bluuebunny/crossref_metadata_2025 huggingface dataset:
Implementing Industrial Engineering Policies: A Systems
Management Perspective
Authors: Chung Kam B.
Published: September 2004

The iterative nature of the industrial engineering (IE) process
requires that it be given managerial direction. This can be achieved
through the development of IE policies as an integral component of
corporate policies. Not only does this render perspective to IE
policies, but it also serves as a motivating force in their
implementation. Implementation is essentially a change process and this
approach to the analysis of the function is to treat the organisation as
an information processing unit in which both the formal and informal
channels of organisational communication are utilised to transmit the
substance of policy. Further, the relationship thus established between
the needs of the organisation and those of its employees can lead to a
better understanding and a greater probability of acceptance of policy.
Application of Analytical Hierarchy Process in Operations
Management
Authors: Partovi Fariborz Y. , Burton Jonathan , Banerjee Avijit
Published: September 2004

The use of Analytical Hierarchy Process (AHP) is an effective way
to deal with qualitative decision areas of operations management. Four
published applications of AHP are briefly reviewed in forecasting,
supplier selection, facility location, and choice of technology.
Furthermore, four more potential applications are suggested in other
areas of operations management, including product design, plant layout,
maintenance frequency selection, and choice of logistic carrier. In
addition, suggestions for other areas of research are discussed.
Requirements for Smaller Companies in Integrated
Manufacturing
Authors: Brennan L. , Finnan F. , O'Kelly M.E.J.
Published: September 2004

The requirements for two smaller companies in integrated
manufacturing are addressed, in particular, the area of manufacturing
control. The functional areas pertaining to manufacturing control in
both companies are reviewed. On the basis of these reviews and
management objectives, their requirements are specified. Recommendations
are then made in respect of both companies on how to meet these
requirements having regard to the nature of the manufacturing control
systems available.
Thinking about Catering Systems
Authors: Jones Peter , Huelin Alan
Published: September 2004

The operational analysis of catering operations is constrained by
the lack of an internationally accepted taxonomy and the seemingly
infinite variety of operations. The development of catering operations
is described and a flow chart of ten distinct stages that constitute any
such operation is proposed. These stages provide the basis for a
possible taxonomy. It is suggested that currently there are ten generic
catering systems that can be clearly identified, each of which has a
unique combination of some or all of the ten stages. Such analysis is
the highest level of a hierarchy of possible analyses, i.e. Level 1. The
second level of analysis considers the range of subsystems in use to
achieve the function of each stage. The range of alternative
technologies varies from two to five in each stage. The theoretical
number of combinations of subsystems is in the thousands, but many are
mutually incompatible with each other. There are therefore approximately
100 types of operation in the industry when considered at Level 2.
Finally, there is a third level of analysis that considers the specific
application of the basic technology applied to any given operation. It
is at this level that there is the almost apparent infinite variety of
operations that appears to typify the industry. These three levels and
the ten stages are then combined into an analytical model which is
called the Catering/System Pentahedron. The pentahedron enables the
classification of any given catering operation and establishes a means
of evaluating innovation and proposals for performance improvement
within operations.
The Diffusion of Innovation within Multi‐unit Firms
Authors: Johnston David A. , Leenders Michiel R.
Published: September 2004

The productivity and quality of working life of operations within a
firm with multiple operating units can be improved by the diffusion of
incremental improvements from one unit to another. The opportunities and
problems experienced by one large multi‐unit firm in diffusing employee
innovations between units are examined. It was found that incremental or
Minor Technical Improvements (MTIs) do diffuse between units. Improved
communication and increased under standing of the innovation process by
management may increase the amount of MTI diffusion. The costs and
benefits of MTI type innovation and diffusion are explored.
Opportunities for more research into the diffusion of MTIs in other
multi‐unit firms are discussed.
Despatching and Dynamic Machine Loading in a Wire Rope
Factory: A Case Study
Authors: Awate Prakash G. , van Oudheusden Dirk L. , Dechawongsuwan Sukhum , Yenradee Paisal
Published: September 2004

Scheduling of production in a wire rope factory is complicated by
several features: (a) the simultaneous requirement for two types of
limited resource, machines and bobbins; (b) multi‐stage production with
normally two or three stranding and one or two closing operations; (c)
queuing at the closing machines; the typical job splits into sub‐batches
when passing from the stranding to the closing operation; these
sub‐batches usually queue at the closing operations which, being faster
than stranding operations, generally receive work from several queues;
(d) alternative choices in the selection of machines and bobbin sizes
for any given stranding or closing operation; (e) the presence of random
elements in the timing of machine breakdowns and repairs. In this case
study factory in a developing country, the existing control of
production flows was ad hoc rather than according to a specified
method. The management needed to know whether a scientific scheduling
approach could significantly improve the low utilisation of machines. As
a first attempt a strategy was synthesised based on well‐known concepts
from the theory of scheduling in static and dynamic environments, taking
into consideration certain effects of the complicating factors mentioned
above. Simulation revealed that a significant improvement was possible.
Equipment Investment Decision Analysis in Cellular
Manufacturing
Authors: Ghosh Biman K.
Published: September 2004

