bluuebunny/crossref_metadata_2025 huggingface dataset:
Integrated approaches to health informatics research and development
Authors: Atkinson Chris , Eldabi Tillal , Paul Ray J. , Pouloudi Athanasia
Published: July 2002

This paper looks at a number of approaches to health informatics that support decision‐making relevant to the integrated development and management of information systems with clinical and managerial practices in healthcare. Its main aim is to explore three such approaches for integrated development, the soft information systems and technologies methodology, participative simulation modelling and stakeholder analysis. A description of the health informatics research and development environment in the UK is given as necessary background to the paper. Organisational and social aspects are examined through these approaches including information and clinical process development, telemedicine, ethical issues of drug use and management, health policies and information management and strategies, tele‐education and modelling structures. In the conclusion the synergies between the three approaches are discussed and some principles are extracted for future research and development in integrated approaches to health informatics research.
Application service providers: issues and challenges
Authors: Sharma Sushil K. , Gupta Jatinder N.D.
Published: July 2002

The distributed corporate networking technology environments of the 1970s and 1980s are gaining new life, only this time the move toward distributed networks is being led by upstart application service providers (ASPs). Organizations of the twenty‐first century are going to be Web‐centric and focus their objectives on agility and cost savings. Pressure to reduce overhead in information technology (IT) pushes these organizations to consider outsourcing. With the use of Internet technology, a new alternative for IT outsourcing has evolved. ASPs allow companies to access and run software applications over the Internet on a subscription basis. By using the Web as an application platform, an enterprise can quickly and easily deploy new systems in response to market changes as well as reap the savings of using a single, standard platform. Recently, there has been a tremendous growth in the number of ASPs. This growth in ASPs has raised several issues and challenges that need to be resolved to realize the potential benefits of ASPs. Discusses the developments in ASPs, outlines the activities of various kinds of ASPs, describes the ASP business models, and examines the issues and challenges facing ASPs for their future success.
Implementing MRPII: Leadership, Rites and Cognitive Change
Authors: Brown Andrew D.
Published: July 2002

Argues that the effective management of technological change requires
transformational leadership, and that one of the principal tools
employed by the transformational leader is rites. Rites are elaborate,
dramatic, planned sets of activities that promote change in individuals
at both the psychological and the behavioural level. The various ways in
which managers are able to facilitate change through the use of social
rites is illustrated using data drawn from 12 detailed case studies of
manufacturing resource planning II (MRPII) implementation.
Relative Information Technology Index (RITI):
Authors: Karake Zeinab A.
Published: July 2002

Develops a new objective measure of the levels of investment/performance in information technology (IT) by companies from different industries. This measure, called the Relative Information Technology Index (RITI), is then utilized to examine the relationship between IT investment, on the one hand, and company′s control, governance and ownership structure on the other. The empirical results suggest meaningful relationships between IT investment/performance and management ownership and the ratio of outside to inside directors on the board.
New Trends in the Supply Environment
Authors: De Toni Alberto , Nassimbeni Guido , Tonchia Stefano
Published: July 2002

Present‐day competitiveness has brought about a marked evolution in
supply management, imposing on firms an increasingly close interaction
with suppliers. The achievement of high‐level performances in terms of
cost, quality and time to market appears ever more dependent on the
quality and effectiveness of the supply network. This transformation
modifies the traditional adversarial model of the buyer‐supplier
relationship and fosters the reconfiguration and integrated management
of the supply chain. At the same time, competitive dynamics and current
global competing models encourage the extension of traditional sourcing
areas. Analyses these evolutionary aspects of the current supply
environment and examines the new role of the purchasing function.
Is CASE technology improving quality and productivity in software
development?
Authors: Flynn Donal , Vagner Julien , Dal Vecchio Olivier
Published: July 2002

Discusses the results of a survey concerning CASE tool usage
conducted in 1994 with UK and Hong Kong user organizations and software
suppliers. Builds up organizational profiles in terms of a set of
characteristics related to their approach to software development and
CASE, and then asks about the effects that CASE have on organizations.
Examines both current and future CASE usage, the difference between the
UK and Hong Kong CASE markets, the effects of CASE on quality and
productivity, and the types and components of CASE tools that give the
most and the least satisfaction.
CALS ‐ a strategy for business engineering
Authors: Litman Elaine F.
Published: July 2002

