bluuebunny/crossref_metadata_2025 huggingface dataset:
Human resource management and the politics of knowledge:
Authors: Ryan Margaret
Published: July 2002

Explores the question of how specialist expertise is related to the
organizational decision‐making process. This relationship is seen as an
important issue in the integration of HRM with corporate strategy, and
as having implications for HRM concerns with organizational and career
structure, employee development, flexibility and culture. The
relationship is seen as political in that it affects the extent to which
technical experts are enabled to influence strategic decisions. It is
also therefore of strategic significance in facilitating (or otherwise)
the development and use of the knowledge base. Suggests that the HRM
function needs to confront the challenges posed by expertise in the
organization′s social process. The importance of identifying and
developing the knowledge base across the technical as well as the social
system is advocated as having an impact on competitive position. The
discussion is illustrated with examples drawn from seven companies in
which the relationship of scientific knowledge to the decision‐making
process was being studied.
The widening scope of inter‐organizational networking:
Authors: Zeffane Rachid
Published: July 2002

Strategic alliances and networks have become an integral part of
contemporary strategic organizational thinking. Their spread seems to
correspond with the increasing rate of joint venture formations and
outsourcing endeavours that have dominated the business arena in the
past decade or so. Examines the widening scope of networking in the
light of the underlying economic, sectoral and social dimensions. Argues
that outsourcing remains a fundamental economic ingredient in network
formation, and shows that networking, as a novel form of organization,
is far‐reaching and gaining unprecedented expansion throughout a wide
range of economic sectors, as well as on a global scale. Examines and
discusses the role of informal (social) networking and the important
issue of trust. Outlines and discusses issues relating to the success of
future networks.
Diversity in workgroup settings: a case study
Authors: Church Allan H.
Published: July 2002

Changing demographics and increasing diversity in the workplace
represent new challenges for people in organizations today. Differences
generate conflict, and poor performance is often the result of this
conflict when it is unacknowledged, misunderstood, or simply ignored.
The behavioural effects of these diversity related issues and the
consequences of not consciously processing the accompanying anxieties
are often observable in small group settings. Presents a case study of a
single workgroup in a large marketing organization which highlights the
important dynamics of these diversity related conflicts. Investigates
proposals concerning the intragroup and intergroup effects on attitudes
and behaviours using data collected by a participant observer. Provides
implications of avoiding these issues throughout the case analysis.
Defining, discovering and developing personal leadership in organizations
Authors: Klagge Jay
Published: July 2002

Personal leadership is an important factor in today’s organizations. This type of trailblazing activity is the backbone of total quality management and team‐based operations. Personal leadership also can replace the middle management expertise lost through downsizing. Presents a generalized process for defining, discovering and developing personal leadership in today’s organizations. Summarizes the definition of personal leadership through the metaphor of trailblazing. Other cognates of the verb “to lead” are defined and examined. The detection of personal leadership in the workforce is made by 360‐degree performance evaluations. Uses survey findings to support activities and skills associated with personal leadership. The development of personal leadership is fostered by rewards, recognition and refocused training.
Reflections on Robert K. Greenleaf and servant‐leadership
Authors: Spears Larry
Published: July 2002

Explains that servant‐leadership is a leadership term and philosophy which was originated by Robert K. Greenleaf, and which puts serving the greater needs of others as the primary goal of leadership. In a ground‐breaking 1970 essay, entitled The Servant as Leader, Robert Greenleaf suggested how caring for our many institutions, and each other, can occur through the practice of servant‐leadership. In the 1980s and 1990s servant‐leadership has become a major focus and goal in leadership and management writings, and in organizational practice.
Leadership for socially responsible organizations
Authors: Reeves‐Ellington Richard H.
Published: July 2002

This article addresses how for‐profit organizational management and leadership considers social responsibility. It is argued in this article that managers and leaders self‐define their personal and organizational missions in holistic integrative ways or in ways that particularize and isolate their organizations from the wider societal context. This is discussed in the context of the paradigms that traditional managers and leaders use in business and commercial organizations. A companion article will continue the discussion of leadership and organization paradigms in the contexts of language and power in a subsequent issue.
Managing employees in China from Hong Kong: interaction, relationships and productivity as antecedents to motivation
Authors: Tjosvold Dean , Moy Jane W.
Published: July 2002

