bluuebunny/crossref_metadata_2025 huggingface dataset:
Spreadsheet Modelling: Guidelines for Model Development
Authors: Caine David J. , Robson Andrew J.
Published: September 2004

Provides guidelines to facilitate the development of usable,
efficient and maintainable spreadsheet models. Whilst primarily written
for those who may be building models for a third party, the article
should also prove of value to the casual modeller.
A Winning Service Offer in Car Rental
Authors: Gronroos Christian , Ake Sand Hans
Published: September 2004

Demonstrates how a service can be developed and differentiated into
a unique service offering: the augumented service offering. This model
is geared to the characteristics of services as intangible products and
to the process nature of services. Takes into account not only the
outcome dimension of the service offering but also the process
dimension. Uses a case from the car rental business in Sweden to show
how the model works.
Enhancing Your Advancement in the 1990s
Authors: Matejka Ken , Dunsing Richard
Published: September 2004

Gives ten pointers for enhancing your career advancement. These
suggestions explore traditional areas of promotability but with new,
current answers to what to do to get promoted in the 1990s! Topics
covered include performance, presence, priorities, problem solving,
persuasion, empowerment, participation, presentation, passion and
people.
Business Success in the Middle East
Authors: Abbasi Sami M. , Hollman Kenneth W.
Published: September 2004

The Middle East has been overlooked by American companies as a
region in which to explore market opportunities. Suggests that this is
largely due to ignorance of, and bias towards, the culture and politics
of the Middle East. Discusses aspects of Middle East culture and
situational determinants which American companies would be wise to
assimilate and suggests practices to carry out or avoid when attempting
to form business relationships in the Middle East.
An Introduction to Financial Management
Authors: Dobbins Richard
Published: September 2004

Sees the objective of teaching financial management to be to help
managers and potential managers to make sensible investment and
financing decisions. Acknowledges that financial theory teaches that
investment and financing decisions should be based on cash flow and
risk. Provides information on payback period; return on capital
employed, earnings per share effect, working capital, profit planning,
standard costing, financial statement planning and ratio analysis. Seeks
to combine the practical rules of thumb of the traditionalists with the
ideas of the financial theorists to form a balanced approach to
practical financial management for MBA students, financial managers and
undergraduates.
Low Tech Innovation: Resurveying the Basic Meaning of
Innovation
Authors: Herbig Paul A. , Kramer Hugh
Published: September 2004

Most studies of innovation have a biased high tech slant to them.
For an innovation to be considered of major importance it must
ordinarily be a high tech innovation which advances the knowledge of
society. But innovation is not the exclusive domain of the Western or
industrialized world. So‐called primitive societies have succeeded in
innovations which in some cases the West has yet to duplicate. Examines
the definition of innovation, presents examples of low tech innovations
by “primitive” societies and provides several
recommendations.
Testing Activity‐based Costing Relevance: Pharmaceutical
Products Limited – A Case Study
Authors: Morgan Malcolm J.
Published: September 2004

Examines the recent debate concerning traditional versus
activity‐based approaches to management accounting information in
general and product costing/pricing decisions in particular. Tests the
relevance of activity‐based costing techniques in a real‐life
manufacturing environment – pharmaceutical products. Examines the
impact on product costs of changing to an activity‐based overhead
allocation environment. The pilot results were sufficiently encouraging
to suggest improved management information arising from a full‐scale
implementation.
Handling Consumer Complaint Information: Why and How?
Authors: Mitchell V.‐W.
Published: September 2004

A number of factors, including market competitiveness, the legal
framework and increasing consumer expectations, are causing a focus on
customer service of which complaint handling is a major part. Companies
can accrue considerable advantages from taking complaint handling
seriously, e.g. use of complaint data at strategic as well as
operational level, reduced likelihood of legal proceedings, improved
marketing intelligence, increased brand loyalty and internal marketing
benefits. One of the most efficient ways of improving complaint handling
is to computerize the process. Discusses some advantages of this and
briefly describes one system already used by many companies.
Managing Successful Turnarounds: Lessons from Global
Companies
Authors: Chan Peng S.
Published: September 2004

Examines the key elements that are involved in managing successful
turnarounds. An analysis of the turnaround strategies of more than ten
global companies revealed that these strategies incorporated similar
sequential processes: identification of problem and need for change;
replacement of incumbent CEO; major cost‐cutting attempts; refocusing on
core businesses, and reinvesting for the future.
The Japanese Value System: An Application of Maccoby’s Head and Heart Traits
Authors: Zikiye Rebecca , Zikiye Anthony
Published: September 2004