CALS is a strategy developed by government and industry over the past ten years to use information technology and international standards to enable improvements in business processes. The approach consists of a logical framework which has both a technical segment and a management segment. Additional components in the strategy include the development of models, defining visions, and capturing the work effort in an executable implementation plan. Part of the implementation plan should be a deployment template or guide which enables a totally successful completion of the business process improvement activity. Uses successful examples of CALS implementation activities from the US Army and US Navy to demonstrate the power of the strategy and the enabling technology.
Enterprise management‐ the logical integration of the supply chain
Authors: Exon‐Taylor Mac
Published: July 2002

Provides a short introduction to the concept of enterprise management. Enterprise management is concerned with ensuring that certain key business processes (manufacturing planning, scheduling and demand allocation) work in a much more co‐ordinated manner, so as to be more responsive to the customer base. Outlines the purpose and methodology of enterprise management and, in particular, an approach to software design for achieving it.
Designing flexible logistics systems: a review of some Singaporean examples
Authors: Barton Cunningham J.
Published: July 2002

The increased efficiencies to be gained in improving logistics has pushed managers to explore a number of new ideas, technologies, and methods of information management and computerization. However, many companies in Asia are indicating that responsiveness and flexibility are the keys to responding to markets which are rapidly changing and where customers are requiring a range of services. Studies several local and international logistics firms in Singapore and elsewhere as a way of developing a better understanding of their difficulties and reasons for success. Illustrates why certain larger companies which have the capability to develop more sophisticated information and computer systems do not; instead, they chose to rely on more flexible systems which allow for learning and adaptation.
EDI maturity and the competitive edge
Authors: Whiteley Dave
Published: July 2002

Most electronic data interchange (EDI) users start electronic trade with a simple experimental system. This initial step includes just one or two message types with one or two trading partners. From this initial step many users develop their EDI systems by expanding to additional trading partners and including more trade cycle messages. Proposes a six‐stage maturity model representing these stages in EDI developments. In the literature, EDI is exampled as an IS/IT application that can be used to gain competitive advantage. There are examples of early EDI systems (and EDI‐like systems) that gave organizations such advantage. Since those early days EDI has developed rapidly, normally on a trade sector basis, but there have been no similar examples of dramatic, competitive advantage. Within many trade sectors, EDI means “Everyone is Doing It” and the real battle is to avoid competitive disadvantage. Argues that the achievement of EDI maturity gives new scope for innovative, competitive advantage systems that make imaginative use of a company’s EDI infrastructure. Discusses new systems which illustrate this new competitive edge.
Scheduling stocks and storage space in a volatile market
Authors: Benwell Mike
Published: July 2002

Examines three areas within warehouse management of stocks: determining material requirements; establishing storage needs; and controlling supplies. Based on an example of a company manufacturing different boxed games, Monopoly for example, argues for slick scheduling to bring stock under control and enhance the service level to the production line.
Applying lean principles for high product variety and low volumes: some issues and propositions
Authors: Jina Jay , Bhattacharya Arindam K. , Walton Andrew D.
Published: July 2002

Much has been written and talked about on the subject of lean manufacturing (LM) since the idea was first defined by Womack, Jones and Roos. This has stimulated academics and practitioners within various sectors of manufacturing industry to assess the viability of applying lean manufacturing principles to their circumstances. Addresses the vexing question asked specifically by many manufacturers in high variety, low volume (HVLV) segments: “Can we either directly or in adapted form apply LM principles and, if so, how do we go about it in our circumstances?” First describes the main characteristics of HVLV situations and then, drawing from experience of such organizations, contrasts these characteristics with those of the typical large lean manufacturing company. Uses this discussion as the framework to debate some of the major organizational and technological barriers which need to be overcome in applying lean principles in HVLVs. Then proposes approaches which feasibly can be considered when implementing lean manufacturing principles within a typical HVLV situation. Concludes with examples of the application of these principles to real situations in two case companies. The cases present instances of how organizations adapt lean principles to design and implement logistics and manufacturing operations for leanness, in creating and leveraging integrative supplier relationships and in evolving towards a process orientation which permits the institution of consistent measures to gauge strategic performance.
Case study: production planning and control ‐ selection, improvement and implementation
Authors: McGarrie Brian
Published: July 2002

This paper describes the development and application of a framework to aid small manufacturing companies in the selection, improvement and implementation of production planning and control systems. The framework has been validated in ten small manufacturing companies in the UK, and has enabled one company to successfully select and implement a new computerised production planning and control system over a period of three years. The other nine case studies highlight the ability of the framework to focus on smaller, incremental improvements in production planning and control performance. The empirical research also concludes that a lack of human resources to devote to improvements and implementations is the main difference between large and small companies when undertaking such exercises. Recommendations for future work on the framework are presented, and the usefulness of the framework for managers in small manufacturing companies, consultants and academic researchers is discussed.
Research paper: improving strategic decision making in logistics information management ‐ a framework
Authors: Feraud Geneviève J.S.
Published: July 2002