States that managers must often try to motivate employees working in another country. Senior accounting managers in Hong Kong were interviewed on their experiences leading professionals in China. Results of structural equation analyses suggest the usefulness of Deutsch’s theory of co‐operation and competition to understanding how interaction between leaders and employees develops future motivation. Co‐operative goals were found to contribute to a constructive discussion of opposing views between managers and employees which, in turn, resulted in productive work and stronger work relationships; these outcomes, in turn, developed motivation to work hard and well on future assignments. These results were interpreted as suggesting that managers can motivate employees through developing strong co‐operative goals and the skills of constructive controversy.
Transformational leadership and learning orientation
Authors: Coad Alan F. , Berry Anthony J.
Published: July 2002

States that two goal orientations may be held by individuals: a performance goal and a learning goal (Ames and Archer, 1988; Dweck and Leggett, 1988). The much‐discussed learning organisation requires individuals either to possess or to develop a learning orientation. Leadership theorists (Bass, 1985; Burns, 1978) have identified characteristics of leadership which may be classified as transactional or transformational. The links between leadership and goal orientation are explored. It was conjectured that transformational leadership would be associated with a learning‐goal orientation and transactional leadership would be associated with a performance‐goal orientation. These propositions are supported by evidence from an empirical study of professional accountants in the UK. The findings suggest that desirable leadership behaviour for a learning organisation is transformational and desirable follower behaviour should include a learning orientation.
Structured empowerment: an award‐winning program at the Burswood Resort Hotel
Authors: Cacioppe Ron
Published: July 2002

In recent years, organizations have identified the benefits of employee empowerment programs: empowered employees are able to solve customer and organizational problems promptly and professionally. The management at the Burswood Resort Hotel in Western Australia recognized that they wanted to develop these qualities in their employees and embarked on an empowerment program. Management acknowledged that achieving an empowered workplace was a long‐term initiative requiring continued management commitment. Their approach was based on management theory and practice, yet remained flexible to the needs of the hotel’s employees and customers. A program was designed and was tailored to the hotel’s culture and work environment. An empowerment survey was conducted prior to the program and again 18 months after its initiation. This article describes the organization’s experience of introducing empowerment into a traditionally‐structured workplace; explains its success; some of the problems encountered and the effect of a recent merger on the progress of the program.
An integrated model and approach for the design of effective leadership development programs
Authors: Cacioppe Ron
Published: July 2002

Leadership has been a major topic in management and business literature over the last few years. The rapid changes in business, technology, political and social factors has required the development of effective leadership skills. As a result leadership development programs have become an increasing priority for business and government organisations. This article puts forward an integrated model for leadership development. The major focus of this model is to develop leadership competencies which directly contribute to the strategic imperatives of the business. In addition, it describes the key elements that contribute to a successful leadership experience such as changing mindsets, a global focus, personal development and improved business and leadership skills. Finally, the most widely used leadership methods and processes are covered under three major themes; contributing to the strategic business direction, building leadership and team skills, and self‐development. The ideas put forward in this paper provide senior managers and human resource professionals with an integrated and comprehensive framework to plan and build a leadership development program in their organisation.
Designing robotic systems for the healthcare industry
Authors: Sweeting Pat
Published: July 2002

This article identifies a significant incidence of unsatisfactory outcomes in complex automation projects. It looks at the particular problems that arise when specifying and designing automated systems for the healthcare industry and how they contribute to complexity. A number of case examples are given. It describes a simple methodology. It concludes that rigorous application of a sound methodology is a prerequisite for a successful project. A recommended check‐list is given.
A futuristic view of welding at Essen Show
Authors: Kochan Anna
Published: July 2002

Reviews the Essen Schweissen und Schneiden cutting and welding trade show, assesses the latest developments in remote laser welding technology, identifies mounting trend for electric servo guns to replace pneumatic welding guns, reports on growing interest in aluminium welding and outlines the different solutions proposed.
Loading from the top at Productivity Partnerships
Authors: Rooks Brian
Published: July 2002

“Productivity Partnerships”, a regulars series of demonstrations held at The 600 Centre in Shepshed, saw the UK launch of a new machine loading robot system by Fanuc Robotics. A description is given of the rail‐mounted 6‐axis robot together with some of the claimed benefits. It is a system that has been well received in the USA and two brief examples of installations from that side of the Atlantic are given.
Promoting a good finish at Surface World
Authors: Rooks Brian
Published: July 2002

Describes some of the new products at the Surface World exhibition held at the NEC in Birmingham, UK. Three of the mainstream robot vendors supplying painting systems were at the show and each launched a new product. They also displayed a trend to the growth in the coating of plastic components. Another strong showing was for powder coating, and some of the leading specialist suppliers of equipment for this process were present. At present this type of coating is not generally economic for robot use.
Big changes in direction at the Tokyo International Robot Exhibition 2001
Authors: Kusuda Yoshihiro
Published: July 2002