Cellular manufacturing is the organisation of manufacturing
equipment based on the requirements of the product or component.
Transition to cellular manufacturing generally requires reorganisation
of existing equipment. It is likely that the existing equipment alone is
not suitable for a cellular layout. During the cell planning and design
phase equipment investment analysis is important to identify equipment
needs. Transition from job shop production to cellular production is
detailed. Cell formation and cell evaluation techniques are provided to
assist in equipment procurement decisions. In particular, a structured
procedure and analytical tools are given to evaluate fully the cellular
system to identify appropriate equipment and methods. A case example is
provided to explain the procedure.
Effect of Dynamic Process Quality Control
on the Economics of Production
Authors: Goyal S.K. , Gunasekaran A.
Published: September 2004

A study of the effect of the dynamic process quality control on the
economics of production and the Total System Cost (TSC) is dealt with. A
mathematical model is presented for estimating the Economic Investment
in Quality (EIQ) and the Economic Production Quantity (EPQ) in a
multi‐stage production‐inventory system. The basic criterion considered
for the determination of EIQ and EPQ is the minimisation of TSC. The TSC
consists of (1) set‐up cost, (2) in‐process inventory carrying cost;
this cost is a function of the processing time and the reset‐up time,
(3) finished product inventory carrying cost, (4) reset‐up cost, (5)
investment in quality control, and (6) scrappage cost. The feature of
this research is to consider the aspect of dynamic process quality
control, namely, “quality at the source”, by monitoring the
quality of the product as the process continues and stopping the process
if it goes out of control. A numerical example is given to illustrate
the model.
An International Comparison of Factory Productivity
Authors: Schmenner Roger W. , Rho
Published: September 2004

For the plant manager there are many suggested remedies for
increased plant productivity. Detailed survey data from 555 factories,
principally in the US, Europe and Korea, are used to examine the factors
that contribute to productivity. Regression analysis is employed with
five distinct measures of productivity and productivity gain and the
results indicate a number of key variables are responsible. Many
similarities are reported across the three samples analysed, but three
factors stand out: improved flow of materials; investment in new
technology; and human resource initiatives.
The Use of Microcomputer‐based Simulation Models in the
Teaching of Operations Management
Authors: Smith D.J.
Published: September 2004

Recent advances in computing have led to major developments in the
facilities available for simulating the behaviour of manufacturing
systems. Animation facilities on microcomputers provides scope for the
use of simulation to facilitate the learning process associated with
operations management. The use of simulation is explored to teach
aspects of plant design and operations control. Animated simulation
models can make a major contribution to the teaching of operations
management, especially for students with limited knowledge of real‐life
manufacturing environments.
On Using Buffer Stock to Combat Schedule Instability
Authors: Sridharan V , Lawrence LaForge R.
Published: September 2004

Schedule instability is a major problem in companies using material
requirements planning (MRP) systems. The effectivenesss of using buffer
stock to combat nervousness in the master production schedule (MPS) of
an MRP system is investigated. An example scenario illustrates the need
for caution in using buffer stock for reducing schedule instability.
Detailed simulation results are presented which suggest the need for
further research to understand the role of buffer stock in achieving
stable master production schedules.
The Development of a Kanban System: A Case Study
Authors: Singh N. , Hung Shek Kwok , Meloche Dave
Published: September 2004

The application of the Kanban system in a practical environment is
reported. The objective was to determine the optimal number of Kanbans
for each component part. The effect of the time interval between
replenishment of parts on the amount of work‐in‐process inventory was
also investigated. Prior to the implementation of the Kanban system, a
computer simulation in GPSS was carried out. The results of the
simulation run for different attributes are reported. An analysis of
results is presented and the basic philosophy of just‐in‐time
production, as well as the Kanban system, is discussed.
Business Productivity Measurement Using Standard Cost
Accounting Information
Authors: Fisher Thomas J.
Published: September 2004