This research paper points out similarities between the strategic management of information technology and logistics information management, then reports the results of an in‐depth, qualitative exploratory research in two large‐size European companies about the role of logistics to achieve competitive advantage through information systems. Offers an interpretation of its results by using the logistics information and communication systems model and provides a conceptual representation of the role of information‐based logistics management as a competitive tool. Concludes with the proposal of an operational framework for strategic decision making in logistics management.
Optimization of documentation systems in the electronics industry of Hong Kong
Authors: Wong L.H. , Yeung K.W. , Lee Y.S.
Published: July 2002

Many people believe that good documentation systems are vital for quality performance of a company. However, if the system is not optimized or it does not take the specific industry into consideration, inefficiency may result. Therefore, in the process of implementing the ISO 9000 standards, careful matching between the standard requirements with the practical characteristic of the industry is very important. Based on a questionnaire survey of the electronics industry in Hong Kong, this paper describes the research findings in searching to optimize the documentation system for this industry.
Push technology supporting IS/IT management decisions
Authors: de Marco Marco , Sorrentino Maddalena , Carignani Andrea
Published: July 2002

The growth of the public Internet and enterprise intranets as a digital distribution mechanism for information has exploded and today one of the most promising developments is the so‐called push technology. Current push technology‐based packages deliver customised news to users’ desktops, reducing the burden of acquiring and integrating data from multiple and dynamic sources. Aims to discuss the potential of push technology in integrating current techniques for evaluating IS/IT investments.
Quality management for an infrastructure construction project in Hong Kong
Authors: Au Joe C.W. , Yu Winnie W.M.
Published: July 2002

Describes the quality management experience of a large‐scale infrastructure construction project in Hong Kong. Though the importance of quality has long been realized in the Hong Kong construction industry since the Government announced that only ISO 9000 certified construction firms can tender for its projects. However, limited research work has studied the practical problems and obstacles of quality management in a real situation of an infrastructure project. In this paper, based on the findings from a questionnaire survey and data analysis of quality audits, the current problems of contractors’ quality management in an infrastructure construction project were identified, the causes of critical problems were investigated, and a model for managing contractors’ performance was developed.
Designing the green supply chain
Authors: Beamon Benita M.
Published: July 2002

The supply chain has been traditionally defined as a one‐way, integrated manufacturing process wherein raw materials are converted into final products, then delivered to customers. Under this definition, the supply chain includes only those activities associated with manufacturing, from raw material acquisition to final product delivery. However, due to recent changing environmental requirements affecting manufacturing operations, increasing attention is given to developing environmental management (EM) strategies for the supply chain. This research: (1) investigates the environmental factors leading to the development of an extended environmental supply chain; (2) describes the elemental differences between the extended supply chain and the traditional supply chain; (3) describes the additional challenges presented by the extension; (4) presents performance measures appropriate for the extended supply chain; and (5) develops a general procedure towards achieving and maintaining the green supply chain.
Managing purchasing in a supply chain context – evolution and resolution
Authors: Fung Patrick
Published: July 2002

Traces the development of purchasing from a materials acquisition function to supply chain management. The paradigm shifts to recognising every purchase is also a sale and that purchasing is more than buying. Contemporary purchasing incorporates strategic procurement – aligning suppliers’ performance with purchasers’ business strategies, supplier‐base management – managing the structure and culture of supplier relationship, and lean supply organisation – energising internal and external organisational teams through flexible structures and responsive information systems. Tasks for purchasing and supply chain management can be differentiated at the operational, administrative and entrepreneurial levels. An incremental approach is recommended to changing practices and policies by encouraging organisational learning, teamwork and dissemination of experience with supply chain management.
Expert system: defection and perfection
Authors: Raggad Bel G. , Gargano Michael L.
Published: July 2002