Describes recent developments at the Tokyo bi‐annual International Robot Exhibition. More exhibitors were present than in previous years, however very few new innovative technologies /products were observed. In the middle of the depressed economy Japanese industrial robot manufacturers are struggling to reduce cost, reshuffle business structure and try everything to survive. A total solution approach and strategic alliances were evident. On the other hand there is a sign of emerging non‐manufacturing market, especially in the entertainment area.
Series elastic actuators for high fidelity force control
Authors: Pratt Jerry , Krupp Ben , Morse Chris
Published: July 2002

Series elastic actuators provide many benefits in force control of robots in unconstrained environments. These benefits include high force fidelity, extremely low impedance, low friction, and good force control bandwidth. Series elastic actuators employ a novel mechanical design architecture which goes against the common machine design principal of “stiffer is better”. A compliant element is placed between the gear train and driven load to intentionally reduce the stiffness of the actuator. A position sensor measures the deflection, and the force output is accurately calculated using Hooke’s Law (F = Kx). A control loop then servos the actuator to the desired output force. The resulting actuator has inherent shock tolerance, high force fidelity and extremely low impedance. These characteristics are desirable in many applications including legged robots, exoskeletons for human performance amplification, robotic arms, haptic interfaces, and adaptive suspensions.
Snake arm robots
Authors: Buckingham Rob
Published: July 2002

Bringing a new robot to market is an exciting venture. When that robot is a new type of robot the venture takes on new proportions – it becomes an adventure. Dr Rob Buckingham, managing director of OCRobotics Ltd, describes the principles of a new snake arm robot that has applications in a number of industries including aerospace (engines and airframes), nuclear, space and surgery as well as a whole range of general inspection and maintenance tasks.
New robot applications satisfy the automotive industry’s need for even greater flexibility
Authors: Kochan Anna
Published: July 2002

Reviews new applications of robots in the automotive industry. Describes new compact robot designs which can fit into very small spaces and provide greater flexibility in the body shop. Outlines how paint shop technology is evolving to make greater use of robots. Highlights pioneering applications of robots for machining and laser welding.
Exploring the linkage between investment in manufacturing and environmental technologies
Authors: Klassen Robert D.
Published: July 2002

The popular business press, government regulators, environmentalists and the public are calling on operations managers to shift away from their traditional emphasis on pollution control toward pollution prevention when improving environmental performance. Yet, any managerial decision about the level and form of investment in these environmental technologies cannot be made in isolation, but instead must be implemented within the context of other manufacturing investments in process technologies and organizational systems. A survey of two Canadian industries – small machine tools and non‐fashion textiles – revealed evidence that environmental technologies have been regarded as ancillary investments; as investment in manufacturing increased, so did the proportion of that investment directed toward environmental technologies. Further, increased investment in advanced process technologies actually shifted investment away from pollution prevention. In contrast, increased investment in quality‐related organizational systems favored concurrent investment in recycling programs, along with pollution prevention and management systems. Thus, increased investment in quality management offered an important route to expand the implementation of pollution prevention.
Product customisation and manufacturing strategy
Authors: Spring Martin , Dalrymple John F.
Published: July 2002

Reviews literature from manufacturing strategy, flexibility, agile manufacturing, and aspects of industrial marketing and highlights fragmented and inadequate treatment of fundamental issues relating to product customisation. Through synthesis of the literature and the analysis of four case studies – in the manufacture of fork‐lift trucks, electro‐mechanical devices, small telecommunications systems and stationery products respectively – presents a novel model of the customisation process. Identifies typologies of customisation problem‐solving situations and custom‐build option types. Demonstrates the importance of the relationship between the degree of design activity and volume of manufacture, and of the distinction between products that are custom‐built from options, and those that involve some custom‐designed elements. Proposes a range of potential roles for customised products to support management decision making in the selection of appropriate business activities.
An evaluation of maintenance policies for flexible manufacturing systems
Authors: Vineyard Michael , Amoako‐Gyampah Kwasi , Meredith Jack R.
Published: July 2002

This paper presents the results of a case/simulation study that evaluated a number of potential maintenance policies for a flexible manufacturing system (FMS). Empirical data were used to structure the operation of the FMS, and to simulate its failures and repairs on the shop floor. Five maintenance policies – corrective, 30‐day preventive, 90‐day preventive, on‐failure opportunistic, and 30‐day opportunistic – were compared on four performance criteria: equipment utilization, machine downtime, through‐put, and average flow time. The “30‐day opportunistic” policy performed best overall, although the “corrective” policy was a close second, outperformed only in the area of equipment utilization. The “on‐failure opportunistic” policy performed poorly on every measure of system performance.
TQM implementation issues: review and case study
Authors: Yusof Sha’ri M. , Aspinwall Elaine
Published: July 2002

