Published: March 2008

The lagging growth in productivity of many western industries has at last captured public attention. Many observers attribute the problem, at least in part, to management reluctance to invest in the capital equipment necessary to automate production systems at fully competitive levels. Not all such investments, however, result in equivalent benefits. This article presents the findings of a recent survey on robotisation plans, and based on these findings, a conceptual model is developed which attempts to set out the different factors which should be considered when introducing industrial robots. In addition, some attention is given to the related literature on the reasons for automation in general, and robotisation in particular.
Services: Towards a Unified View
Authors: Zvegintzov S.
Published: March 2008

As a conceptual framework for teaching, the author asks what makes a service service‐like and following from that, are there common characteristics by which we can group different services. Outside the classroom, whether in consultancy or research, it is vital to realise that services tend to be hybrid combinations of types, being less single‐minded than manufacturers.
The Service Despatcher/Receptionist Role
Authors: Voss C.A.
Published: March 2008

The person responding to customer requests often diagnoses problems, despatches and schedules service resources. This article reports some exploratory research into the nature of this role.
Manufacturing Systems Research: Where are the Boundaries?
Authors: Waterlow J.G.
Published: March 2008

This paper supports project based research and agrees with the view that it is impossible to draw a boundary around a group of subsystems in the real world so as to research only these. All aspects of the manufacturing system including strategy, management style and organisational structure are involved potentially. Project based research has produced little in the way of generalisable results, and in some cases is difficult to distinguish from management consultancy. What needs to be understood better are the methodologies of a general nature. The main movements are likely to be away from calculation towards data analysis and definition, and away from mathematical models towards formal descriptive models.
The Toyota Production System — Lessons for American Management
Authors: Pegels C. Carl
Published: March 2008

A management system which has been used in Japan's Toyota Motor Company for many years is described. The system is applicable to the assembled goods industry and is widely used in such circumstances in that country. It extends well beyond production and inventory control and incorporates a number of features of a decidedly Japanese nature. Dominant among these is just‐in‐time production which is examined at some length. Also described is Kanban, and several of its elements, which is an essential aspect of just‐in‐time production.
NC Applications—its Present and Future in Singapore's Industries
Authors: Heng Poh Khong
Published: March 2008

The numerically controlled machine tool has become a very topical subject due to the current emphasis on increasing productivity and upgrading of manufacturing industry. This paper reviews the current applications of NC machine tools in Singapore. It also takes a look at the future directions which NC is likely to develop, particularly in the area of computer aided manufacture, and examines the role of the production engineer within this new environment.
Setting Aggregate Inventory Levels: An Operations Management Decision?
Authors: Gaither Norman , Fraser Donald R.
Published: March 2008

Five hundred financial executives from North American companies were surveyed by means of a mailed questionnaire to gain a view from outside the operations functions of the basis on which aggregate inventory decisions are taken. The response indicated that more functions than might have been expected were involved in the process of determining inventory levels and, partly because of this, policy tended to be of a shorter rather than longer term nature.
Planning the Introduction of Group Technology
Authors: Dale B.G. , Burbidge J.L. , Cottam M.J.
Published: March 2008

A large multi‐national Engineering company, with production facilities in the UK, recently undertook a study into the possibility of using Group Technology in a proposed “focused factory” for the manufacture of transmission gears and shafts. This paper briefly describes the reasons for considering this type of change. It also describes the methods used to predict the likely benefits in comparison with conventional forms of organisation and to plan the machine groups and part families for Group Technology.
An Assessment of Some Approaches to Hierarchical Production Planning
Authors: Mohanty R.P. , Krishnaswamy M.V.R.
Published: March 2008

Some hierarchical approaches for production planning in a batch type manufacturing environment are described. In a single stage production system, three aggregation levels exist: types, families and items. The performance of a hierarchical system model is largely dependent on the methods of disaggregation at different levels. This paper reports on a study of hierarchical methods at the family disaggregation level and incorporates a simple modification to improve upon a heuristic proposed by Winters. Results indicate that even a very simple hierarchical planning approach can give a significant reduction in backorders in a production shop having severe capacity restriction.
Co‐ordinated Versus Independent Replenishment Inventory Control
Authors: Jayaraman Radhakrishnan , Tabucanon Mario T.
Published: March 2008