Unlike other computer‐based information systems, expert systems (ES) are characterized by the satisficing and conservative behavior of their users. Shows that the learning curve may be used to model user dependency on ES technology. Even though user dependency relates to ES quality control parameters (for example, Raggad’s 13 ES quality attributes) only dynamic or late binding features really affect ES dependency: ES learning capability and ES recommendation anticipation. There is hence a learning race between the system and the user. If user learning prevails, then there will be user defection. If system learning prevails, then there will be system perfection. Proposes failure analysis based on user defection due to the absence or underutilization of machine learning. ES owners can adopt this model to design a subsystem capable of transforming user defection analysis into a strategic plan for ES management.
Shortcomings and benefits associated with the implementation of MRP packages: a survey research
Authors: Braglia Marcello , Petroni Alberto
Published: July 2002

This paper present the results of a study of material requirements planning (MRP) implementation in the packaging machinery‐building industry. The research, in particular, has addressed such issues as management and employee responses and the actual versus expected financial and production/logistics benefits. Some of the findings are that, generally, benefits of MRP packages include higher productivity and product quality, that attitudes towards the installations before installation were positive, that the majority of larger companies would purchase more advanced and integrated systems (MRP II and ERPs) in the future and that supplier involvement and project planning (this latter for larger firms) were important components of the effective management of MRP packages introduction.
A sequence algorithm for minimising makespan in multi‐part and multi‐machine flowshop cases
Authors: Hong Choi Shiu , Siu Lung Lee James
Published: July 2002

Minimising makespan aims to achieve high utilisation of equipment and resources by getting all jobs out quickly. This is an important scheduling criterion, especially for automated systems, because of the high investment cost. The problem, however, becomes complex when many parts and machines are involved. This is because different parts may require different numbers of operations, and there are many possible schedules. For small problems, a mathematical programming model for minimising makespan is formulated. For large problems, a sequencing algorithm based on decomposition and pairwise comparison is proposed. The idea of “total overlapping time” in the sequencing algorithm is introduced to determine the solution of each sub‐schedule. It maximises the number of jobs working at different machines at the same time, while satisfying the parts’ operation precedence and machine constraints. The differences between this method and the traditional graphical method are discussed. The sequencing algorithm significantly reduces the number of schedules for consideration and hence, the computational power required.
Make vs buy vs partnership in distributing commodities: a case study and a methodology
Authors: Spina Gianluca , Campanella Nicola , Codeluppi Giampaolo
Published: July 2002

This paper deals with the decision making about the strategic alternatives for distributing a commodity – the bulk cement – characterised by an extremely high incidence of the transportation costs. It is based on the case of Italcementi Group (ITC), the largest European producer of cement, leader in Italy with a share higher than 30 per cent and growing abroad through acquisitions and foreign direct investment in Europe, North America, Middle East and North Africa. This paper shows a methodology to select the most suitable alternative between own account, hire and reward and long‐term partnership to distribute basic commodities, given the existing manufacturing base (facility locations are given). The methodology takes into account the context of the local markets and supply of logistic services and considers multiple performance criteria.
Strategy and continuous improvement in small‐to‐medium Australian manufacturers
Authors: Chapman Ross , Hyland Paul
Published: July 2002

While Australian firms have generally recognised the value of continuous improvement (CI) in improving performance, many have yet to develop systems to ensure that the efforts of the CI program are focussed on issues of strategic importance to the company. In fact, as recognised in operations management generally, CI activities can have a significant impact on the development of strategy as well as its implementation. The research reported here uses a CI mapping methodology to chart the relationship between CI and strategy in small‐ to medium‐sized manufacturers. Analysis of the link between the firms’ strategies and CI programs indicates that most firms involved in the study made little attempt to link the two and some appear to be unaware of any need to do so. However, such findings seem to be dependent on company size, the maturity of the CI program and the competitive position of the firm. The paper also includes an examination of the role of operations and shopfloor CI in company strategy, particularly as related to SMEs.
Infrastructure under construction: continuous improvement and learning in projects
Authors: Gieskes José F.B. , ten Broeke André M.
Published: July 2002

Continuous improvement and learning are popular concepts in management literature and practice. Often they are situated in an environment where the work is of a repetitive nature. However, there are a lot of organisations where (part of) the primary processes are carried out by means of projects. An example is organisations involved in management of infrastructure. A survey into the state‐of‐the‐art of continuous improvement and learning in this sector was carried out at the end of 1997. The sector is part of the construction industry, which has some very distinctive characteristics that are not necessarily conducive to continuous improvement and learning. The survey results sketch a picture of organisations that have sufficient capabilities for carrying out and managing projects, but are not really oriented towards improvement and learning. They are struggling with these concepts, do not use available tools and techniques, and hence are depriving themselves of possibilities to improve their performance.
Intelligent systems in manufacturing: current developments and future prospects
Authors: Meziane Farid , Vadera Sunil , Kobbacy Khairy , Proudlove Nathan
Published: July 2002