TQM is a philosophy mainly dominated by large companies. Small businesses are lagging behind larger ones when it comes to introducing and adopting new managerial philosophies and advanced technology. Many small companies have stopped at quality system certification, such as ISO 9000, in their quality journey rather than pursuing further continuous improvement efforts through TQM. Small businesses must understand the need to go beyond the quality system stage and work towards a total approach for quality. Only through this total approach will their quality effort be a success. Discusses the various issues confronting small businesses when embarking on TQM. First, reviews the subject of TQM and the quality initiatives undertaken by small businesses (which are treated as small‐ to medium‐sized enterprises (SMEs)) such as ISO 9000 and TQM. The small business characteristics are also examined. Second, presents a case study conducted in a small manufacturing company. Culminates with conclusions and discussions drawn from both the review and the case study with suggestions for future research directions.
How improvement programmes of manufacturing are selected
Authors: Cagliano Raffaella , Spina Gianluca
Published: July 2002

The study of internal and external consistency of manufacturing choices is a central theme in the literature of manufacturing strategy. However, most empirical studies lack dynamic perspective in facing this problem. This paper explores on an empirical, longitudinal basis the role of strategic priorities and past experience in driving the selection of manufacturing improvement programmes. A completely aligned selection is expected when the choice of the improvement programme is coherent with both the change in manufacturing priorities and the past experience of the programme implementation. Partially aligned and misaligned choices derive from the coherence with only one or none of the two driving factors. Different patterns of selection have been detected that depend both on the programme and on company‐specific factors. Starting from the level of strategic alignment of company’s choices, guidelines are provided in order to manage effectively the process of manufacturing strategy formulation.
Internal and external integration of assembly manufacturing activities
Authors: Vargas Gustavo , Cardenas Lily , Luis Matarranz José
Published: July 2002

This analysis deals with the integration activities of leading Spanish assembly manufacturing firms. It is based on data from the second International Manufacturing Strategy Survey (or IMSS‐II). Results show that: there is a greater correlation between strategic goals and internal integration programs than between strategic goals and external integration programs; forward and backward external integration programs are of similar importance; and logistical integration programs do provide a competitive and economic advantage although still at a low‐potential level.
Modalities of self‐managing teams – The “must”, “may”, “can” and “will” of local decision making
Authors: Molleman Eric
Published: July 2002

This paper deals with the leeway organizations have to develop and design self‐managing teams by using a model containing four modal verbs: must, may, can and will. “Must” refers to the need for local decision making and is considered to be the result of diversity in environmental demand and variety in work processes. “May” pertains to organizational and work designs that facilitate local decision making. The skills and abilities of the workers are covered by the modal verb “can”, while “will” refers to the attitudes of the workers towards self‐managing teams. The model may help to find and realize a match between these “modalities”.
A framework for the selection of best practices
Authors: Davies A.J. , Kochhar A.K.
Published: July 2002

Posits that disappointing results from the implementation of best practices are due to a failure to link practices to specific measurable objectives, failure to prioritise best practices, and a lack of analysis of necessary infrastructure practices. Describes the development of a framework for selecting practices which will improve operational performance in the area of manufacturing planning and control. Suggests that selection should be based on strength of relationships between practices and performance objectives and take into account dependency relationships between practices. Integrates theory and empirical data to investigate links between practices and performance, thereby providing a framework for selecting practices based on objectives and dependency relationship between practices. Case studies, structured interviews and postal questionnaires were used to develop and validate the framework presented.
Refining the product‐process matrix
Authors: Ahmad Sohel , Schroeder Roger G.
Published: July 2002

We undertake an empirical study of the well‐known product‐process matrix using data collected from 128 plants. Our analysis indicates that the relationship between product structure and process structure is significant, but not strong. Furthermore, less than half of the plants operate near the diagonal of the matrix. We found that the off‐diagonal plants are using innovative initiatives to overcome the lack of product structure and process structure match. As a result, we propose that a third dimension be added to the product‐process matrix that measures how aggressively plants are implementing these innovative initiatives, thereby explaining their off‐diagonal behavior.
Efficiency measurement of hospitals: issues and extensions
Authors: Sarkis Joseph , Talluri Srinivas
Published: July 2002