The purpose of this article is to demonstrate the usefulness of a co‐ordinated control inventory model, when it is applied to a practical situation. A comparison is made between the costs incurred when a co‐ordinated replenishment policy is used with that of an independent control strategy. It is found that a substantial cost saving is achieved when a co‐ordinated control model is used, demonstrating that this model is superior to an independent control model.
Japanese Manufacturing Management Practices in the UK
Authors: Voss C.A.
Published: March 2008

Japan is perceived in most advanced countries as the world leader in the introduction and exploitation of new management practices, particularly in the area of manufacturing. In an attempt to match Japan's economic progress other countries are seeking to introduce many of the systems which are believed to be the basis of Japanese success. In this article, certain aspects of a UK manufacturing company, which had adopted a number of practices following studies undertaken in Japan, is compared with a Japanese owned company located in the UK.
Analysing Multi‐Dimensional Attributes for the Single Plant Location Problem via an Adaptation of the Analytical Hierarchy Process
Authors: Andin Wu Jack , L'abbe Wu Nesa
Published: March 2008

The Analytic Hierarchy Process (AHP), as applied to the plant location problem, involves the structuring of this decision‐making process into different levels. Each level has certain attributes unique to the structure of the problem. Two levels of attributes are considered in the plant location problem. With respect to the first level, the user will focus upon all the tangible and intangible factors which affect the plant location problem, eventually leading to a stated objective or goal. Each attribute at this level will be assigned an appropriate weight through the AHP method. The second level of attributes consists of the possible locations under evaluation. The AHP method also assigns weights to each of the proposed locations as they relate to each of the attributes of the first level.
The Importance of Factors Other Than Cost Considerations in Make or Buy Decisions
Authors: Dale B.G. , Cunningham M.T.
Published: March 2008

The majority of make or buy decisions are invoked in the name of “cost”, but the two case studies outlined in this paper demonstrate that cost is only one of a multitude of criteria which managers need to evaluate in this strategic decision. Also highlighted are the difficulties in ascertaining the cost elements in the make or buy decision. The sequence of events by which these two make or buy decisions were resolved are analysed, together with the levels and functions in the company organisation structure which determined the direction taken by the make or buy investigation. The case studies also indicate the very active role of purchasing in the make or buy decisions, their being involved in around 90 per cent of the decision stages.
Just‐In‐Time Production System: Some Requirements for Implementation
Authors: Lee Sang M. , Ebrahimpour Maling
Published: March 2008

Many consider that Japanese manufacturing management techniques are among several factors which have contributed to Japan's superior quality and high growth rate of productivity. Just‐In‐Time (JIT) is one of the best known Japanese production management systems amongst management in the Western industrialised nations. In this paper the JIT manufacturing system and its key features are discussed. The important prerequisites and factors that are required for implementation of JIT in Western industrialised nations are then elaborated on. It is concluded that proper implementation of the JIT production system requires many changes in the organisation; yet successful implementation results in improved productivity and higher quality.
The Phased Release of Batches into a Job Shop
Authors: Browne J. , Davies B.J.
Published: March 2008

Much research has been reported on the possibilities of using various heuristic priority rules to sequence batches through a job shop. The SPT (Shortest Priority Time) heuristic, or modifications to it, has been proved useful in many studies. This paper reports on the results obtained when simulating the work flow through a real machine shop. The simulation model has been used to test the effect on well known priority rules of releasing batches into the shop in order of decreasing expected throughput time. The important effect of this “phased release” of batches was to increase the percentage of batches delivered in finished parts stores on time, particularly in the case where priority rules were in use which might otherwise have resulted in poor delivery. This has important repercussions for management because it implies that by “phased” release of batches in the manner discussed, a large proportion of batches will be delivered on time whatever priority rule is in operation in the shop.
Hours Control Systems
Authors: Lee R.A. , Colman S.
Published: March 2008

Research into flexible hours control systems has been largely confined to analyses of the impact of flexitime. This article argues that this aspect of management control is too important to be examined in simplistic and piecemeal fashion. There are a wide variety of potential hours control systems, each with its own particular characteristics and range of application. The subject of hours control systems is introduced by developing a theoretical framework. It is then explored by describing the results of a survey of 228 companies. This leads to some modifications to the framework and some conclusions which have clear implications for management.
Demand Forecasting and Aggregate Planning in the Electrical Supply Industry
Authors: Price D.H.R. , Sharp J.A.
Published: March 2008