Global competition and rapidly changing customer requirements are demanding increasing changes in manufacturing environments. Enterprises are required to constantly redesign their products and continuously reconfigure their manufacturing systems. Traditional approaches to manufacturing systems do not fully satisfy this new situation. Many authors have proposed that artificial intelligence (AI) will bring the flexibility and efficiency needed by manufacturing systems. This paper is a review of AI techniques used in manufacturing systems. The paper first defines the components of a simplified intelligent manufacturing systems (IMS), the different AI techniques to be considered and then shows how these AI techniques are used for the components of IMS.
Improving effectiveness of manufacturing systems using total quality maintenance
Authors: Al‐Najjar Basim , Alsyouf Imad
Published: July 2002

In manufacturing systems intelligent techniques are being used to integrate and interpret data from multiple sensors to predict tool wear and tool life. Less attention is devoted to developments of integrated condition monitoring systems, which enable the user to evaluate a multi‐variant system based on the data collected from, e.g. maintenance, quality, production, etc. In this paper we discussed different approaches of how to keep availability, quality and productivity at high levels. Also, we proposed a new approach for an expert system concept, which is characterised by using a total quality maintenance (TQMain) concept; having a common database, and a continuously improved knowledge base with an intelligent inference engine. It can enhance data reliability, decision making certainty, remove the redundancy in monitoring systems, and allow the user to detect and eliminate reasons behind variations through effective diagnosis and prognosis. This will enhance the performance‐efficiency, availability and quality rate, i.e. overall equipment effectiveness of the manufacturing systems.
Manufacturing best practice and human intellectual energy
Authors: Barker Bob
Published: July 2002

This paper argues that manufacturing system effectiveness has been severely weakened by the inefficient use of human intellectual energy and that traditional measures of human inputs are simplistic and fail to identify vital contributions to developing value adding capability. Directing and maintaining intellectual energy while attempting a restructuring or re‐engineering programme is seen as a typically difficult example of this much overlooked area. In particular, levels of physical activity must not be confused with intellectual output or the much needed mindset changes. Observations and outcomes from five UK manufacturing companies are used to expand the views presented by the author.
Investment appraisal techniques for advanced manufacturing technology (AMT): a literature review
Authors: Chan F.T.S. , Chan M.H. , Lau H. , Ip R.W.L.
Published: July 2002

This paper presents an overview and guidance for manufacturing companies which are preparing to invest in advanced manufacturing technology (AMT). The purpose of this paper is to explain the reasons why the company may encounter problems while adopting AMT, and to look at the many suggestions offered by the relevant literature for improving the performance of evaluation in AMT investment. According to the four major steps in adopting AMT (i.e. strategic planning, justification, training and installation, and routinization and implementation), the research work here aims to assist managers or investors to recognize problems at each step, thus offering appropriate ways to avoid and/or solve those problems. It is believed that improved justification methods will encourage more firms to invest in AMT and to realize the benefits these investments can offer.
A survey to assess the use of a framework for manufacturing excellencce
Authors: Gilgeous Vic , Gilgeous Maria
Published: July 2002

Fieldwork in several “best practice” companies showed that the important performance objectives sought to fulfil each company’s manufacturing strategy were achieved through the use of initiatives and supporting enablers. A manufacturing excellence framework shows how these initiatives and enablers combine to support manufacturing excellence. This work explores the validity and usefulness of this framework by means of a postal survey conducted across a wide base of manufacturing companies in the UK. The nature of the questionnaire is outlined together with the results from the analysis of the data obtained from the questionnaire. The results show the framework will contribute significantly to manufacturing excellence. Also when the framework is used to identify those initiatives that are crucial to the fulfilment of the manufacturing strategy then the company’s overall business strategy is more effectively executed.
Success factors for improvement and innovation of process technology in process industry
Authors: Lager Thomas , Hörte Sven‐Åke
Published: July 2002

In a study of the development of process technology in the process industry, 25 potential success factors were developed and later ranked in a survey to R&D managers in the European process industry. The results show that success factors for process development and product development are different, but also that success factors for process improvement and process innovation are different. For R&D managers in the process industry, the success factors can be used as a “shopping list” for the development of a company‐specific list of success factors for process development. The difference between success factors for process improvement and process innovation indicates that there is a need to better distinguish between process development work of different nature and content.
The Integration of JIT and FMS:
Authors: Chen Injazz J. , Chung Chia‐Shin , Gupta Atul
Published: July 2002