In a recent paper on measuring efficiency of hospitals by Al‐Shammari a set of 15 hospitals were compared across three years with respect to multiple inputs and outputs. Data envelopment analysis (DEA) was utilized in the evaluation process. The results of this study provide some very useful managerial insights into evaluation and improvement of hospital performance. In this paper, we address certain issues that have not be considered in Al‐Shammari’s work, and provide extensions to the proposed methodology in deriving additional findings and conclusions for efficiency measurement of hospitals. These results are valuable contributions for both managers and researchers.
An application of simulation to analyse resource sharing among health‐care organisations
Authors: Pasin Federico , Jobin Marie‐Hélène , Cordeau Jean‐François
Published: July 2002

In the field of inventory management, it is a well‐known fact that centralisation, by sharing the risk between several entities, helps reduce the inventory required to provide a certain level of service. In practice, centralisation can be difficult to accomplish, because improvements to the system’s general performance may be achieved at the expense of some of the entities involved. This paper describes a simulation‐based methodology used to study the impacts of equipment pooling on a group of local community service centres (CLSCs) in the Montreal (Canada) region. In addition to quantifying the benefits of the pooling process, the approach allowed the stakeholders to reach an agreement by appraising various pooling scenarios and identifying the conditions that would help ensure fairness.
Supply chain management: a strategic perspective
Authors: Choon Tan Keah , Lyman Steven B. , Wisner Joel D.
Published: July 2002

Many leading firms in the USA have adopted an integrated strategic approach to purchasing and logistics management known as supply chain management. As the twenty‐first century begins, supply chain management has become a significant strategic tool for firms striving to improve quality, customer service and competitive success. This article surveyed senior managers in various industries to study the prevalent supply chain management and supplier evaluation practices. The study reduced these practices to a smaller set of constructs and related the constructs to firm performance. The results show that many constructs were correlated with firm performance and that some constructs were found to adversely affect performance.
The Impact of the Intensity Level of Computer‐based Technologies on
Quality
Authors: Youssef Mohamed A.
Published: July 2002

Examines the impact of the intensity level of computer‐based
technologies (CBTs) on quality. The intensity level of CBTs is
empirically‐based. The main thrust of the intensity level of CBTs is
fourfold. First, the technology must, intuitively, exist. Second, it
must be integrated with other available technologies. Third, it must be
utilized to a certain extent. Finally, it must have been used long
enough to produce synergistic results. Determines whether there are
differences in quality among firms with different intensity levels of
CBTs. The analysis was based on data collected from 165 manufacturing
firms in three industry groups in the USA. These are industrial
machinery equipment, electronic and electric machinery equipment, and
transport equipment. Descriptive statistics show the following: (1) the
level of technology integration is low; (2) the level of programmable
automation is also low; (3) most of the CBTs are used as stand‐alone
technologies; and (4) most of the CBTs are used in the early stages of
designing the product. The results also suggested that differences in
quality exist among groups with different intensity levels of CBTs.
These findings have many implications for both practitioners and
academicians. For practitioners, the intensity level of CBTs, as
operationalized here, can be used by manufacturing firms as a vehicle to
benchmark their performance against that of their competitors. For
academicians, introduces a new measure for operationalizing the
intensity level of CBTs. Also discusses other implications.
Performance Measurement in Local Government – Concept and Practice
Authors: Ghobadian Abby , Ashworth John
Published: July 2002

In most industrialized economies the services sector accounts for more
than half the GNP. Moreover, the services sector, unlike other sectors,
has grown steadily over the past two decades. The productivity of the
sector, on the other hand, has remained broadly static over the
comparable period. Thus service productivity improvement is one of the
major challenges facing many managers today. Measurement is an integral
component of any drive to improve productivity. Measurement of service
performance is notoriously difficult but possible. Local authorities
form a significant part of the service sector. Performance measurement
in a local authority is a complex task because: local authorities offer
a wide range of services with both tangible and intangible outputs;
customers rarely pay an economical price for the services; there is no
profit measure; and there is no apparent direct link between services
and cost to electors. Examines the “performance measurement” concepts put
forward by various influential organizations and the “performance
measurement” procedures adopted by three different local authorities.
Case studies demonstrate the difficulties of measuring performance,
particularly effectiveness and the different strategies adopted by
different organizations.
Internal Customer Management and Service Gaps within the UK
Manufacturing Sector
Authors: Chaston Ian
Published: July 2002

