bluuebunny/crossref_metadata_2025 huggingface dataset:
Vehicle Routeing in Large Organizations: A Case Study
Authors: Sateesh C. , Ray Pradip K.
Published: September 2004

Logistics may be defined as the provision of goods and services
from a supply point to a demand point. In recent times the cost of
transport has become a major expense for organizations as a result of
escalating fuel costs and higher capital costs for the replacement of
vehicles. Hence vehicle routeing in an organization has become an
important managerial function for the availability of transport
facilities, minimizing the late arrival of the vehicles and providing
good service to the employees. Discusses the formulation, solution
algorithms, and implementation strategies to be followed in vehicle
routeing in a public sector undertaking in India, employing 7,861
people. The well known Clarke and Wright algorithm has been used to
obtain the initial solution, and the norms formulated by the management
are used to help implement the action plans so as to improve
vehicle‐routeing efficiency. Highlights specific financial and other
benefits on application of the required routeing. Also mentions some of
the limitations of the approach.
Modelling and Analysis of Just‐in‐Time Manufacturing
Systems: A Review
Authors: Singh N. , Brar J.K.
Published: September 2004

Provides a comprehensive review of various modelling approaches
related to Just‐in‐Time (JIT) manufacturing. JIT is essentially a
philosophy for reducing lead time as well as excessive work‐in‐progress
inventories. Based on this concept a number of techniques have been
developed for the design, planning, scheduling and control of JIT
manufacturing systems. Reports on a comparative study of these
approaches for JIT manufacturing along with the conventional
manufacturing approaches and alternative systems for JIT manufacture.
Explores future research areas.
Market‐driven Strategies and the Design of Flexible
Production Systems: Evidence from the Electronics Industry
Authors: Bennett David , Forrester Paul , Hassard John
Published: September 2004

Links the concept of market‐driven business strategies with the
design of production systems. It draws upon the case of a firm which,
during the last decade, changed its strategy from being
“technology led” to “market driven”. The
research, based on interdisciplinary fieldwork involving long‐term
participant observation, investigated the factors which contribute to
the successful design and implementation of flexible production systems
in electronics assembly. These investigations were conducted in
collaboration with a major computer manufacturer, with other electronics
firms being studied for comparison. The research identified a number of
strategies and actions seen as crucial to the development of efficient
flexible production systems, namely: effective integration of
subsystems, development of appropriate controls and performance
measures, compatibility between production system design and
organization structure, and the development of a climate conducive to
organizational change. Overall, the analysis suggests that in the
electronics industry there exists an extremely high degree of
environmental complexity and turbulence. This serves to shape the
strategic, technical and social structures that are developed to match
this complexity, examples of which are niche marketing, flexible
manufacturing and employee harmonization.
Lessons from Nissan′s British Suppliers
Authors: Carr C.H. , Truesdale T.A.
Published: September 2004

Explores differences between Japanese and European models of
assembler‐supplier co‐operation in the light of the experiences of
Nissan′s British suppliers. The critical adjustments requiring to be
undertaken by local suppliers are investigated using empirical evidence
from customer and supplier interviews, followed up by a more
comprehensive survey. These involve subtle, yet fundamental, changes in
companies′ managerial philosophies.
Forecasting Systems for Production and Inventory Control
Authors: Fildes Robert , Beard Charles
Published: September 2004

Quantitative forecasting techniques see their greatest application
as part of production and inventory systems. Perhaps unfortunately, the
problem has been left to systems analysts while the professional
societies have contented themselves with exhortations to improve
forecasting, neglecting recent developments from forecasting research.
However, improvements in accuracy have a direct and often substantial
financial impact. This article shows how the production and inventory
control forecasting problem differs from other forecasting applications
in its use of information and goes on to consider the characteristics of
inventory type data. No single forecasting method is suited to all data
series and the article then discusses how recent developments in
forecasting methodology can improve accuracy. Considers approaches to
extending the database beyond just the time‐series history of the data
series. Concludes with a discussion of an “ideal”
forecasting system and how far removed many popular programs used in
production and inventory control are from this ideal.
Applying Contemporary Forecasting and Computer Technology
for Competitive Advantage in Service Operations
Authors: Lee T.S. , Feller Steven J. , Adam Everett E.
Published: September 2004