The shift from manufacturing standard products in high volume to
providing a wide variety of products in low volumes has necessitated a
dramatic change in manufacturing strategies moving away from the
traditional approaches which exploit economies of scale. This has
influenced the design of production systems, where the principles of
flexible manufacturing systems (FMS) and just‐in‐time (JIT) are
recognized as effective techniques for enabling corporate objectives to
be met. By a combination of the principles of FMS and JIT, flexibility
and reduced inventory costs can be incorporated into the design and
control of a manufacturing unit. Outlines issues and decisions related
to the successful “integration” of FMS and JIT.
Developing Strategic Information Systems
Authors: Karababas Sotiris , Cather Harold
Published: July 2002

Describes a systematic approach to strategically planning the
development of information systems within an organization. It comprises
four main phases: initiation, data collection, strategy formulation and
short‐term development. Critical success factors are used to prioritize
proposed information systems, so that those giving competitive advantage
to the organization can be highlighted for immediate development. The
methodology does not depend on external consultants or complex software
development tools and can be used by small and large organizations. It
results in a quick, flexible plan for implementing information systems
in a way synergetic with the organization′s goals.
Information Systems Development for Concurrent Engineering
Authors: Wilson Francis A. , Wilson John
Published: July 2002

An integrated CEIS underpinned by heterogeneous database management
technology is an ambitious effort to integrate the information
processing work of an entire organization. In an organization which is
large, decentralized and dynamic, problems of linking widely differing
data‐oriented functional area information systems become apparent. A key
feature becomes the means of facilitating the creation, manipulation and
dissemination of the social and technical knowledge necessary for the CE
participants to work together within the operating policies, procedures
and standards of the organization. The real benefits of a CEIS supported
by heterogeneous database technology will be derived from its
constructive combination with the host organization and whether people
understand and effectively exploit the information they are receiving in
the form of new ideas to be expressed in terms of innovative product
development.
An Exploration of Concepts in System Integration
Authors: Mejabi Olugbenga O.
Published: July 2002

As manufacturing gets ever more competitive, integration will come to be seen as a means whereby performance can be improved while flexibility is, at the same time, also being enhanced. Takes a fundamental look at the concept of integration to determine its essential properties. It is expected that this will lead to a better understanding of the concept, and also to applications in manufacturing environments which might ultimately lead to a full realization of computer integrated manufacturing (CIM).
A Development System for Intelligent Agent Manufacturing Software
Authors: Kwok A.D. , Norrie Douglas H.
Published: July 2002

The intelligent agent object (IAO) system is a multi‐paradigm development environment which can be used to create intelligent agent systems for manufacturing or other domains. The IAO system was developed from the rule‐based object (RBO) system which is a programming environment integrating both the rule‐based and object‐oriented paradigms. Propagation‐oriented programming, access‐oriented programming and group‐oriented programming are among the extensions included in the IAO system. Its most unusual contribution is the propagation‐oriented programming paradigm which is not found in most systems. A key application is the messenger inferencing structure which is a user‐extendable framework supporting multiple knowledge representation, meta‐inference control, and distributed inference. This allows the IAO system to go beyond predicate logic based production rule programming. New developments are also introduced for access‐oriented programming. The IAO system can be used to develop integrated manufacturing systems such as the prototype automated guided vehicle planning and control system, which is briefly described.
Making manufacturing flexibility operational – part 2
Authors: Nilsson Carl‐Henric , Nordahl Håkan
Published: July 2002

Structures the concept of flexibility by making clear distinctions
in three generic dimensions, describes the use of the framework for
manufacturing flexibility by working through a concrete example. The
framework was presented in “Making manufacturing flexibility
operational – part 1: a framework”, IMS, Vol. 6 No.
2. Makes distinctions between the concept of flexibility in the three
generic dimensions: utilized flexibility versus potential flexibility,
external flexibility versus internal flexibility, and requested
flexibility versus replied flexibility. The framework makes a clear
distinction between the internal and the external factors impinging on
the company, and brings together the market demand for flexibility, the
characteristics of the production system, and the flexibility of the
suppliers. Furthermore, pursues the connection from the strategic level
to the single resource characteristics in the production system. Using
the framework as a systematization for handling flexibility related
issues in companies, can be especially useful for managers.
Measuring the production range flexibility of a FMS
Authors: Stockton David , Bateman Nicola
Published: July 2002