To determine the degree to which UK manufacturing companies have adopted
an internal‐customer‐oriented philosophy, a survey was undertaken using
a modified version of the Parasuraman SERVQUAL model. The majority of
respondents indicated the existence of type 1,2,3 and 4 gaps in the
internal customer management process within their firms. Major
influencers of these service gaps include departments placing internal
efficiency ahead of internal customer needs elsewhere in their
organization, minimal effort to gain further understanding of internal
customer requirements and a lack of formal quality standards for
managing internal customer relations. Respondents consider their
departments are able and willing to enhance the quality of provision if
the issue was given higher priority by senior management. Identified
obstacles to greater emphasis on an internal customer philosophy include
insufficient trust between departments and low confidence levels over
ability to manage the process. Unless British firms can be persuaded to
revise their opinions about the importance of creating effective
internal customer chains, concern must exist about the capability of the
UK industry to achieve “world class” manufacturing standards.
Operations Planning Issues in an Assembly/Disassembly Environment
Authors: Brennan Louis , Gupta Surendra M. , Taleb Karim N.
Published: July 2002

The establishment of disassembly plants and the creation of product
designs which specifically facilitate disassembly are enabling
manufacturers to carry out item segregation. Item segregation is
defined as the separation from an assembly of a part or a group of parts
by following a reverse assembly process. Once segregated, the items can
be reused, recycled or discarded. However, there are operational
problems associated with item segregation. Foremost among these are the
lack of planning and scheduling mechanisms, difficulty in coping with
reverse flow of materials and item explosion. Despite the economic and
environmental benefits of disassembly, researchers and practitioners are
lagging behind in developing methodologies to address the operations and
production planning and control issues associated with item segregation.
These issues are addressed.
Application and assessment of IDEF3‐process flow description
capture method
Authors: Plaia Antonella , Carrie Allan
Published: July 2002

The IDEF techniques have been developed in projects sponsored by
the US Air Force in order to describe, specify and model manufacturing
systems in a structured graphical form. These techniques can be
classified in two categories: the “modelling” and the
“descriptive” varieties. Compares two IDEF methods (one of
the modelling type and one of the descriptive type) in order to
represent (model or describe) two different aspects of an industrial
organization. The methods compared are IDEF0, function modelling method,
and IDEF3, process flow description capture method. Concludes that when
considering the sequencing of the activities in process, aiming at
highlighting their eventual simultaneity, then IDEF3 is more suitable,
for its capability of splitting the flow of control from a single stream
into several branches or joining several branches into a single stream.
However, when it is necessary to direct attention on the objects which
participate in the process, whether control, input, output or mechanism,
then the use of IDEF0 is preferable.
Balancing the assignment of customer groups among employees
Authors: Khouja Moutaz , Conrad Robert
Published: July 2002

Addresses an actual problem of assigning customers to employees in
a mail order firm. The management of the firm groups customers based on
the first letter of the last name. To make assigning responsibility for
handling customer orders easier, management specifies that no letter
group can be broken up. In other words, all customers with last names
beginning with the same letter must be assigned to the same employee.
Management also desires a fair assignment among employees. A perfectly
fair assignment entails assigning the same number of customers to every
employee. A lower bound on the solution to the problem is established
and two approaches to the problem are developed. First, it is formulated
as a zero‐one goal programming problem and thus commercially available
computer codes can be used to solve it. Second, a heuristic approach
which assigns customers to employees based on rules similar to assembly
line balancing is developed. The zero‐one goal programming approach
yields slightly better results. However, it requires longer computer
running time.
Alternative paradigms for manufacturing strategy
Authors: Voss C.A.
Published: July 2002

Over the past 20 years, the field of manufacturing strategy has
developed many different approaches. Argues that there are three
distinct paradigms in manufacturing strategy: competing through
manufacturing; strategic choices in manufacturing; and best practice.
Each is reviewed and its strengths and weaknesses discussed. Finally,
the relationship between them is discussed and a cycle of manufacturing
strategy is proposed.
Shared computer‐integrated manufacturing for various types of
production environment
Authors: Ari Samadhi T.M.A. , Hoang K.
Published: July 2002

Small manufacturing companies make up the base industrial backbone
of many countries including the USA. Even though CIM is generally
believed to help manufacturers to compete globally, small companies are
not able to adopt the technology owing to CIM′s substantial investments
and its associated high risk. An alternative CIM approach is urgently
needed. Proposes a shared CIM system for various types of production
environments including make‐to‐stock (MTS), assembled‐to‐order (ATO),
make‐to‐order (MTO), and engineered‐to‐order (ETO). Analysis based on
production logic was performed in order to develop a series of
guidelines for the successful application of shared CIM systems in the
above production companies. It was found that the shared facility
capacity allocation was the most important activity in the
production‐planning process, the degree of co‐operation being highest in
an ETO environment. The key success in the operation of the system will
depend on the co‐operation of production planning in MTS and ATO
environments, co‐operation of production control in an MTO environment,
and co‐operation in engineering‐design and production control in an ETO
environment.
The impact of information systems on quality performance
Authors: Forza Cipriano
Published: July 2002