Applies time‐series forecasting, a traditional operations analysis
methodology, to develop a forecasting procedure and ordering policy for
a natural‐gas customer of Columbia Gas of Ohio, USA. Evaluates six
time‐series methods and four operating policies against four commonly
used measures of error and the cost consequences of error to the
customer. Demonstrates that time‐series forecasting and decision theory
developed by operations and applied in an actual industrial situation
can become a powerful marketing technique. Provides further insights
into evaluating forecasting models and ordering policies, demonstrating
that introducing optimal planned bias is a robust
decision‐making/forecasting approach within services. There are three
parts to the study. The first is a straightforward testing of
forecasting methods, using the forecasts as the natural‐gas ordering
policy. Results vary depending upon how well forecasts are fitted to the
data. For example, one inaccurate forecast with a poor fit incurs a
penalty cost of $179,270, while the best forecast results in a
penalty cost of $27,081. The second part evaluates two additional
complex ordering rules with the same forecasting methods, further
reducing the lowest cost to $17,709. The third part is a
technical analysis reflecting a redesign of the study, demonstrating the
difficulty of generalizing when characteristics of the underlying demand
change. Concludes that the best forecasting model/operating policy is to
use the very basic forecasting model of simple moving average (or the
equivalent, first‐order exponential smoothing) combined with an optimal
planned bias ordering policy, i.e. with the planned introduction of
bias.
The Process of Implementing Industrial Robots in Spanish
Industry
Authors: Jimenez Julio , Martinez Angel , Navarro Luis , Polo Yolanda , Tomas Luis
Published: September 2004

Studies the process of implementing industrial robots in Spanish
industry. Most of the firms surveyed already had experience of
automation and used the first robot to gain experience of this new
technology. The training and integration of staff in the project, the
firm′s technology level and support from top management were found to be
the factors which have the most influence on producing positive results
when robots are introduced.
Automatic Data Collection Systems: Observed Benefits and
Problems
Authors: Byrd Christoph Orinda , Stevens Scott P. , Christoph Richard T.
Published: September 2004

The current goal of many US firms is to become the highest quality
and lowest cost leaders in their markets. Achieving this goal requires
major changes in how products and services are produced. Many systems
have been developed to assist firms in accomplishing this goal; they
include such diverse areas as Just‐in‐Time manufacturing (JIT), Material
Resource Planning II (MRP II), Automatic Storage and Retrieval Systems
(ASRS), Electronic Data Interchange (EDI), CAD/CAM, Computer Integrated
Manufacturing (CIM), and Flexible Manufacturing Systems (FMS). One key
element in the success of these systems is that accurate data concerning
plant operations must be immediately available to those who need it.
More and more frequently, this requirement is being addressed through
the use of automatic data collection systems (ADC). Seeks to provide
insights into the application of ADC systems in US industries. Considers
the type of data collection system installed, the implementation and
operational problems encountered, and the degree of success enjoyed by
the firm using ADC. Data were gathered via a survey instrument
administered to the membership of a national organization, the Institute
of Certified Professional Managers (ICPM).
Towards a Framework for Aligning Implementation of Change
Strategies to a Situation‐specific Context
Authors: Berger Anders
Published: September 2004

Discusses implementation of commonly used change strategies. Puts
the emphasis on the problems of utilizing existing experience in the
implementation of a change strategy, and on the problems of transferring
experience from one change effort to another. Provides a case
description to illustrate these problems and the following discussion
implies that part of the limitations are due to the linear logics and
blueprint planning found in change programmes. Other suggested
contributing factors concern the dynamic aspects of change and the
problem of keeping different perspectives on change simultaneously in a
development programme. Presents a preliminary model for analysing change
programmes in a situation specific context. The model focuses on
considerations made within and between three generic components
affecting the implementation of change efforts; change strategy, change
organization and change evaluation.
Measuring Product Goal Congruence: An Exploratory Case
Study
Authors: Neely Andy , Wilson John
Published: September 2004