Builds a profile of values for a sample of Japanese managers and
their immediate supervisors, to be used by Western managers engaged in
business ventures with Japanese counterparts. An exploratory factor
analysis utilizes Maccoby’s head and heart traits to reveal the powerful
influence of tradition in the form of Confucianism, Amayakasu,
Chun‐Tzu, honesty and mental autarky, with secondary factors of
professionalism and inflexibility suggesting convergence with Western
beliefs. Although supervisory perceptions conformed closely with those
of respondents, cross‐cultural comparisons demonstrated that US and
Japanese managers espouse diametrically opposing values.
The Environment: A Legal, Business and Accountancy
Perspective
Authors: Vinten Gerald
Published: September 2004

The environment is currently at or near the top of many agendas. It
has certainly become integrated into the formulation of business
strategy. If businesses do not wish to move towards being
environmentally friendly of their own accord, there is now a plethora of
legislation to act as a stimulus, and this forms the first section.
Included here are voluntary schemes such as the European eco‐audit and
eco‐labelling, as well as the stipulations of the Environmental
Protection Act 1990, such as the requirements of the Litter Code.
Problems relating to contamination and the Land Register, and to
negotiating loans are also suggested. Considers the response of
business, as in the so‐called Valdez Principles, and in codes such as
those of environmental investors, and the Institute of Management, and
the Advisory Committee on Business and the Environment. A final section
reviews the contribution that accountancy can make to the debate.
Mission Impossible? Designing a Great Mission Statement to Ignite Your Plans
Authors: Matejka Ken , Kurke Lance B. , Gregory Barb
Published: September 2004

Suggests that writing a great mission statement can be perceived as
a wonderful opportunity or a meaningless task – but it must be
done well because the mission drives organizational goals, strategies
and behaviour. Explores the problems of designing a scintillating
mission and provides three real, superb examples of what a great mission
can be.
Management Systems and Personnel Evaluation
Authors: Gunn Bruce
Published: September 2004

The transition to the information age is shifting the
decision‐making authority structure in organizations from political
systems and subjective appraisals to management systems and objective
personnel evaluations. The critical need to adopt the management system
and objective evaluation procedures is based on the truism that timely,
relevant, accurate feedback is a primary motivator of people.
Corporate Change Programmes: A False Panacea?
Authors: Nicoll David
Published: September 2004

Argues that groups within the organization play a significant role
in enabling it to face a hostile environment. Describes how groups
translate their culture into work patterns and argues that this is an
important factor in any change programme. Questions the motives and
effectiveness of culture change programmes. Questions the use of
corporate structural reorganizations as a response to external
environmental factors and suggests it may not be as effective as may be
thought due to these groups. Concludes that the paradox of stability and
change must be created to manage the organization effectively through
these turbulent times.
Management Development in a Changing World
Authors: Wild Ray
Published: September 2004

Presents a personal view from a business school perspective on some
of the issues in an era of rapid change and internationalization of
business, facing management development – defined here as
programmes and activities specifically provided to enhance the
knowledge, abilities and achievements of managers.
To Franchise or Not to Franchise?
Authors: Chan Peng S. , Justis Robert T.
Published: September 2004

Franchising, as a popular form of entrepreneurship, continues to be
increasingly accepted throughout the world. However, due to many frauds
and failures in the past, franchise laws have been established to ensure
full disclosure on the part of the franchisor to all prospective
franchisees. Surveys 101 companies and their disclosure documents, to
ascertain how they operated their business and the extent to which they
complied with the disclosure regulations. It was evident that the
disclosure rules provided increased knowledge for prospective
franchisees, although not all franchisors adhered to the spirit and
letter of the law.
Penetrating the Information Barrier
Authors: Ross Stanley C.
Published: September 2004

Conducting an industry analysis using Michael Porter′s model
required detailed information. Using the model to analyse a new industry
was difficult because there was little business information available.
Develops a model to supplement Porter′s schema to facilitate gathering
important information in preparing a business plan.
Successful Marketing for Survival: The Airline Industry
Authors: Kaynak Erdener , Kucukemiroglu Orsay
Published: September 2004

Presents the structural changes taking place in the international
airline industry and the progression of changes in airline marketing
strategies in global markets. Discusses major criteria for survival as
well as an analysis of the future of the industry. Highlights specific
marketing implications such as impact on service levels, price and
distribution. Presents results of a survey conducted in South Central
Pennsylvania on airline selection for foreign travel for orderly
decision‐making purposes by airline executives.
Strategic Investment in New Product Development
Authors: Azzone Giovanni , Bertele Umberto , Masella Cristina
Published: September 2004

Evaluating investments in new product development has been a much
debated question over the last few years. Traditional methods are
recognized as inadequate but there is no dominant methodology. Presents
a case study, developed at Olivetti, in which new and old methodologies
have been used together to analyse and evaluate an investment project in
new product development. The suggested approach supports decision making
better than scoring methods, and data obtained are more reliable than
those provided by traditional financial methods.
Sexual Harassment: A Look to the Future
Authors: Laird Michael J.
Published: September 2004