Asserts that information systems are an essential component in the efficacy of quality management systems and that information systems therefore merit greater recognition within the theory and the practice of quality management. Based on an empirically validated reference model which includes three dimensions: quality management practices, quality information systems (split into information flows and information technologies) and quality performance. The claim is stated through null hypotheses which are tested on a sample of 34 manufacturing plants, with more than 100 employees, in the electronics, machinery and auto‐supplier industries. The results show that: quality management practices are closely linked to quality information flows; the contribution of information flows to the obtaining of high quality performances is considerable; information technologies seem to contribute something to the achievement of high quality performance and in particular of low defectiveness but their contribution requires further investigation; the upstream links with suppliers and downstream links with customers strongly influence the achievement of quality performance.
Spreadsheet simulation of a queue with arrivals from a finite
population
Authors: Chand Seal Kala
Published: July 2002

Demonstrates the application of spreadsheets in simulating queuing
systems with arrivals from a finite population. The problem is referred
to as the machine repair problem where the members of the queue are
machines that are breaking down and the servers are the technicians
repairing the broken machines. The total number of machines are finite
and pre‐specified. The technique for the development of the simulation
is illustrated with six machines. Describes the approach for developing
a generalized simulation model with any number of machines.
Dynamic simulation of job shop scheduling for optimal performance
Authors: Selladurai V. , Aravindan P. , Ponnambalam S.G. , Gunasekaran A.
Published: July 2002

Deals with the dynamic scheduling problems and solutions of job
shop comprising six work centres and n components. Concerns the
behaviour of the system, with the arrival of urgent orders and normal
orders. In a typical manufacturing system, urgent orders are scheduled
for processing based on their urgency and given priority over normal
orders. Describes an analysis of urgent order processing on the basis of
non pre‐emptive priority and pre‐emptive resume priority over normal
orders. Enumerates manufacturing system performances which had been
analysed for the two most popular scheduling rules – first in
first out (FIFO) and shortest processing time (SPT) – through a
system simulation program. Concludes by asserting that the simulation
program can be used to schedule the manufacturing system dynamically by
choosing the appropriate scheduling rule to measure optimal system
performance leading to higher productivity.
Manufacturing strategy in business units
Authors: Wathen Samuel
Published: July 2002

Presents a study which explored a relationship between production
process focus and performance at the business unit level using the
profit impact of marketing strategies (PIMS) database. The relationship
between production process focus and financial performance for business
units was partially supported using return‐on‐sales (ROS), and was not
supported with return‐on‐assets and return‐on‐income. Indicates that the
degree of production process focus is not directly related to a business
unit′s performance. The implication is that the degree of production
process focus must be recognized as part of a manufacturing strategy
that is consistent with an overall business strategy.
Henry Ford′s just‐in‐time system
Authors: Wilson James M.
Published: July 2002

Comparisons of western manufacturing management with Japanese methods have highlighted a number of differences between them. But a comparison of earlier western ideas about manufacturing shows remarkable similarities between the two. Henry Ford′s ideas and practices show many features seen in contemporary Japanese approaches. Ford, in the period from 1908 through the late 1920s, relied on a number of progressive and radical methods in manufacturing management; methods that were similar to the current Japanese methods.
Production planning and control system developments in Germany
Authors: Porter J.K. , Jarvis P. , Little D. , Laakmann J. , Hannen C. , Schotten M.
Published: July 2002

Discusses briefly the impact of MRP on UK manufacturing industry in the context of the next generation of developments. Draws a contrast with production planning and control systems in Germany which derive shopfloor control through different architecture of business control systems. Presents the state of these developments in Germany as analysed by a leading academic institution (the FIR at Aachen University of Technology). Compares this with UK developments, as seen by the Liverpool short‐term scheduling group, which recently has analysed production planning/ scheduling practice in a range of different companies across various industry types. Offers the view that future PPC systems will be based around simple “core logic” with tailored subsystems, possibly built by manufacturing companies themselves.
Templates for change with supply chain rationalization
Authors: Lee Gloria L. , Oakes Ian K.
Published: July 2002

Discusses how firms are seeking new templates of change to remain competitive in the face of the globalization of markets. Presents a model depicting the templates for change such as world‐class manufacturing, lean production, total quality management, and business process re‐engineering followed by larger firms. Identifies some of the operational changes taking place in smaller companies based on the experiences of a larger group in the West Midlands. Explains why such smaller companies are making a more fragmented response to the need for change.
The road to lean repetitive batch manufacturing
Authors: Burcher Peter , Dupernex Simon , Relph Geoffrey
Published: July 2002