The measurement of productivity has been a problem area for many
years because of the difficulties inherent in precisely defining and
quantifying all the outputs and inputs which constitute the productivity
equation. A productivity measurement technique is presented which
focuses on the business aspects of an organisation′s performance, using
standard cost accounting information, so providing an effective system
to measure the productivity of an organisation and its departments. The
technique is simple and flexible, and does not require the collection of
additional information. It is based on the standard total productivity
model where Productivity = Output divided by Input, and develops from
this model a simple formula for calculating overall organisational
productivity, as well as a differential approach which relates
departmental productivity variances to standard cost and volume
variances. Critical factors in the approach are the use of business
goals, and the determination of effective output measures. This
“business productivity” concept is considered to have many
benefits over other productivity accounting approaches because it
provides a great deal of information vital to effective management
decision making.
Personal, Unavoidable Delay, and Fatigue Allowances for
Setting Performance Standards
Authors: Das Biman
Published: September 2004

A logical and systematic approach to determine and apply personal,
unavoidable delay and fatigue allowances for setting reliable and
equitable performance standards, especially for wage incentive
application, is presented. Personal and unavoidable delay allowances
should be determined for a group of similar jobs or for a department by
work sampling. Fatigue allowances can be determined scientifically by
physiological methods but companies may lack manpower or expertise to
employ such methods. Reliable fatigue allowance values found in the
literature should be used by companies in a consistent manner. A
separate fatigue allowance should be provided for each classified
working area. Since personal and unavoidable delay allowances are not a
function of operator work efficiency or pace, they should be applied as
fixed allowances in terms of minutes per day or an eight‐hour work shift
basis, especially for wage incentive application. A comparative analysis
among three methods, Conventional, Barnes and Das (author), revealed
that the Das method of applying allowances would make a substantial
saving in direct labour cost for a company. The fatigue allowance is a
function of operator work efficiency, consequently it can be applied as
a percentage of the normal time for only the effort or manual work time.
A Manufacturing Cost Model for Computer‐integrated
Manufacturing Systems
Authors: Dhavale Dileep G.
Published: September 2004

The product‐costing techniques developed for conventional job shops
are unsuitable for use in computer‐integrated manufacturing systems
(CIMS) and their continued use in the CIMS environment generates
incorrect and misleading manufacturing costs. A new cost model
particularly suited for CIMS that also satisfies all financial
accounting requirements is described. The model has two components of
manufacturing cost, direct material cost and transformation cost,
instead of three in the conventional method, and uses actual machine
usage to calculate manufacturing costs. To effect accurate allocation of
the transformation cost, first to each machine and then to the product
that uses the machine, intermediate pooling of costs and different
allocation bases are used. A numerical example is presented to clarify
the steps in the procedure.
Issues in Setting up JIT Supply
Authors: Harrison Alan , Voss Christopher
Published: September 2004

Case‐based research of the early days in the establishment of a
Just‐in‐Time supply contract is examined. Schedule variability was shown
to be more apparent than real, although it had previously been
identified as causing high stock levels and poor availability of
material. Improved responsiveness by the supplier, and faster provision
of accurate demand data by the customer, were shown to be key issues.
Operations Management in Professional Service
Organisations: A Typology
Authors: Harvey Jean
Published: September 2004

Little attention has been given in the literature to operating
decisions in professional service organisations. A better understanding
of the power relationships within a professional service organisation
provides insight into the way these decisions are made. A model is
proposed which categorises professional service organisations according
to the relative power of the major stakeholders: professionals within
the organisation; clients; and top management. The major factors which
affect each of these are discussed.
Identifying, Measuring and Analysing Multidimensional
Attributes for Design and Redesign Consideration
Authors: L'abbe Wu Nesa
Published: September 2004

It is clearly not enough in product research to show that people
prefer one product to another, but one must also show what attributes of
the product cause them to prefer it. Saaty′s Analytic Hierarchy Process
(AHP) is an appropriate method for measuring and analysing
multidimensional attributes for design and redesign considerations.
However, it is not reasonable to expect that consumers are able and
willing pairwise to compare attributes, as Saaty′s method assumes. A
methodology is proposed for transforming rank ordered data into pairwise
comparison matrices, so that AHP can be used for measuring consumer
preferences. The methodology is applied to the design of milk
containers.
A Methodology for the Location of Facility Ingress/Egress
Points
Authors: Luxhoj James T.
Published: September 2004

This article presents an integrated methodology for the inclusion
of a facility′s interactions with the outside environment, and the
impact of those interactions on the location of entrances and exits
within the facility. For example, the outside interactions generated by
shipping and receiving activities will significantly influence the
location of facility ingress/egress points. The “practical layout
planning” (PLP) methodology integrates both layout construction
and improvement techniques. The principal idea in this methodology is
that departments within a facility be “condensed” into a
number of “points”. In the layout construction phase, the
relative location of these points is determined using multifacility
location theory, where the facility′s interactions with the outside
environment are represented by “contact points” and the
departments in the layout are analogous to the new facilities to be
located. Once these relative departmental positions are obtained, the
“points” are then adjusted for areas to obtain a constructed
layout. In the improvement technique, intra‐departmental flows are
optimised by the optimal location of ingress/egress points which are
determined by again using multifacility location theory.
Interdepartmental flow is optimised by minimising the distance between
departments as indicated by their closest ingress/egress points. The
objective is to obtain a minimum total flow‐cost by interchanging
departmental locations without violating physical constraints. The PLP
methodology is demonstrated with a modest example.
The Effect of Type of Industry on Inventory Investments and
Structure: The Egyptian Case
Authors: Tawfik Mady M.
Published: September 2004