Discusses workplace decorum; employee relations; avoiding sexual
harassment and identifying conduct that amounts to violations of current
legal standards. Includes recommendations for business to follow, short
of litigation.
Strategic Windows and Entrapment
Authors: Proctor R.A.
Published: September 2004

Discusses the phenomena of strategic windows and entrapment.
Develops Abell′s (1983) notion of strategic windows in arguing that
where an enterprise has overlapping strategic windows it can shift its
attention to a different window when one window starts to close. This
makes it easier for the firm to stay in business. Moreover, strategic
windows which have closed can be reopened (viz. the watch
industry and the rebirth of clockwork movements in the 1990s). Strategic
windows present opportunities for decision makers but they also contain
traps. Combines for the first time the concepts of strategic windows and
entrapment.
The Total Quality Journey: By Invitation Only?
Authors: Matejka Ken , Vonne Brooks La , Gates Liz
Published: September 2004

Presents a review of the factors that have inhibited the adoption
of total quality management in the USA and recommends new ways of
approaching it that require more personal involvement by top management.
Decision Making in Health Service Managers
Authors: Ormrod John
Published: September 2004

The literature on managerial decision making has typically espoused
rationality. It contends that managers follow, or should aspire to
follow, a rational approach to decision making. This article argues that
this rarely occurs. It proposes that managers form a personal and
simplified “model” of the real situation, incorporating
personal and environmental factors, to facilitate their decision making.
The study used repertory grid to explore the decision making model of 16
National Health Service managers, investigating, in particular, what
factors were important to them when considering strategic decisions.
Results indicated the complex and idiosyncratic nature of managerial
decision making, vindicating the view that to understand decision making
in any detail requires knowledge of the individual′s model. Rationality
did not emerge as the driving force underlying the managers′ decision
making behaviour. For many managers, emotional items seemed to exert a
significant influence on their decision making. A link between patterns
of construing and stress was hypothesized. Managers whose construing was
“simpler”, contained contradictions, or was more
“emotional” in content, reported experiencing more stress.
Managing Organizational Networks: Defining the Core
Authors: Boyle Emily
Published: September 2004

Organizational networks have become increasingly common in business
in recent years. These networks are managed by a “core
organization”. However, little is known about the reasons for a
firm becoming a core, and its role in the network′s value adding chain.
Identifies three ways for an organization to become a core: by
contracting work to potential network members, by spinning off essential
and auxilliary activities from within the organization itself, and by
becoming an umbrella and linking organization for network members. Looks
at a variety of roles which the core may have in the network′s
value‐adding chain, including: the user of member organizations′ goods
and services, the provider of goods and services for the network
members, or in some cases both, and the link between the providers and
users in the chain. Discusses the advantages for the core and the other
network members of these types of relationship, and also the notion that
the role of the core may change over time. Concludes with a detailed
definition of the role of the core in the network and its motivation for
taking on this position.
Productivity Plus
Authors: Escover John L.
Published: September 2004

Blends the teachings of a university faculty member with the
operation of a large company manager into a robust system for increasing
productivity. This 1992 study focuses on a robust process of enhanced
communications and employee involvement. Results were increased
productivity and employee satisfaction. The process involves
negotiating: expectations, objectives, levels of performance, and pay
for performance. Results for the first year of operation from the
process yielded a 40 per cent productivity gain in a segment of an
established Fortune 100 company.
Computer Security in Large Corporations: Attitudes and
Practices of CEOs
Authors: Wright Phillip C.
Published: September 2004

Reports a study which investigated the attitudes, knowledge and
practices of CEOs in the computer security area. It was found that a
relationship exists between CEO review of policies and the presence or
absence of a “well‐designed security programme”. These data
suggest that large numbers of corporations remain unprepared to deal
adequately with computer crime.
Strategic Innovation: A Lifeboat for Planning in Turbulent
Waters
Authors: Martinsons Maris G.
Published: September 2004

Reminds us that strategic planning has been widely advocated in the
management literature but points out that studies of its actual effect
on performance have been sparesely and selectively reported. Reconsiders
the question of whether strategic planning really does contribute to
business success in today′s dynamic and turbulent environments.
Highlights the adversarial positions in this debate, as personified by
management writers Michael Porter and Tom Peters. Finds the results of a
meta‐analysis of empirical evidence to be inconsistent and confusing
and, as a result, proposes the use of a contingency approach for
modelling the planning‐performance relationship. Illustrates the growing
importance of technological sophistication as a contingency factor by
considering the author′s own research. Considers that a strategic
innovation paradigm, which creates a synergy between formal planning and
action‐based learning, is appropriate for surviving and navigating
increasingly turbulent waters. Uses this new paradigm as the basis for
offering practical guidance to general managers.
Interdisciplinary Models of Decision Making
Authors: Harrison E. Frank
Published: September 2004