Places research undertaken into a periodic order cycle inventory management system for repetitive batch manufacturers into the context of lean production and world class manufacturing. Describes the attributes of the current marketplace, and how approaches used by successful users of the world‐class manufacturing and lean production techniques can be applied to a repetitive batch environment. Proposes a methodology to help traditional repetitive batch manufacturers in a route to continual improvement by: highlighting those areas where change would bring the greatest benefits; modelling the effect of proposed changes; quantifying the benefits that could be gained through implementing the proposed changes; and simplifying the effort required to perform the modelling process. Concentrates on increasing flexibility through managed inventory reduction by rationally decreasing batch sizes, taking account of sequence dependent set‐ups and the identification and elimination of bottlenecks.
Implementation, problems, success and longevity of quality circle programmes
Authors: Sillince J.A.A. , Sykes G.M.H. , Singh Deol P.
Published: July 2002

One problem in studying quality circles (QCs) is the shortage of objective measures of success. Another is the fact that many previous studies have been longitudinal but based on only one site. Presents results of a large sample of over 5,000 QCs which capture some longitudinal aspects of quality circle development and relate them to several objective and subjective measures of success. Contrary to previous small, longitudinal studies which have been reported in the literature, this study found no evidence at the level of organizational QC programmes to support the role of top and middle management in QC success, except for the need for management representation on steering committees. Data suggest that organizations with TQM have more successful QC programmes and (weakly) that older QC programmes are more successful.
An assessment of the role of design in the improvement of changeover performance
Authors: McIntosh Richard , Culley Steve , Gest Graham , Mileham Tony , Owen Geraint
Published: July 2002

Discusses the derivation of current changeover improvement methodologies from the work of the Japanese engineer/consultant Shigeo Shingo. Argues that under the interpretation and widespread adoption of the single minute exchange of dies (SMED) philosophy, substantive design‐based solutions are being overlooked in favour of incremental, low cost, team‐based approaches which emphasize organizational changes to the changeover. Identifies difficulties which can arise with existing approaches to changeover improvement and the relative merits of emphasis on design or organization are discussed. Pays particular attention to the problems which have been observed in sustaining levels of improvement.
Management perception of the link between product quality and customers’ view of product quality
Authors: Waller Matthew A. , Ahire Sanjay
Published: July 2002

With a global drive towards implementing total quality management (TQM), the number of TQM failures is also increasing. One of the major reasons cited for these failures is lack of management commitment. However, no attempt has been made to diagnose why it occurs. Examines one possible determinant of this lack of commitment. Claims that if managers perceive a link between their firm’s product quality and the customers’ view of their product quality, then they will be motivated to improve product quality. Tests this argument empirically using a sample of 248 purchasing managers. Finds that there is a strong relationship between managers’ perception of the quality of their product and managers’ perception of customers’ view of the firm’s product quality, and provides some evidence that management’s lack of recognition of the importance of product quality in serving the customers is probably not a reason for lack of management commitment to quality. Represents an early attempt to diagnose the underlying causes of the determinants of TQM failures.
Sustaining strategic supplier alliances
Authors: Ian Stuart F. , McCutcheon David
Published: July 2002

Investigates the change in requirements to sustain supplier alliances as the relationship matures. Notes that the trend to outsource more materials and services has made firms more reliant on their sources of supply. This has led to a move towards increasingly collaborative supplier relationships, referred to as supplier alliances. Widespread use of these relationships is new and relatively little is known about the attributes that may promote success or failure. A recent paper concludes that such “partnership” relationships tend to expand and be more successful with each year following establishment. Tests this assumption using a longitudinal survey of 41 buyer‐supplier relationships. Finds that the purchasing firms perceived some improvements in benefits from their alliance‐like relationships but not significantly more than those which maintained traditional relationships. Also finds that the factors leading to improved benefits changed significantly as the alliance matured, with specific information flows becoming key. Proposes a profile of the relative importance of these factors over time.
The complexity of scheduling in practice
Authors: Stoop Paul P.M. , Wiers Vincent C.S.
Published: July 2002

Successful implementations of scheduling techniques in practice are scarce. Not only do daily disturbances lead to a gap between theory and practice, but also the extent to which a scheduling technique can adequately model the processes on the shopfloor, and the extent to which the optimization goal of a technique matches the organizational goal are not great enough. Further, the schedulers’ actions may play an important role in the fulfilment of the generated schedules. The organizational structure with its different responsibilities and conflicting goals may also result in the poor performance of scheduling techniques. Besides these, there is the problem of measuring the quality of a schedule. Discusses the causes for these gaps and illustrates the solutions to improve scheduling by way of a case study.