Both inventory investments and structure in a sample of 44
manufacturing companies representing five industry groups in Egypt are
investigated. The study reveals that the type of industry is a
determinant factor of both the Inventory to total Assets Ratio (AIR) and
the inventory structure at the firm level. AIR indicates significant
positive correlation with the Materials Cost Ratio (MCR), the Finished
Product inventory Ratio (FPR), and the “Others” Inventory
Ratio (OTR), but a negative correlation with the Raw Materials inventory
Ratio (RMR). The study shows that raw materials and purchased components
deserve the most attention in Egyptian industry. The study also shows a
negative correlation between RMR and the company′s Value Added (VAD).
With more vertical integration a firm can reduce its RMR. The study
confirms the effect of the type of production‐inventory system on the
company′s Work‐in‐Process inventory Requirements (WPR). WPR was
relatively low in both the engineering and food groups.
A Conceptual Model of Self‐service
Authors: Globerson Shlomo , Maggard Michael J.
Published: September 2004

The article focuses upon the concept of self‐service within the
service sector. The nature and growth, as well as the present and
potential use of self‐service are analysed and explored. Starting with
the service industry, several common classification and evaluation
schemes are reviewed. Recent contributions to the understanding of the
self‐service industry are next discussed. A model of the self‐service
sector is proposed which incorporates attributes drawn from three major
sectors: the consumer, the organisation, and the environment. Examples
and hypotheses to be explored are included.
Co‐makership in the Delivery of Packaging Materials
Authors: Konijnendijk Paul , Wijngaard Jacob
Published: September 2004

In many situations suppliers and customers are looking for ways to
improve the co‐ordination of goods flow in both quantitative and
qualitative ways. This is often called co‐makership. This article
describes a case study of two companies setting up a co‐makership
relationship. The relationship is evaluated on criteria like possible
improvements, organisational impact and risk of the (increasing) (inter)
dependence between the two companies. Both the benefits and the
organisational impact of the relationship can be large. The risks of
co‐makership are not easy to evaluate.
DSSL II: A Powerful Tool for Modelling and Analysing
Complex Systems
Authors: Chaharbaghi Kazem
Published: September 2004

Sound design, planning and monitoring is critical to the
operational and financial success of today′s sophisticated manufacturing
and non‐manufacturing systems. Owing to their increasing complexity,
discrete‐event simulation is becoming the most acceptable tool to aid
planning the design and management of production and operations. This
growing acceptance has led to the development of many simulators. Two
fundamental criteria enable assessment of the suitability of these
simulations in complex environments. First, the sophistication of their
modelling capability to handle a wide range of problematic situations
and second, ease of use. These two considerations, however, tend to
conflict; resulting in flexible simulators being difficult to use and
vice versa. DSSL II is an advanced simulation methodology with a well
defined and user‐friendly modelling strategy. It has been devised to
offer a versatile approach in modelling today′s sophisticated systems
and policies. Features incorporated include a schematic modelling
concept to represent the operational logic of systems, a set of software
modules and an associated logical structure. Using the logical
structure, the modules are combined to transform the concept of the
schematic model into a representative computer program. Using DSSL II,
models of manufacturing and non‐manufacturing systems are constructed
readily to provide accurate and trustworthy answers to essential
“what‐if” questions posed by decision makers, to determine
which out of several scenarios would be the most appropriate. The
purpose of this paper is to present the concepts and techniques employed
by DSSL II. A simple case study and an example of a real industrial
application are given in order to demonstrate its features and
potential.
The Nexus between CAD‐CAM and Quality
Authors: Buxey Geoff
Published: September 2004