Argues that a key, albeit implicit, theme which runs through much
of the manufacturing management literature is goal congruence. After
exploring the concept of goal congruence, proposes a methodology for its
measurement. This methodology has been used in two small manufacturing
enterprises (SMEs) in the UK. Presents some preliminary results from the
interviews conducted in one of the SMEs. In the final section the
authors explain their wider thoughts on goal congruence and highlight a
number of areas which require further research.
Design of Production Systems for Batch Production in Short
Series to Reduce Lead Time
Authors: Rosander Kurt
Published: September 2004

Companies using production of small batches, with a large number of
products made in a number of variants, often have a high level of work
in progress. Much has been published recently about production flow
groups and balancing of flow to solve the problems experienced in these
companies and production flow groups seem to be regarded as a panacea.
This means that the cost of fixed assets for this type of industry will
increase, but less capital will be tied up in products and work in
progress. Assesses whether production flow groups are in reality the
optimal way of organizing batch production and gives some assistance in
the design of systems for batch production in order to achieve shorter
lead times and decreased costs. The results of case studies show that
there is not a single solution to the problems, although a large number
of advantages are realized. Compared to the traditional way of
organizing production this way of operating breaks down the organization
into small units, adapts the production organization to prevailing
conditions and unites the different parts into a functioning whole,
together with the planning function.
The Flexibilities of Push and Pull
Authors: Slack Nigel , Correa Henrique
Published: September 2004

Examines two differing manufacturing operations and characterizes
their manufacturing planning and control (MPC) systems. The primary
concern of this categorization analysis is to examine the similarities
and differences between the flexibilities inherent in each operation′s
MPC system. One company has a system which is primarily a push‐based
system, the other largely a pull‐based system. Examines different
categories of flexibility in terms of both range flexibility (how far
the system can cope with the change) and response flexibility (how fast
the system can cope with change). The major conclusion is that
pull‐based systems have flexibility characteristics which are
characterized by relatively clearly thought‐out discontinuities in their
range response curves.
Applying Service Concepts in Manufacturing
Authors: Voss Chris
Published: September 2004

The research reported examines the role of service in
manufacturing. Focuses on the degree to which Chase′s “Service
Factory” concept is applicable in the UK. Also examines the role
of service in four manufacturing companies. It was found that the roles
reported by Chase in the USA are also used by a number of UK companies,
and it is concluded that the service‐factory concept is robust and is
not necessarily embedded in some of the cultural norms of the USA, as
are some TQM practices. The case data indicated that the source of
customer service may be in customers being served by various parts of
the organization, that customer service is complex and that service
levels are a function of both manufacturing and distribution.
This would seem to point to the distribution view of customer service,
the field‐service view and/or the service‐factory view being too narrow
in terms of the company as a whole.
The Operations Management Challenge in the Delivery of
Complex Human Services
Authors: Harvey Jean
Published: September 2004

Focuses on the problems associated with the dynamic harmonization
of the actions of two or more complex and different human service
agencies, in such a way that service packages are regularly reviewed in
order to meet the changing needs of the client. Co‐ordinating the
interventions of practitioners from different professions, employed by
different organizations and working on the same cases, poses great
challenges to operations managers. Elements of solutions currently being
tested include the definition of a detailed delivery process common to
all providers of human services to a given category of clients, the
personalization of contact points between professionals (i.e. the
human‐service equivalent of just‐in‐time in manufacturing) and the use
of individualized service plans.
ITEC: An Integrated Manufacturing Instructional Exercise
Authors: Berry William L. , Mabert Vincent A.
Published: September 2004

Describes an integrative microcomputer‐based exercise, ITEC, used
in teaching manufacturing strategy and manufacturing planning and
control courses. The exercise allows students the opportunity to gain
actual experience in making strategic decisions in manufacturing and in
managing the flow of materials in complex operations. It gives students
experience in making process choice decisions, and reinforces their
understanding of the difference between the planning and execution
decisions necessary to manage manufacturing operations using MRPII
planning logic under dynamic conditions. It provides experience in
managing both batch and line operations and is useful in demonstrating
the introduction of Just‐in‐Time manufacturing. The exercise also
provides experience in scheduling and co‐ordinating vendor operations to
support manufacturing requirements. Because of the uncertainty in
customer demand, process yields and vendor deliveries, students gain
insight and facility in managing complex operations with imperfect
information. Outlines the structure of ITEC, its educational benefits,
and its application within undergraduate, masters and executive
education classes.
Modelling the Turnover Rate of a Production System as a
Performance Indicator
Authors: Gunasekaran A. , Goyal S.K. , Martikainen T. , Yli‐Olli P.
Published: September 2004