In order to ensure that the introduction of a flexible
manufacturing system confers overall benefits to a company there is a
need to be able to measure quantitatively and then control flexibility
levels. Initially identifies the various types and levels of flexibility
that are important to a manufacturing concern. Identifies production
range flexibility as that defining the universe of part types that a
manufacturing system can process. Proposes a methodology that will
enable probability measures to be established for each type of
flexibility that contributes to the production range flexibility of a
manufacturing system. In addition measuring flexibilities in terms of
probabilities enables quantitative relationships to be established
between levels of flexibility. Concludes that the result is an
integrated system for measuring flexibility that can be used at both the
strategic and operational planning and control levels.
Tool management in flexible manufacturing systems
Authors: Shayan Ebrahim , Liu Chao‐Liang
Published: July 2002

Describes a systematic way to design and develop a generic
relational model for a tool management system in FMS. Reviews the need
for tool database management in FMS and discusses the advantages.
Highlights the requirements for a successful tool database and presents
a systematic way to design and develop a relational tool database. The
developed tool database is implemented by using the ORACLE database
management system. Finally, presents four demonstration runs.
Status monitoring and error recovery in flexible manufacturing systems
Authors: Syan Chanan , Mostefai Yousef
Published: July 2002

The automated manufacturing systems of the future can only be feasible if they have capabilities to recover automatically from faults and errors effectively and efficiently. Reports on the work carried out looking at error recovery problems in manufacturing cell controllers. Cell control systems also invariably manage and schedule work in an automated cell as well as carrying out the general tasks of communications, sequencing and recording. Presents a model for error recovery capability which uses system information, data and prior knowledge of errors to recover from system errors. Elucidates the structure and operation of the cell controller developed. Work so far has shown promise in achieving automatic recovery capability in cell control systems. Finally identifies further developments for future work.
Computer‐integrated manufacturing assembly system design
Authors: Nkasu Michael M. , Hung Leung Kwan
Published: July 2002

Describes a systematic procedure for the design of a manufacturing
assembly system, which has been developed in response to the problems
associated with the allocation of tasks to workstations, under
conditions of uncertainties (and, hence, risks) in some key system
parameters. Adopts the methodology of stochastic modelling, whereby
various probability distributions are integrated within a modified
COMSOAL algorithm, as a means of addressing the uncertainties associated
with key manufacturing assembly system variables, such as cycle time and
task times. The proposed computer‐oriented methodology is code‐named
CIMASD, and incorporates four basic objective criteria options:
minimizing the number of workstations; minimizing the balance delay;
minimizing the cycle time; or a combination of two or more. Discusses
four variants of the CIMASD methodology, designed and equipped to
reflect on various uncertainty circumstances under which manufacturing
assembly system designs are performed in practice. Demonstrates the
efficacy of the CIMASD methodology by applying two of its variants to a
case study. Shows that the proposed methodology is capable of
facilitating far more informative manufacturing system design than would
otherwise be possible: CIMASD can incorporate effective cost saving
features, which are useful in the planning, designing and scheduling of
workstation tasks, in a typical manufacturing assembly system design.
Workshops for improving manufacturing effectiveness
Authors: Gilgeous Vic
Published: July 2002

Outlines the scope and application of three workshops and their
particular uses in the manufacturing environment. Describes the approach
taken in each of three workshops designed to improve manufacturing
effectiveness. The workshops can be used in a linked integrative way and
have been developed and tried and tested on managers and students of
management. They are highly participative and interactive. Workshop 1
helps sift out those elements of the key support areas to manufacturing
which are causing the company′s manufacturing to be ineffective.
Workshop 2 highlights those areas of capability in a company which are
impeding progress and improvements being made to those areas of concern
identified in the company. Workshop 3 is concerned with the process of
developing action plans to tackle the areas of concern and capability
issues in the company and also examines the provision of skills,
resources and degree of empowerment given to those who are expected to
fulfil the action plans. Feedback shows that the participants found the
workshops interesting, enjoyable, and stimulating; valuable vehicles for
managerial and educational development and a direct and effective way of
improving a company′s manufacturing effectiveness.
Implementing SPC in a small organization: a TQM approach
Authors: Krumwiede Dennis , Sheu Chwen
Published: July 2002