A simulation study of the importance of the choice of demand forecasting method in the aggregate capacity planning of the UK electricity supply industry is reported. Using a financial performance measure rather than the conventional measures of accuracy, some of the univariate or extrapolative forecasting methods employed were found to perform surprisingly well over a six year time horizon, suggesting that such methods may merit a greater role in aggregate capacity planning than they appear to be accorded in current practice.
Quality‐Related Decision Making: A Study in Six British Companies
Authors: Dale B.G. , Duncalf A.J.
Published: March 2008

Without a formulated quality management policy and a direct lead from the chief executive, companies are unlikely to be able to effectively co‐ordinate quality‐related decision making; consequently, the approach to quality tends to be inspection orientated. Results of a study on how quality‐related decisions are made in six companies also suggests that the involvement of quality staff in design, purchasing and market feedback is vital, ensuring that quality‐related decision making is effective and consistent with policy.
The Flexible Manufacturing Mission — Some Implications for Management
Authors: Macbeth Douglas K.
Published: March 2008

Flexible manufacturing can be understood and managed even by non‐technological senior management provided they are involved in agreeing market parameters, technological flexibility needs, and quality, cost and delivery performances, and ensure that detailed lower level decisions on operational matters comply with strategy. The tendency to abdicate responsibility for technological decisions to lower levels of management must be avoided. A development path extending three to ten years into the future is required, as only those companies which adopt a flexible manufacturing policy, integrating market/financial requirements with effective production, can hope to compete in the future.
Discovering Local Logics in the Hospital World
Authors: Agrell P.S. , Moisdon J‐C.
Published: March 2008

A project aiming to study the delineation of responsibilities between hospitals in Paris, with a view to improving administration of patients' admission and transfer led to the restructuring of problems and the discovery of problems not fully realised prior to this, i.e. in addition to mismatches between formal responsibilities and real patient arrivals, and inertia in patient transfer, issues such as which care is to be given priority; precise role of emergency reception services; allocation of beds to specialities, and so on. More and more facets of the problem were uncovered: material resources; organisational issues; individual matters and taboos and culture. When everyone has agreed the problem the study will end.
A Proposal for Standardisation of the Learning or Start‐up Curve
Authors: Pegels C. Carl
Published: March 2008

Use of the cumulative average cost start‐up formula as the standard (instead of the traditional incremental cost or unit cost formula) allows the derivation of cumulative total costs and marginal unit costs. Accurate incremental costs can also be obtained by taking the difference between cumulative total costs at the upper and lower points of the increment. Furthermore, look‐up tables (commonly used with the traditional approach) are no longer needed.
Integration of Information Systems in Manufacturing
Authors: De Meyer Arnoud , Ferdows Kasra
Published: March 2008

The integration of information systems within manufacturing, and between manufacturing and other functions, is a growing concern. A survey of 560 manufacturing companies in Europe, North America and Japan reveals that management is paying increasing attention to this issue, though it is given slightly less priority in Japan. European respondents appear to favour a top‐down approach to the integration of the various information sub‐systems, while North American and Japanese respondents support the bottom‐up approach. North Americans are more concerned with control of materials flow when developing systems, the Europeans with demand management, and the Japanese with technical and engineering issues.
Measurement of White Collar Productivity
Authors: Schroeder Roger G. , Anderson John C. , Scudder Gary D.
Published: March 2008

White‐collar productivity measurement can be improved, according to results from group sessions conducted with 39 executives, managers and academics which elicited a list of eleven useful areas for measurement. There are three types of ways in which the measurements can be used: self‐improvement; performance appraisal, salary and promotion; and feedback, communication and work direction. Highly interactive jobs should be measured at group level, with individual performance judged on the basis of group results. Peer group ratings can also measure white collar productivity, with existing MBO systems providing information; and time management techniques are also appropriate.
Management Information Systems: A Vehicle for Operations Management
Authors: Fuller Jack A. , Fortin Daryl
Published: March 2008

The success of the initial stage of a management information system in a described project suggests that such a system is the logical vehicle to implement operations management concepts. Management information systems should continue to incorporate proven quantitative techniques and apply these to production management problems.
Teaching the Techniques of Computer Aided Production Management and Simulation Modelling
Authors: Southern G.
Published: March 2008

A software package is described that attempts to develop students' knowledge of Computer Aided Production Management (CAPM) systems and an awareness of the power of the computer to predict the future by iteratively simulating individual workshop operations. It demonstrates the techniques of CAPM by means of manual simulation. Students then operate and adjust a simple computer simulation model and compare it with the manual exercise. Both versions are described and compared. The CAPM system is presently installed on the ACT Sirius and the IBM personal microcomputers. It consists of a series of basic programs and data files in four modules. There is wide scope for using both versions in degree courses in mechanical and production engineering and production management.
Marketing Strategies and the New Manufacturing Technologies
Authors: Blois K.J.
Published: March 2008