Takes the view that managerial decisions are made in a diversity of
organizational settings which can best be explained and evaluated in the
context of conceptual interdisciplinary decision‐making models, and that
such models constitute an appropriate vehicle for explaining the
eclectic aspects of managerial decision making in all types of formal
organization. Presents a typology of conceptual decision‐making models
and evaluates their similarities and differences along with their
respective efficacies in various managerial decision‐making contexts.
Advances the process model of managerial decision making as the ideal
choice for decisions which have significant long‐term consequences for
the whole organization.
Corporate Value Statements and Employee Communications
Authors: Nicoll David C.
Published: September 2004

Presents a case study which illustrates the use of employee
communications in implementing corporate culture change, by reference to
the concept of value statements. The study utilized structured
interviews, questionnaires, participant observation and unobtrusive
measures. Suggests that organizational group structure plays a role in
determining familiarity with corporate value statements, but plays
little part in their subsequent practice. Provides evidence of a
“values gap” whereby values are understood but are not
subsequently put into practice. Provides evidence to suggest that a
“tall” organization structure will be less likely to be
viewed as practising its own value statements than a flatter
organization structure. Suggests possible rationales behind this, and
means by which this may be overcome.
Managers’ Attitudes to Cost Information
Authors: Lyall David , Graham Carol
Published: September 2004

Questions the view that management accounting information has
failed to keep pace with changes in manufacturing processes over the
years and that the information currently provided is largely irrelevant
to the needs of managers. Presents a study, the results of which suggest
that this may not, in fact, be the case and that managers generally do
find information on standard costing and budgeting useful.
A Service Quality Model for Manufacturing
Authors: O′Hara James , Frodey Carol Ann
Published: September 2004

Suggests that, in many cases, where formerly excellent
manufacturing companies have suffered a decline in their fortunes, they
failed because they did not change with their customers; their
operations were too remote. Considers how this might be avoided by
applying a service quality model to manufacturing. Examines the
differences between service and manufacturing operations and highlights
the difficulties which manufacturing companies have in being close to
their customers. Provides definitions of quality for products and
services before presenting the model. Describes the features of the
model – taking a total view, achieving a balance between
expectations and delivery, system design and response to change‐as they
apply both to service and manufacturing. Highlights the need to exceed
expectations to maintain a competitive edge. Argues that, whilst this is
achieved through committed staff in service industries, this same
commitment can, with appropriate communication, be achieved in
manufacturing companies.
The Competitive Learning Organization: A Quest for the Holy Grail
Authors: Jashapara Ashok
Published: September 2004

Draws attention to the growing importance of learning as a major competitive base, which has given rise to the notion of the learning organization. Some commentators believe that the only source of sustainable competitive advantage is likely to be the ability of companies to learn faster than their competitors. Reviews the literature of strategic change and competition and supports the process view of the impermanence of a firm′s strategic position and the fragility of the bases of competition. Explores the relationships between the learning processes and strategic change, and develops a conceptual framework of a “competitive learning organization” which highlights the current lack of emphasis on the competitive dimension in many models of the learning organization. Proposes a model which promotes learning at different levels in the organization and a learning focus which encompasses the need to understand the dynamics of competitive forces, the satisfaction of change customer needs and the importance of systems thinking.
Incentive pay: not just for top management
Authors: Abbott Jim , Kleiner Brian H.
Published: September 2004

Demonstrates that one of the most important elements required to
ensure the success of any organization is to retain and motivate its
employees, from the CEO down to the productionline worker. Argues that
profit incentives can be a way to squeeze quality and productivity
improvements from its remaining workers, while giving them greater
control over their financial fates. Suggests ways to make incentive play
plans work, and lists a number of types of incentive pay plans.
Implementing productivity management: why and how?
Authors: Mohanty R.P.
Published: September 2004

Discusses the application of productivity improvement and
productivity management programmes. Examines the issue of quantitative
assessment and the risks that are stake if different paths of action are
pursued. Considers some factors and constraints that limit the
introduction and implementation of productivity management. Points a to
a number of factors contributing to successful productivity management,
and finally looks at the role of sociotechnological factors.
How to reduce organizational turnover and absenteeism
Authors: Levin James M. , Kleiner Brian H.
Published: September 2004

Identifies some of the background costs and causes of turnovers and
absenteeism in business organizations. Argues that the primary function
of the manager in the control of turnover and absenteeism is observation
of employee′s behaviour and performance to detect any changes
representing job dissatisfaction. Stresses the need for managers to keep
a close eye on employees, the importance of proper employee selection,
maintaining employee satisfaction, and management and organizational
commitment to employees.
A dark side of productivity improvement techniques
Authors: Brandon Larry D. , Inman R. Anthony
Published: September 2004