The paper highlights some Australian businesses where CAD‐CAM has
ramifications for the quality of goods produced. Since this technology
constitutes the core of flexible automation, it eliminates direct human
involvement with certain aspects of product and process design, and
production. Therefore, the outcomes are more predictable. Reviews are
presented of the various dimensions of quality and the potential
benefits of CAD‐CAM. There is also some discussion of TQM and the
tendency to focus on shopfloor (consistent) conformance to given product
specifications, in contrast to recent attempts to emphasise design,
because it offers more scope for gaining competitive advantage. The
empirical evidence indicates that CAD‐CAM has indeed had a greater
impact on preproduction activities, and toolmaking in particular, than
on factory operations. Also, styling is very significant in the context
of quality enhancement. The ability to machine to closer dimensional
tolerances may have been somewhat oversold in this respect, unless the
definition covers raising productivity through “getting it right
first time”.
An Examination of the Relationship between Manufacturing
Strategy and Marketing Objectives
Authors: Gupta Yash P. , Lonial Subhash C. , Glynn Mangold W.
Published: September 2004

The development of a manufacturing strategy that is in consonance
with marketing objectives is an essential ingredient for success in the
current business environment. Therefore, the relationship between
marketing objectives and manufacturing strategies was examined in this
article. Responses from 175 manufacturing organisations indicated that
high levels of process structure complexity and organisational scope are
associated with companies that have a dominant market share. Conversely,
organisations that are minor competitors tend to have lower levels of
process structure complexity and organisational scope.
Microcomputer Simulation for Teaching Operations Management
Authors: Batley T.W.
Published: September 2004

Present and potential uses of microcomputers in teaching operations
and production management are examined. Microcomputers are generally
available to most students and managers. Difficulties lie in developing
the most effective learning methods using microcomputers instead of
expecting students to self‐learn entirely by working their way through a
program manual in front of a screen. Potential uses of
microcomputer‐based simulations and the possible learning benefits are
explored. Uses of an aggregate planning case study are given as an
example, involving manual calculations, group discussion and a
microcomputer spreadsheet. The example shows how small groups can learn
more effectively about the power and speed of microcomputers by using
them in a real situation. The simulation emphasises the useful role of
micro‐computers as an integral part of operations planning systems and
decision‐making processes.
Manufacturing Strategy Development at Bibby Sterilin Ltd
Authors: Bodnar John , Harrison Alan
Published: September 2004

This article focuses on the application of manufacturing concepts
in a medium‐sized manufacturer of plastic products for medical use. The
company produces a range of product lines for a wide range of markets.
The article illustrates how concepts such as factory focus, plant within
a plant, and order‐winning criteria can be successfully applied. It
describes the process whereby manufacturing strategy can be formulated
within a company.
Critical Success Factors in Manufacturing Resource Planning
Implementation
Authors: Maxie Burns O. , Turnipseed David , Riggs Walter E.
Published: September 2004

The implementation process of any information system is a
challenging task which becomes even more difficult when the system to be
implemented is complex and requires significant organisational change,
such as Manufacturing Resource Planning (MRP II). The study reported
here was conducted to identify factors which affect the success of the
implementation. This study extends prior research in the MRP II
implementation area by evaluating more specific aspects of environmental
and methodological factors such as an organisation′s willingness to
change and consultant involvement in the MRP II implementation. This
empirical study determined the association among environmental factors,
methods of implementation, and MRP II success. A conceptual
implementation model was developed and factors were identified which
were associated with two measures of MRP II success. Two environmental
factors and twelve methodological factors were identified as being
associated with MRP II success. Based on the results of the study, an
awareness and understanding of these factors will increase the success
of future MRP II implementations.
Strategy and the Shopfloor: A One‐way Initiative?
Authors: Nicholson T.A.J.
Published: September 2004

The study of manufacturing strategy has now become established. But
what about the shopfloor where it is supposed to be implemented? How
well is this understood? This article follows through the strategy logic
and then creates a complementary model for understanding the working of
the shopfloor dynamics. The inter‐relationships between strategy and the
shopfloor are then explained through these joint models and the outcome
of four strategic changes examined through these. The implications for
management are stated.
A Production‐allocation Approach for International
Manufacturing Strategy
Authors: Vos G.C.J.M.
Published: September 2004

An entrepreneur needs a tool on an enterprise level to determine
opportunities and threats in a global perspective. The
production‐allocation approach described in this article could be such a
tool in developing a firm′s international manufacturing strategy. The
approach is built around the production and cost function for the
relevant manufacturing systems in the integral production chain for a
specific product. The main question then is to determine the optimum
location of the various manufacturing systems. In this article, the
optimum location is the one which minimises the sum of manufacturing and
transport costs. A case study based upon research for a European
producer of foodstuffs is presented to illustrate the concepts of the
production‐allocation approach.
Optimum Order Cycles in MRP Form a Geometric Progression
Authors: Shah Sandeep
Published: September 2004

Materials requirement planning (MRP) systems have several
lot‐sizing rules, of which the periodic order quantity rule is the most
widely used in practice. With this rule groups of items are ordered on a
common order cycle or frequency. This article presents empirical
evidence to show that when the order cycles are set in a geometric
progression then they are indeed optimum.
An Integrated Model for Demand‐Output Management in Service
Organisations: Implications for Future Research
Authors: Showalter Michael J. , Dennis White J.
Published: September 2004