Recent developments in the manufacturing technologies of many industries have arisen in response to market pressures. These technologies also make possible improvements and sometimes substantial changes in marketing strategies. Preoccupation with existing strategies may cause such opportunities to be overlooked. Where marketing strategies are re‐examined in the light of these new technologies failure to assess their impact on activities in addition to marketing may limit the realisation of all their benefits. The way in which marketing's relationship with manufacturing is likely to be affected by the Flexible Manufacturing System (FMS) is considered and the changes in role and responsibility needed to support new competitive advantages. Unless marketing and technology strategies are linked then the full benefits of the investment in Advanced Manufacturing Technology (AMT) will not be achieved. Only those firms whose management is imaginative enough to understanding and exploit AMT will obtain its significant benefits. The role of marketing management is to convert the distinctive competences offered by AMT into competitive advantages.
A Critique of Some Current Plant Layout Techniques
Authors: Waghodekar P.H. , Sahu S.
Published: March 2008

Some of the main features of the major existing approaches designed to solve the multi‐goal layout problem are highlighted. Most of these heuristic approaches are of the improvement type which take account of constraints within areas of departments. Two heuristic approaches of the construction type are outlined. MFLAP (Multi‐goal Facility Layout Planning) is a construction type algorithm based on cell formation technique. MFLAPSA (Multi‐goal Facility Layout Planning under the constraints on Shapes and Areas of Facilities), like MFLAP, is also a construction type heuristic based on cell formation technique but it incorporates additional constraints such as shape, location flexibility and exposure for a department. The procedure and capabilities of MFLAP and MFLAPSA are outlined.
The Structuring of Production Control Systems
Authors: Bertrand J.W.M. , Wingaard J.
Published: March 2008

Co‐ordination of the activities of production units is necessary to realise the required delivery performance in the market. These should not conflict with reaching the production economics objectives of each of the units. Production structure is needed to reduce the complexity and should minimise the loss of potential flexibility. Any structure will have some elements in common — the definition of basic elements (e.g. capacities) as a first step in production control structure design; the introduction of product units and the decomposition of the total production control to Goods Flow Control and Production Unit Control; the relationship of sales and manufacturing and the interference of products and capacities as two main determining factors of the Goods Flow Control structure. The generality of these elements means it is possible to develop a small but relatively complete set of reference structures. A reference structure for Goods Flow Control in a repetitive manufacturing situation is discussed. Its main elements are master planning, material co‐ordination, workload control and work order release.
A Probabilistic Batch Size Model for Perishable Products
Authors: Pegels C. Carl
Published: March 2008

A batch size model developed for the therapeutic product problem has been instrumental in assisting the staff of a large general hospital to resolve problems associated with the transactional process of the preparation of intravenous medications for administration. The model is a variation of a basic profit maximisation model and is characterised by variable batch preparation cost, a variable planning period, fixed per unit base cost, and zero shortage costs since preparation of a new batch can take place without delay. The variable planning period is transformed into a fixed planning horizon which is at least several multiples of the planning period and is fixed. Development of the model is presented and illustrated with a hypothetical situation, followed by a real case — the determination of the optimal batch size for the intravenous drug, Cefazolin.
Service — A Polemic and a Proposal
Authors: Lockyer Keith
Published: March 2008

The management of the transformation process is commonly divided into production and service. Production is fairly easy to define but service has many definitions. These are discussed and it is concluded that debate over differences in production and service should be abandoned since they essentially function in the same way. Research should instead focus on the difference between profit‐making and non‐profit‐making institutions.
Introducing Service Industries in Operations Management Teaching
Authors: Armistead C. , Johnston R. , Voss C.A.
Published: March 2008

Most Western countries are demonstrating a trend in the public and private sector away from traditional manufacturing operations. This has resulted in customer‐led pressure for Production/Operations Management teachers to give service operations equal time with manufacturing. Service industries have the same operating issues as manufacturing but for effective teaching two aspects must be considered. The first is the context of service operations and the second is those differences that do exist between manufacturing and services. A teaching strategy is proposed. This emphasises the use of service cases and examples to illustrate the application of operations management approaches; an understanding of the key contextual differences in the service environment; and the development of electives focusing on specific service features in operations management. Examples from undergraduate and postgraduate teaching are given.
What is Computer‐integrated Manufacturing?
Authors: Boaden R.J. , Dale B.G.
Published: March 2008