Examines the trend in productivity improvement and the concurrent
increase in stress‐related incapacity. Hypothesises a possible
connection between productivity improvement techniques and stress,
focusing on a number of studies examining stress in the workplace, the
relationship between new technologies and stress, and socio‐technical
systems and stress. Concludes with recommendations for reducing the
adverse effects of stress.
Competitiveness versus industrial discipline – an end
to time based control?
Authors: Drummond Helga
Published: September 2004

Examines time based control in productions environments. Outlines
the historical background to time‐based control. Argues that time based
control can be wasteful, alienating and even potentially destabilising.
Suggests some alternatives to time based control, including task‐based
control, and concludes that the challenge to work study is to chart the
transition to task based control.
Ten and a half golden rules for choosing an IT system
Authors: O′Mahoney Tony
Published: September 2004

Succinctly provides a number of pointers that will be of use in the
selection and installation of the right computer system for an
organization.
Exploring the trade‐off concept
Authors: Da Silveira Giovani , Slack Nigel
Published: September 2004

The concept of the “trade‐off” is increasingly seen as central to operations strategy because it forms the foundation of how we conceptualise the improvement process. A case‐based methodology is employed to explore managers’ cognition regarding the idea of operations trade‐offs. Findings from the five case studies examined indicate that the idea of trade‐offs is not the problematic issue for practising managers that it is for academics, indeed it is an easily understood concept which describes the operational compromises routinely made by managers. The significance of specific trade‐offs within any operation is likely to be governed by two factors. These are, first, the degree of “importance” of the trade‐off, in terms of the impact it will have on overall operations competitiveness. The second is the “sensitivity” of the trade‐off. Sensitivity is the degree of change that will be caused to one element of the trade‐off when changes are made to the other.
Understanding performance measurement systems using physical science uncertainty principles
Authors: Palmer Elaine , Parker David
Published: September 2004

Observes that performance measurement models are largely based on deterministic assumptions about the world. Suggests that it is time to re‐align performance measurement with post‐deterministic discoveries made in the physical sciences, especially quantum physics. In the physical sciences, scientists have (reluctantly) come to accept that the world has a fundamental uncertainty at its core. Asks the question of what lessons can be drawn for performance measurement from this knowledge of the physical world. Addresses this question first by describing the development and epistemological consequences of three post‐deterministic (physical world) discoveries of: uncertainty, bounded instability, and self‐organisation. Then traces the equivalent path to uncertainty in management. Concludes that it is time for the oldest management theories, which still underpin current performance systems, to be realigned with knowledge on uncertainty. Ends with a look at two current performance systems, activity‐based management, and the Balanced Scorecard. In line with knowledge about fundamental uncertainty, these (and other) performance systems should focus on identification of the “aggregate system” critical few.
Knowledge‐based system for estimating steel plant performance
Authors: Naylor J.B. , Griffiths J. , Naim M.M.
Published: September 2004

It is vital that an enterprise establishes the relative performance of its processes within any market sector. As an enterprise measures and monitors the performance of its competitors’ processes vis‐à‐vis their own, the enterprise can be described as initiating a benchmarking study. This paper describes the knowledge acquisition methodology and the knowledge management methodology adopted for the development of a knowledge‐based system to estimate the cash cost performance of the product delivery process of steel plants. It will show how the combination of the two methodologies interacted to produce and implement a successful knowledge‐based system that estimated the cash cost performance of an electric arc furnace from incomplete and qualitative information.
Responsibilities and Activities of Singaporean Production
Managers
Authors: Tan Thiam‐Soon
Published: September 2004

A recent survey conducted on a sample of 101 Singaporean production
managers, studying their responsibilities and activities in a number of
decision areas, is examined. The findings are summarised and the
differences between production managers in local and foreign firms are
discussed. Results are compared with two similar studies conducted
earlier in the UK and India.
Manufacturing Strategies and Decentralisation
Authors: Tunälv Claes
Published: September 2004

Major decisions in manufacturing have often been treated as a management task. Investments and changes in manufacturing have become more complex in the last few decades. This implies that more functions and individuals have to be involved in the decision‐making processes. The final decision, when investments are made in manufacturing, is either the result of many decisions influenced by the individuals, or on the basis of advice from individuals who have no formal power to make decisions. To ensure that the decisions made are strategically connected, manufacturing strategies and goals have to be broken down to, and understood by, the functions and levels that influence the decisions. A study of 125 manufacturing units in Sweden shows that companies with a manufacturing strategy break down goals and strategies to lower levels than companies without a manufacturing strategy. The companies having a manufacturing strategy also plan manufacturing on longer terms, are more active in future plans and are less concerned about short‐term goals when they invest in manufacturing technology.
Buffer Stock Allocation in Serial and Assembly Type of
Production Lines
Authors: Lambrecht Marc , Segaert Alain
Published: September 2004