Although research attention has been given to the modelling process
for simultaneous demand‐output management in manufacturing systems,
little interest has been demonstrated in service organisations despite
the fact that such organisations face unique conditions that further
complicate the demand‐output management issue. In response to this lack
of emphasis, we review the relevant research from both marketing and
operations management and present a cost‐effectiveness model for
balancing demand and service output.
A Comparison of Two Heuristic Methods for the p‐Median Problem with and without Maximum Distance Constraints
Authors: Rahman Shams‐ur , Smith David K.
Published: September 2004

The performance of Ardalan′s heuristic is compared with that of Teitz and Bart for the location of service facilities, where performance is assessed in terms of the accuracy of solutions. The comparison is made considering two kinds of location problem:p‐median andp‐median with maximum distance constraints. The results indicate that the Teitz and Bart method generally produces a better solution than the Ardalan method for both problems.
An Examination of an Engine Manufacturing Plant′s Downtime
and Production Standards
Authors: Somers Toni M. , Gupta Yash P.
Published: September 2004

In this article a case study is reported which deals with
identifying the sources of downtime, and a procedure which could help
management to predict whether the daily production standards in auto
assembly‐line operations could be met given the intensity of sources of
downtime. This study was conducted for a large auto engine manufacturer.
The engine assembly line under study is subject to good preventive
maintenance to avert unexpected breakdowns that would shut down the line
or lower the quality so as to reduce the yield in total. Two
multivariate statistical procedures are used – factor analysis and
multiple discriminant analysis.
A Simulation Approach to the Design of an Assembly Line: A
Case Study
Authors: Rajamani Divakar , Singh N.
Published: September 2004

A case study on the balancing and design of a line assembling
black‐and‐white television receivers is reported. Task allocations are
made using a cost model and considering the relatedness of tasks. The
variability of task times, together with variability in the failure
rates of the sets, increases in‐process inventory. Consequently, the
average time a set spends in the system increases. A model is therefore
developed using SLAM‐II to determine the in‐process storage capacity for
physical layout. A regression model is also developed for the average
time a television spends in the system using the output obtained from
the simulation model.
Efficiency of UK Engineering Production Management Systems
Part II: A Methodology for Improvement
Authors: Oakland John S. , Wynne Roger M.
Published: September 2004

Further discussion is provided on the findings of a postal
questionnaire survey on current production management practices,
reviewed in Part I. Recommendations are also made for a proactive
approach by companies to improve their production management through the
development and introduction of performance indicators and to improve
the efficiency of the company by the use of appropriate production
management techniques. Once a written outline of objectives, programme
of work, timing and reporting mechanisms is in place, a management
representative responsible for production is to be appointed. Overall,
the findings suggest that a more professional approach is required to
production management in the UK.
Human‐Machine Function Allocation in Manufacturing Systems:
A Review
Authors: Johnson Steven L. , Felix Offodile O.
Published: September 2004

The history, successes, failures and future needs that relate to
the allocation of functions to humans and/ or machines in manufacturing
environments are presented. The various methodologies that have been
proposed for performing function allocation are discussed. The basic
process involves matching the capabilities and limitations of the
particular human or automated system with the requirements imposed by
the manufacturing operation. This process can range from a global,
systems approach down to the delineation of specific capabilities of
humans and automated systems. Both recent advances and obstacles to the
effective allocation of tasks to humans or machines based on the
capabilities of each are presented. The current status and the areas
where future research and development are needed are discussed.
Integrating Functional Areas for Improved Productivity and
Quality
Authors: Pegels C. Carl
Published: September 2004

Separating functional areas, especially in the product design and
manufacturing process, is a historical problem in many organisations and
has cost them dearly. In today′s globally competitive world, functional
area integration, or at least maximum two‐way communication between each
pair of functional areas, is necessary for product‐manufacturing firms
to remain competitive. The issue of integrating functional area is
explored in detail. Five approaches are suggested to facilitate
functional area integration. They are: joint programme meetings; matrix
organisation format; phased sign‐off approach; use of a computer‐aided
design (CAD) system for communication; and development of a programme
approach.
Developing a Manufacturing Strategy within a
Capital‐Investment Process – A Case Study
Authors: Persson Ingvar
Published: September 2004

This article is a description and an analysis of a capital
investment project from the perspective of manufacturing strategy. The
case will illustrate the development of a manufacturing strategy when an
idea of investing in a new production concept is the starting‐point, and
application of new technology is important. Attention to market criteria
and the need for changes in the infrastructure can be developed during
the investment process. This development, however, presupposes that the
actors can perceive the implications and demands on other parts of the
firm as well as on the market.
Generic Manufacturing Cell Control
Authors: Franks I.T. , Loftus M. , Wood N.T.A.
Published: September 2004