In recent times data processing systems have become increasingly powerful and rapid advances have been made in machining and processing technologies. Growth in materials requirements planning (MRP) and computer‐aided design (CAD) has developed in parallel but independent of the advanced manufacturing technology stream. If organisations are to reduce their reaction time to customers’ orders and to provide a truly flexible service these two main streams must be brought together. This is likely to occur through computer‐integrated manufacturing (CIM). An analysis of the various definitions of CIM is given and implies that there is no single “right” definition which can be applied to any organisation. However there are certain principles which apply to definitions of CIM and an attempt is made to highlight these principles. CIM is not limited to the manufacturing function. It must be an overall concept that takes account of every aspect of the business, tying all aspects and organisational functions together into an integrated system, where all necessary data can be accessed easily by those who need them. CIM does not necessarily mean total computerisation but computers and software will play a major part.
A Bayesian Approach to the Evaluation of a Forecasting System
Authors: Woodworth Bruce M.
Published: March 2008

It is proposed that forecasting systems should be implemented on a trial basis and evaluated in terms of accuracy and/or economic benefits prior to full‐scale implementation. The conventional method of evaluating a forecasting system is to compute one or more error terms. Problems occur when no error term can be calculated. A methodology for evaluating a forecasting system under such conditions, based on Bayesian analysis, is put forward. The forecasting system subjected to the evaluation process was intended to improve the catch volume of a salmon fishery. Data for analysis were derived from the activities of two groups, one using the proposed forecasting analysis and one not using it, and the economic consequences associated with each.
Inventory Control with Price Fluctuations
Authors: Bachman Andreas
Published: March 2008

The effect of price fluctuations on optimal inventory control policy can be considerable. Most inventory models assume that purchase prices or production unit costs remain constant over the planning period. Computation of optimal inventory policy, without taking price fluctuations into account, can give results which differ considerably from the optimal inventory policy when price changes are ignored. It is desirable to consider price fluctuations as a parameter in inventory models.
Changing Manufacturing Technologies and Policies, and the Role of Manufacturing Managers
Authors: Wild Ray
Published: March 2008

Changing manufacturing policy and manufacturing technology has had serious implications for production managers. A survey to identify the nature and extent of the impact of changes in manufacturing technology on the jobs of production or manufacturing managers shows that managers are concerned about the changing nature of their jobs and are increasingly dissatisfied with their roles. Their jobs are diminished but more stressful because they must maintain responsibility over a system over which they have little control. Yet they need a wider range of skills, e.g. people management and a broad knowledge of different subjects, to perform this role. The inevitability of change and the future directions in this area are discussed.
Development of a Model for Use in Planning for Computer‐Integrated Manufacturing
Authors: Boaden R.J. , Dale B.G.
Published: March 2008

The development of a method of planning for computer‐integrated manufacture (CIM) used within Eaton Corporation (Truck Components Europe) which produces complex engineering products is described. The method relies heavily on a model of CIM as the basis for planning. Different types of models (the wheel model, linked models and linked and defined models) are described with their usefulness in CIM planning outlined. The development of a CIM model is beneficial for planning and the process of the model's evolution can greatly increase CIM understanding. CIM models help to focus on functions and business objectives rather than being constrained by departmental boundaries, bringing a new dimension to strategic planning.
A Model for Material Requirements Planning Implementation
Authors: Callerman Thomas E. , Heyl Jeff E.
Published: March 2008

A theoretical model for MRP implementation is presented. Much has been written about MRP and its introduction into an organisation, but the low overall success rate of implementation shows the poor level of understanding and control of the implementation process itself. The basic MRP system, its derivatives and the need for a model are discussed. The results of successful implementation such as reduced inventory and improved customer service level are discussed. This model could also be applied to other organisation‐wide systems, such as Just‐in‐Time manufacturing, if modified.
Assisting Small Manufacturing Companies to Implement Advanced Manufacturing Technology
Authors: Staughton R.V.W. , Knight M.A. , Younger A.
Published: March 2008

If small manufacturing companies are to be helped in introducing new technology they need both good advice suited to their size and a temporary injection of specialist help. This can be provided by a major academic institution at a realistic cost using academic staff and newly qualified graduates working under their guidance. The case histories of attempts by seven small manufacturers to introduce new technologies, four using academic and graduate help, and the effectiveness of this approach, are described.
Experiences with FMS in the UK
Authors: Bessant John , Haywood Bill
Published: March 2008