The literature is reviewed on buffer stock allocation strategies in
serial production lines. A number of experiments are conducted to
analyse the behaviour of work‐in‐process inventory given that the
objective is to maximise throughput. Both balanced and unbalanced lines
are examined. The same analysis will be repeated for assembly type of
production lines (merging lines). A key concept in this article is the
“long pull” (or constant work‐in‐process inventory) Kanban
system.
Just‐in‐Time: The Issue of Implementation
Authors: Harber D. , Samson D.A. , Sohal A.S. , Wirth A.
Published: September 2004

Western manufacturing firms have shown considerable interest in the
just‐in‐time (JIT) philosophy in recent years. The most critical issue
facing firms in the West is that of JIT implementation. The primary
considerations for JIT implementation and the fundamental issues
affecting JIT programmes are discussed in detail. It is concluded that
in implementing a JIT programme, changes in the attitudes of both the
management and the workforce are necessary together with a clear
understanding of the implications resulting from the move to a JIT
approach.
On the Simulation Run Length: A Step towards Real Time
Control in an FMS
Authors: Garg Amit , Wang Hsu‐Pin (Ben)
Published: September 2004

In any real time control system, its scheduling and control policy
should be reassessed every time the state of the system changes. In
large and complex systems, this could be a self‐defeating goal.
Implementing real time control in such systems would require an enormous
amount of computation time. Determination of discrete time interval
(simulation window length) is the main objective of this study. To
implement and demonstrate this methodology, we selected a Flexible
Manufacturing System (FMS) which approximates a dynamic job shop. The
Expert Control System (ECS) developed in this study integrated
programmes for different functions and employed multi‐pass simulation to
determine the best scheduling strategy in the system. The simulation
output is then subjected to Analysis of Variance (ANOVA) and
Newman‐Keuls′ range tests to obtain a “good” simulation
window length for different performance criteria of optimisation.
Controlling a Robotic Cell by Dynamic Rule Despatching
– A Simulation Study
Authors: Lee Shyanglin (Sam) , Wang Hsu‐Pin (Ben) , Chu Chao‐Hsien
Published: September 2004

The main purpose of a Flexible Manufacturing System (FMS) is
simultaneously to process parts with small to medium lot sizes and high
varieties. The rule despatching problem in a Flexible Manufacturing Cell
(FMC) is examined using a simulation model. This is based on an
algorithm for dynamically selecting the best despatching rule according
to the current system status. Comparison between simulation runs with
and without dynamic rule despatching shows that the proposed algorithm
gives a better overall performance.
Vendor Requirements and Evaluation in a Just‐In‐Time
Environment
Authors: Hillman Willis T. , Huston C. Richard
Published: September 2004

One of the essential tasks in implementing JIT is to integrate
suppliers in the overall strategy. The process of vendor evaluation and
selection is a time‐consuming and critical aspect of establishing vendor
partnerships. The various attributes that are important in implementing
JIT into the purchasing process are discussed. These attributes are
categorised as financial, service, and technical. Several traditional
vendor evaluation procedures are examined, their advantages and
disadvantages described, and a new dimensional analysis model is
introduced. This model has certain advantages over the traditional
methods. An illustration of how the model can be used to assist
purchasing in the selection of suppliers is given.
A Database Approach to Hierarchical Materials Planning
Authors: Winter Robert E.
Published: September 2004

A workstation‐based system for materials planning is intended to
complement a host‐based materials‐planning system, thereby leading to a
multi‐level system that combines fully detailed planning procedures with
“aggregate” decision support capabilities. Planning objects
as well as planning procedures are formulated within the relational
database frame‐work. By that means, at execution time the database
management system guarantees processing efficiency as well as
consistency control. After a short characterisation of the
state‐of‐the‐art of database utilisation in conventional materials
planning, a set of requirements which have to be met by the proposed
approach is formulated. Based on this, the suitability of the relational
database model as a framework for multi‐stage materials planning is
discussed. In particular, the integration of abstraction hierarchies is
emphasised and hierarchical planning procedures adopted from artificial
intelligence are integrated into the concept. Some examples adopted from
a prototype show that, at least for simple planning problems, it is
possible to achieve end‐user support at any level of detail when using a
relational database system for materials planning.
Decomposition of Demand and Optimisation for a Perpetual
Inventory System
Authors: Mandal Purnendu , Mahanty Biswajit
Published: September 2004