The use of computers on the shop floor has been slight compared
with their widespread acceptance at higher levels in the manufacturing
environment. Today, there is an urgency to redress this imbalance by
investing in modern production facilities, but progress is being
restricted by the void between the operational requirements of the upper
and lower levels. The Discrete Cell Controller (DCC) is considered to be
capable of satisfying this role. This article considers the measures
taken by a consortium of industrial and academic partners to determine
the specification of a DCC and, in particular, identify the generic
content.
Simulating the Waiting‐line Problem: A Spreadsheet
Application
Authors: Al‐Faraj Taqi N. , Alidi Abdulaziz S. , Al‐Zayer Jamal A. , Jones C. Kenneth
Published: September 2004

Spreadsheet software is now widely used as a decision‐making tool,
owing to the simplicity and ease with which generalists can analyse and
obtain fast and precise information. Through spreadsheet programs, a
non‐specialist can conduct an exhaustive “what if” search in
order to make decisions regarding “what if” questions. Now,
with the availability of a random number function in most spreadsheet
programs, simulation models can be carried out within the spreadsheet.
How the waiting‐line problem can be simulated using a spreadsheet
package is demonstrated. The simulation process serves as a
decision‐support system to assist decision makers to determine the
appropriate service level based on number of servers. Arrival of
customers to obtain service is stochastic in nature and therefore can be
assigned a probability distribution using historical data. Through the
random‐number function, which is available in most spreadsheet programs,
random numbers can be generated and used along with the assigned
probability distribution to assist in making the service‐level decision.
The Process of Manufacturing Strategy: Some Empirical
Observations and Conclusions
Authors: Anderson John C. , Schroeder Roger G. , Cleveland Gary
Published: September 2004

Manufacturing strategy has become a subject of increasing
importance to practice and research. It involves two elements: content
and process. The content of manufacturing strategy has recently received
considerable attention. The process of manufacturing strategy has not
received the same level of emphasis. There is little prescriptive
literature on the subject, and even less literature of an empirical
nature. It is argued that effective manufacturing strategy is
inseparable from an effective process for the development of
manufacturing strategy. This article provides some beginnings with
regard to the process of manufacturing strategy by (1) exploring and
drawing out concepts and methodologies in existing literature which can
contribute to the process of manufacturing strategy, (2) reporting on an
empirical study of the process of manufacturing strategy involving 53
manufacturing executives within organisations primarily from the midwest
region of the USA, and (3) developing implications for future practice
and research.
Inventory Policies with Freight Discounts and Disposals
Authors: Arcelus F.J. , Rowcroft J.E.
Published: September 2004

This article considers the effect of freight discounts and
disposals on the inventory policies of a profit‐maximising firm with
price‐elastic demand and with price as a mark‐up on the acquisition
cost. In addition, the cost of placing an order is in part dependent
upon a freight‐cost structure, sensitive to the size of the order and
upon the possibility of selling unwanted inventory at a lower price. A
numerical example is used to illustrate the resulting inventory
policies.
Plant Location Decisions in the Greek Food Industry
Authors: Artikis George P.
Published: September 2004

Attempts by Greek governments to attract manufacturing industry to
problem regions have been shaped by a large number of development laws.
Location policy works principally by influencing the decisions of
individual firms. The article examines the relevance of Greek government
location policy and the local criteria actually used by firms operating
in the food industry. Raw materials were the most important determinant
and the results otherwise suggest that the use of financial factors as
an instrument of regional policy needs re‐examination.
Design of Performance Measures for Time‐based Companies
Authors: Azzone Giovanni , Masella Cristina , Bertelè Umberto
Published: September 2004

An increasing number of firms are planning to become
“time‐based companies”, that is to consider time as the main
issue of their manufacturing strategy. However, such change in attitude,
in order to be effective, must be supported by a performance measurement
system focused on time. This article suggests a framework useful for
designing a performance measurement system which is consistent with
time‐based principles and can support managers both in strategic and in
operating decisions. The framework takes into account the different ways
through which a company can use time to create a competitive advantage
and considers the main activities that are critical for achieving such
results. Hence, a “minimum set of measures”, consistent with
the information requirements of each company, is determined.
Relational Database Management Systems: A New Tool for
Coding and Classification
Authors: Dangerfield Byron J. , Morris John S.
Published: September 2004