States that total quality management (TQM) is an accompanying philosophy for companies who desire to be competitive in the global market, and the importance of statistical process control (SPC) to TQM is well recognized. Points out that, however, in practice, the implementation of this portion of TQM has not been easy for small companies as many practitioners have experienced. Reviews problems that a small organization encounters when installing or attempting to install an SPC system. Highlights many factors that are important to SPC implementation such as planning for customer satisfaction, identifying tasks to be performed, and empowering workers with responsibility. Suggests a six‐step procedure and several useful devices for implementing an SPC pilot study. The result of the case study demonstrates to managers and workers that SPC has validity in a small company even with batch processes. This successful SPC pilot study should encourage small companies to incorporate SPC in a similar manner within their organizations.
Improvement initiative paths in operations
Authors: Filippini R. , Forza C. , Vinelli A.
Published: July 2002

Considers the improvement initiatives which companies implement in operations, in the areas of design, supply and production (for example, design computerization, linkages with suppliers, JIT, quality improvement, flexible automation, etc.). By means of a survey examines the question of the existence of different paths followed by companies to innovate their operations and obtain better performance levels. Identifies four different paths, which have been labelled pioneers, innovators, followers and discriminators on the basis of the number of initiatives undertaken, an earlier or later start‐up, the sequence of their start‐ups and the level of penetration reached within the plant. Examines the four paths in relation to the characteristics of the business environments in which the companies examined operate and their performance levels.
A decision‐support system for scheduling in a customer‐oriented manufacturing environment
Authors: Olumolade Molu , Norrie Douglas
Published: July 2002

An intelligent decision‐support system was designed for assessing schedulability prior to assigning parts for scheduling. This was designed as part of a larger system for intelligent, real‐time control of a manufacturing system operation, where one of the system objectives was just‐in‐time delivery of production output. The manufacturing system was a conventional cellular manufacturing system where machines were assumed occasionally to fail. All necessary requirements for the processing of a job should actually or anticipatively be satisfied before a job is scheduled. The decision‐support system attempts to satisfy these requirements. The system thus helps the decision maker to make the right decision when system and customer constraints are violated. Illustrates the operation of the system through an example.
Implementing team‐based cells in Australia: a configurational process approach
Authors: Badham Richard , Couchman Paul
Published: July 2002

Considers the Smart Manufacturing Techniques project designed to implement team‐based manufacturing cells in participating Australian companies. Draws on case studies of the three participating groups to explore the nature of socio‐technical implementation processes. Argues that an improved understanding of socio‐technical systems is needed, and that action research is the best method to do that. Concludes by presenting a configuration process model and applies this to show how it can illuminate the implementation of team‐based cells in the three case study companies.
Enhancing flexibility of vision‐based robots using an artificial neural network approach
Authors: Kok Sim Siang , Yeong Teo Ming
Published: July 2002

Describes work based on the hypothesis that the use of artificial neural networks can imbue vision‐based robots with the ability to learn about their environment and hence enhance their competence and flexibility. The Neocognitron neural network provides the vision‐based robot with the capability of learning about its environment through training to recognize certain objects. The Neocognitron network is selected because of its ability to tolerate translational, rotational and scaling invariance in the input pattern of objects. Presents results which support the use of Neocognitron in enhancing the flexibility of vision‐based robots.
Quick response in the textile‐apparel industry and the support of information technologies
Authors: Forza Cipriano , Vinelli Andrea
Published: July 2002

Underlines the importance of quick response strategy in the textile‐apparel industry chain and presents some considerations concerning the organizational, management and technological conditions necessary for its achievement. Provides examples of the utilization of telecommunications in the textile‐apparel industry, and highlights what changes have been made and the advantages gained. Analyses the role played by information technology in the interaction between the actors in the chain. Examines the conditions and elements which make quick response possible in the chain. Concludes that quick response is a time‐based strategy which requires greater collaboration along the whole textile‐apparel chain.
A methodology for data gathering and analysis in a logistics simulation project
Authors: Lehtonen Juha‐Matti , Seppala Ulla
Published: July 2002

Presents a methodology called controllability analysis in logistics. Controllability focuses on two first steps of the simulation project: problem definition; and data gathering and analysis. The aim of the analysis is to reveal the potential improvement areas, and define and analyse the data so that they are ready for the simulation process. Clarifies with a case study the methodology and its use as a part of a logistics simulation project.
Simultaneous route selection and cell formation: a mixed‐integer programming time‐cost model
Authors: Sarker Bhaba R. , Li Kun
Published: July 2002

Presents a mixed‐integer programme to simultaneously select part routeings and form machine cells in the presence of alternate process plans so that the total cost of operating and intercell material handling is minimized. Demand for parts, machine capacities, number of cells to be formed, and number of machines in a cell are included in the model. Includes an example to illustrate the solution technique of the problem of practical instance.