The design of an effective inventory control system is difficult,
particularly if the demand fluctuates widely and in a seasonal manner.
Most traditional analytical models seem to be inadequate and
over‐simplified. An alternative to established mathematical models is
suggested and control policies for a specific industrial situation are
presented. The case of paint containers for a large paint company is
considered. Demand, which is highly seasonal, has been deseasonalised by
a Census‐II package to produce a demand distribution pattern, used as an
input to simulation exercises. Four policies have been tested and
analysed. Simulation results show that the (r, Q) system with a
variable ROP adjusted each month on three months′ moving average of
seasonalities shows the best results.
A Methodology for the Design and Implementation of
Resilient CAPM Systems
Authors: Maull R. , Hughes D. , Childe S. , Weston N. , Tranfield D. , Smith S.
Published: September 2004

In 1986 a comprehensive study into the state of the art in Computer
Aided Production Management (CAPM) in UK industry commissioned by the
ACME (Application of Computers to Manufacturing Engineering) directorate
of the Science and Engineering Research Council (SERC) revealed a number
of deficiencies in existing CAPM systems and approaches. As a
consequence of this report, a number of specific sectors were identified
including the small company sector, large company sector, make to order
sector and the electronics sector. This article outlines the results of
the work of the research team engaged in developing a CAPM
implementation methodology for the electronics sector, which was the
largest of the ACME CAPM projects. The research team believe that the
results are equally applicable for CAPM implementation in other
manufacturing sectors.
Organisational Structure Considerations in the Next Decade:
Implications for Operations Management
Authors: Kathawala Yunus , Lingaraj B.P.
Published: September 2004

Centralisation and decentralisation of the US economy is examined.
How the organisational structures are changing, and why these changes
are coming about, reasons such as technology changes in computers and
communications, to the move from an agricultural to an industrial to a
more service related society are outlined. Other factors such as
corporation size and foreign competition are considered and discussed.
It is concluded that a balance between centralisation and
decentralisation are needed in the future.
A Review of Multi‐stage Lot‐sizing Models
Authors: Gupta Yash P. , Keung Ying
Published: September 2004

Recently several authors have concentrated their efforts in
developing models to determine the economic lot size for multi‐stage
systems. This is due to the fact that an increasing number of
organisations are implementing material requirements planning systems.
Numerous models have been developed and tested on problems with finite
and rolling horizons and with deterministic time varying demand
patterns.
Management for Engineers
Authors: Kharbanda Om P. , Stallworthy Ernest A.
Published: September 2004

In the continuing endeavour to work towards ever better management,
the engineering manager has a crucial role to play. The history of the
engineer is reviewed and his/her possible present role in management is
considered. Management objectives are outlined and defined and the
specific role of the engineer emphasised. The best managers are leaders,
in particular effective leaders of teams, and this is a management task
well within the grasp of the engineer. The engineer′s specific training
and initial experience give him/her special qualifications in this area.
Indeed, there seems to be no reason why the engineer should not climb
the management ladder right to the top, especially these days when
technology is continually growing in importance. The demands made on the
effective chief executive are outlined. It would seem that engineering
management has come of age and that with the appropriate management
training the engineer should be well capable of filling a senior
management role.
FMS Implementation Management: Promise and Performance
Authors: Boer Harry , Hill Malcolm , Krabbendam Koos
Published: September 2004

Although the demand for Flexible Manufacturing Systems (FMS) is
still growing, only a few companies are reported to have operational
experience with these systems over a long period. Consequently, the
supposed benefits of this new technology have yet to be widely proved in
practice. The research reported was carried out to evaluate the
experiences of a sample of early adopters of FMS in the United Kingdom,
the Netherlands and Belgium, by means of longitudinal case studies. The
extent to which the companies managed to achieve their FMS
implementation goals is described, and the influence of technical
problems, market changes and organisational pressures on goal
achievement is demonstrated. It is concluded that in order to introduce
and operate FMS successfully, adopters should approach FMS
implementation management in a more integrated manner.
Computer Integrated Flexible Manufacturing: An
Implementation Framework
Authors: Babbar Sunil , Rai Arun
Published: September 2004

The concept of flexibility in computer integrated manufacturing is
introduced. A production control hierarchy is developed as an
evolutionary method towards computer integrated flexible manufacturing
(CIFM). A strategically comprehensive implementation model is presented.
The components of CIFM are identified, defined and their relationships
examined. Potential benefits from incorporating flexibility and
integration are indicated.
Sourcing/Contracting Strategy Selection
Authors: Ramsay J. , Wilson I.
Published: September 2004

The strategy combination of single sourcing and long‐term contracts
is rapidly becoming the norm in progressive purchasing functions. The
implications of this radical development is examined by disentangling
the advantages and disadvantages of the separate strategies before
recombining them to provide a generally applicable sourcing/contracting
decision‐making model. The conclusions indicate that, contrary to
current practice, large, powerful purchasing functions should avoid the
use of single sourcing and long‐term contracts.
Productivity Management in India: A Delphi Study
Authors: Ray Pradip K. , Sahu S.
Published: September 2004