In this article the properties of relational database management
systems (DBMSs) are discussed. It is shown how they can be used as an
effective tool for performing the function of primary‐key‐coding schemes
for classifying product families in the application of group technology.
The attributes of the relational DBMS are demonstrated and compared to
traditional coding schemes.
Towards a Conceptual Framework of the Production Function
Authors: van Donk D.P. , de Vries J. , van de Water H.
Published: September 2004

There is much that is unsatisfactory in the way in which the
production function is viewed and described in the literature. This
article defines four dimensions along which aspects of the production
function can be measured. The dimensions are elaborated upon and their
usefulness for describing real‐life situations is explored. Possible
directions for both empirical and theoretical research using the concept
are suggested.
Tracking the Personal Values and Goal Commitment of
Production and Quality Control Managers
Authors: Hailey William A. , Ryan Edward J. , Woodruff Charles K.
Published: September 2004

The extent of congruence between managerial values and
organisational goals is addressed from the perspective of assessing
whether there is sufficient managerial commitment to allow for effective
implementation of competitivefirm strategy. A group of production
managers is compared with a group of quality control managers, using a
hierarchical model reflecting decision‐process goal constraints. Study
results reveal that the goal hierarchies of production managers differ
significantly from quality control managers. Given the role demands of
each manager group, the congruence levels between managerial values and
organisational goals are sufficient to satisfy organisational
accountability. Several implications for strategic planning are
presented.
Effects of Lot‐splitting under Various Routing Strategies
Authors: Hancock Terence M.
Published: September 2004

Lot‐splitting involves the possibility of lot sizes at intermediate
processing steps being less than the production release of the finished
good. However, the limited research in this area has not been sufficient
to counter the conventional wisdom that lot‐splitting (1) is appropriate
only where there are sophisticated control mechanisms, and (2) may
actually create a log jam on machines where there is already a
bottleneck because of the additional set‐ups required. This article
includes a lot‐splitting provision as an extension of a published study
of alternate routing strategies in a job shop environment. The
lot‐splitting rule is very simple and tractable in any job shop; its
performance is compared with the situation where, under identical
conditions, the lot‐splitting provision is removed.
A Decision Support System for Job Release in Make‐to‐order
Companies
Authors: Hendry Linda , Kingsman Brian
Published: September 2004

A Decision Support System (DSS), specifically designed to address
the needs of small‐to medium‐sized make‐to‐order companies, is currently
being developed. It includes two of the most important features in such
a system. First, it aims to integrate the production and marketing
functions within a firm. Second, it is a hierarchical system which
addresses two decision levels – the customer‐enquiry stage and the
job‐release stage. That part of the DSS developed for the job‐release
stage is described. At this stage the aim of the system is to maintain
low work‐in‐progress inventory levels whilst ensuring that all jobs are
released in time to be delivered by their promised delivery dates. An
approach which uses input/output control is proposed to achieve these
objectives. The major advance of the proposed approach is its ability to
control the total manufacturing lead times of jobs rather than just
considering the shopfloor throughput time.
Activity‐based Costing in Non‐standard Route Manufacturing
Authors: Zhuang Lizhang , Burns George
Published: September 2004

Looks at how Activity‐Based Costing (ABC) may be implemented in
sectors consisting of Non‐Standard Route Manufacturers (NSRM). Following
a brief summary of ABC, introduces the concept of NSRM. Within the
context of a selected knitwear company, identifies a three‐stage
procedure with attention focused on the first stage. product
classification. A three‐division model was developed and proved more
satisfactory, when tested, than a five‐division one. The finalized
product classification scheme based on this model is then devised to
reduce the number of product categories from 250 to nine. With the
classification scheme gives an example which illustrates how ABC works
compared with the previous costing approach.
Development of Internal Audit and Cycle‐counting Procedures
for Reducing Inventory Miscounts
Authors: Kumar Sameer , Arora Sant
Published: September 2004

Focuses on schemes to reduce inventory miscounts from the
operational management point of view. An internal audit procedure is
devised for identifying most of the data‐entry errors, which are one of
the main causes of inventory miscounts during the flow of material
through in‐transit stations. Inventory miscount errors, which escape the
internal audit procedure, are further reduced through cycle counting.
Divides stations with a material‐flow network into two categories
– external and internal stations. Further subdivides internal
stations into in‐transit and stock stations. Identifies and corrects
most of the data‐entry errors by monitoring the compliance of certain
rules individually at each in‐transit station and collectively at all
in‐transit stations. Optimally determines the frequencies for cycle
counting by minimizing the sum of the cycle‐counting cost and the
penalty cost owing to additional stockouts and over‐stocking on account
of inventory miscounts. The suggested internal procedure and cycle
counting with revised frequencies were implemented in a company dealing
with spare‐parts distribution; realizing an annual saving of about
$1 million just a year after the implementation of the programme.