Successful use of flexible manufacturing systems (FMS) depends on a company adopting a flexible approach to its management and organisation. This technology has now begun to diffuse widely and to be used in all major developed countries and a small number of developing nations. A comprehensive survey of UK organisations where FMS has been installed or is planned reveals that significant benefits are achievable but the need for a total approach to the problem of implementation is paramount. Technical problems also need to be overcome.
Component Buffer Stocks for Uncertainty in Product Mix
Authors: Baker Kenneth R.
Published: March 2008

Three approaches to the problem of determining buffer stocks to protect against uncertainty in product mix are presented. Each approach can be adapted to recognise the total cost, rather than the total size of component safety stock. Uncertainty in product mix arises because of forecast errors within the total manufacturing lead time. This may be too short to allow for changes in volume but the creation of component safety stock will permit changes of product mix. Examples of the approaches described are given.
Production Management Techniques in UK Manufacturing Industry: Usage and Barriers to Acceptance
Authors: Oakland John S. , Sohal Amrik
Published: March 2008

The work described in this paper is part of a large study of the barriers to acceptance of production management techniques in UK manufacturing industry. The first part of this study is described, it:(i) establishes the use being made of proven traditional techniques of production management and operational research/statistical techiques by British production managers; and (ii) begins to investigate the barriers to acceptance of the techniques. The results reveal that in industry in the UK there is low usage of many of the techniques, particularly the highly quantitative techniques. The major barrier preventing usage of the techniques is lack of knowledge; training in production management has been found to be an extremely important factor in the usage of all the techniques examined.
An Agenda For Research on the Flexibility of Manufacturing Processes
Authors: Gerwin Donald
Published: March 2008

This paper outlines an agenda for conducting rigorous research into the flexibility of manufacturing processes. Its underlying premise is that current efforts are being impeded by the absence of operational measures for the concept. An initial domain for defining flexibility is established, specific measures are suggested, and sampling issues are discussed. There is also a discussion of relevant research problems that can be addressed once valid and reliable operationalisations exist.
Aggregate Planning in UK Manufacturing Companies
Authors: Gilgeous Vic
Published: March 2008

Aggregate planning approaches as presented in the literature are rarely used in practice. The objective of this research is to survey the aggregate planning practice of manufacturing companies in the UK, with the aim of designing more realistic aggregate planning systems. The results gathered provide useful insights into current practice, including the ranking of management decision alternatives, changing functional involvement with key aggregate planning objectives, and views concerning the use of a proposed system of aggregate planning.
AGV Despatching in a Flexible Manufacturing System
Authors: Cheng T.C.E.
Published: March 2008

An important issue in the design of a flexible manufacturing system (FMS) is the operational control of the materials handling subsystem, through which reparts are conveyed from one work station to the next. A popular type of materials handling device is the automatic guided vehicle (AGV), which has been widely adopted in FMS because of its versatility and speed. This paper presents a simulation study to investigate the effects of different AGV dispatching rules on the performance of an FMS under various operating conditions. The dispatching rules studied are: FAFS — select the first available AGV; MIT — select the AGV with the most idle time; STT — select the AGV with the shortest travel time; and LTT — select the AGV with the longest travel time. The performance measures adopted are: overall production rate of the system; mean work station utilisation; and mean AGV utilisation. Although the results obtained are related to the specific FMS layout studied in this paper, it is believed that the inferences drawn from them are applicable to any FMS with similar layout structure and can provide useful guidelines for AGV design.
A Study of Computer Aided Production Management in UK Batch Manufacturing
Authors: Monniot J.P. , Rhodes D.J. , Towill D.R. , Waterlow J.G.
Published: March 2008

This monograph examines research needs in computer aided production management (CAPM). Recommendations for future research and its organisation are made. The monograph is based on an in‐depth study of current CAPM practice in a varied sample of 33 companies. The study conclusions confirm many existing beliefs. Many companies are paying inadequate attention to the necessary prerequisites for successful CAPM implementation. The prerequisites change as the extent of CAPM system integration increases. Organisational rather than implementation issues dominate as integration increases. The proposed research would bring together existing knowledge of best CAPM practice to form methodologies for the audit, design and implementation of CAPM systems. The aim is to reduce the time‐span of the learning curve required for successful CAPM integration. The methodologies need to be specific to particular industrial sectors.