Concepts underlying productivity management and other measures of
organisational performance are discussed. Expert opinions can clarify
many “misunderstood” concepts which need an
interdisciplinary approach for exploration. The Delphi technique, as a
structured group communication process employing the group process or
participative approach, has been recommended with a view to formulating
appropriate policies. Four issues, namely organisational objectives
related to productivity improvement, productivity measures, problems
faced in implementing productivity improvement techniques or tools, and
recommendations to overcome the problems in manufacturing organisations
in India are extensively investigated through a Delphi study, conducted
during 1987‐88.
The Moving Median for Some Short‐period, Fat‐tailed, or
Contaminated Time Series
Authors: Ren Luh‐Yu
Published: September 2004

The moving median method is suggested as an alternative for
short‐term forecasting under some of the standard normal; Student t with degrees of freedom 1, 2 and 3; Cauchy; Chi‐square with
degrees of freedom 1 and 2; exponential; and standard normal with
outliers. When the Mean Absolute Deviation (MAD) and the Mean Square
Error (MSE) are used as the criteria for evaluating forecasting
accuracy, the moving average technique is superior to the moving median
technique only for time series simulated from the standard normal
distribution. The moving median technique is superior to the moving
average technique for the fat‐tailed distributions; for example, t‐distributions of degrees 1, 2 and 3, Cauchy distribution, and the
contaminated normal cases. An example shows the moving median technique
responds to the level changes faster than the moving average technique.
An illustrative example is also given for a practical data set.
An Application of Goal Programming in Healthcare Planning
Authors: Rifai Ahmed K. , Pecenka Joseph O.
Published: September 2004

The advantages of Goal Programming (GP) over linear programming
(LP) are discussed in the context of the healthcare industry. Decision
makers must give considerable attention to the formulation of a GP
model. However, long‐ and short‐term solutions must not be confused.
Solutions also require implementations, which may be impractical or
difficult. The full utilisation of facilities is recommended in an
attempt to reduce unit costs and increase output.
The New Roles of Management in Plants with an Advanced
CNC‐Technology
Authors: Rubenowitz Sigvard , Olsson Anders , Steen Bertil
Published: September 2004

The project Users Demands on CNC‐Lathes, commenced in 1988, is
examined. The project′s main object was to contribute to an increase in
the empirically‐based knowledge of the new demands involved in
management, organisation and the operators′ job content along with the
design of hard‐and software that new technology brings about. The study
was carried out at 29 plants whose production is based mainly on CNC
lathes. Findings as to the role and impact of management in connection
with the new technology are the main focus.
Multiple Performance Measures in the Selection of a
Sequencing Rule
Authors: Jones Marilyn S. , Russell Roberta S.
Published: September 2004

While it is well known that managers make scheduling decisions
based on multiple objectives, the majority of sequencing research is
directed towards single criterion assessments of scheduling performance.
A preference value decision model approach for the selection of job shop
sequencing rules using multiple performance criteria is presented. The
model is general in nature and may be applied to any of a number of
sequencing rules and performance measures. A case example is provided to
illustrate the procedure.
Influence of Manufacturing Improvement Programmes on
Performance
Authors: De Meyer Arnoud , Ferdows Kasra
Published: September 2004

Today, to improve productivity in manufacturing, one has a large
variety of improvement programmes at one′s disposal. Zero defects, value
analysis, just‐in‐time, manufacturing lead time reduction are just a few
of a long list of potential action programmes. Their real impact is not
always clearly described, and manufacturing managers often have to start
implementation on a basis of belief. In this article we use the database
of the European Manufacturing Futures Survey to explore some of the
medium‐term effects of these improvement programmes on manufacturing
performance. The conclusions show that there are no simple cause‐effect
relationships between single improvement programmes and manufacturing
performance. Tenacity in implementation is required since some
programmes have negative effects in the short term, but can have
positive effects in the long term.
Using Simulation to Solve Design and Operational Problems
Authors: Chaharbaghi K.
Published: September 2004

One of the most challenging problems facing industrial engineers
concerns the design and operational planning of today′s sophisticated
production systems. The need for a detailed quantitative analysis is far
more apparent than ever before. The application of discrete‐event
simulation has been growing rapidly in the analysis of production
systems. This is because no other quantitative methods can provide the
flexibility, realism and predictive accuracy offered by the simulation
technique. Although the important role that simulation can play in
analysing production systems has now been generally realised, its use is
not necessarily straightforward. The successful implementation of
simulation projects usually depends on several factors which include,
inter alia, the availability of simulation expertise and the
ability of the available simulation software to model readily and
accurately the environment under consideration. The areas of production
systems where simulation can be applied are outlined. The essential
considerations which must be studied when applying simulation are also
discussed. An overview of simulation modelling environments that are
currently used is then taken. Recommendations for future work of
importance from the system analysis viewpoint are highlighted.