In any organization, the information relevant to the problem area
is essential in making decisions. The top management makes decisions
like expansion of the plant, automation, recruitment of senior personnel
and diversification of products, etc. There are many kinds of tools or
methods available to analyse these problem areas. Among these, turnover
rate is useful for many purposes, especially in evaluating the
performance of an organization. Here, the turnover rate is considered in
order to identify the effect of the number of types of products or
product mix on the performance of a manufacturing system. It can be
defined as the ratio of average demand to average inventory level. The
model presented discusses the effect of the number of products/product
mix on the turnover rate of a production system when the appropriate
market value of the products is considered. The turnover rate discussed
is based on the economic production quantity (EPQ) and the manufacturing
cycle time of each product. An example is presented to explain the
application of the model.
Characteristics of Periodicals for Potential Authors and
Readers in Production and Operations Management
Authors: Ansari A. , Lockwood Diane , Modarress Batoul
Published: September 2004

Journals and industry publications are important in communication
among production and operations‐management academics and practitioners.
There have been calls for more cross‐disciplinary research and greater
emphasis on applied benefit. Describes an attempt to identify relevant
periodicals, together with their publication characteristics and
readership exposure indices. The authors conclude that even if research
agendas are changed to emphasize practitioner‐relevant research, that is
of little benefit if the readership of academic journals remains low. It
is suggested that other outlets, particularly those with high readership
exposure, should be regarded as legitimate publication outlets for such
research.
A New Contingent Critical‐ratio Technique
Authors: Liao Ching‐Jong
Published: September 2004

Critical‐ratio technique is a common approach used to identify the
next job to run on a machine. Recently, an alternative procedure, known
as the contingent critical‐ratio technique, has been proposed and proved
to be superior to the conventional critical‐ratio rule. Examines the
logic of the contingent critical‐ratio technique and proposes a new
procedure. Experimental results show that the new procedure performs
better than both the contingent critical‐ratio and the conventional
critical‐ratio techniques.
Global Manufacturing Strategies and Practices: A Study of
Two Industries
Authors: Young Scott T. , Kern Kwong K. , Li Cheng , Fok Wing
Published: September 2004

Describes the manufacturing strategy implications of a two‐industry
study of manufacturing practices. A research team administered
questionnaires to managers in the machine tools and textiles industries
in China, Japan, Korea, the USA and Western Europe. Highlights of the
results include the superior Japanese delivery speed and the extensive
use of information systems in the USA. An overview of the relative
industrial strengths of each country provides a setting to discuss
manufacturing strategy. Each national industry is then classified
according to the Hayes and Wheelwright stages of manufacturing
competitiveness.
Planning Capacity Utilization in an Assemble‐to‐Order
Environment
Authors: Marucheck Ann , McClelland Marilyn
Published: September 2004

One strategic design parameter in capacity management is the
setting of a planned level of capacity utilization at which the
manufacturing operation will operate long term. Seeks to examine
systematically the implications of varying levels of capacity
utilization within an assemble‐to‐order firm through experiments with a
simulation model. Four performance measures and a total weekly cost
measure are analysed under nine capacity utilization levels, two demand
patterns, and 11 ratios of the costs of idle capacity to the costs of
late orders. The prescribed capacity utilization level is a function of
the firm′s competitive goals, demand pattern, and cost structures.
Measuring Productivity in Real Terms: A Suggested Unified
Accounting System‐based Model for Egyptian Industry
Authors: Tawfik Mady M.
Published: September 2004

Each manufacturing public enterprise (MPE) in Egypt is required to
provide a limited set of labour productivity indicators as a part of its
annual financial and performance reports submitted to its own Public
Authority (PA). Through these indicators are used in several Government
reports, it is believed that they do not reflect the real productivity
of the firm. Therefore this study was designed to provide an integrated,
and easy to implement, model for measuring productivity in Egyptian
industry in real terms. The model is utilizing the great wealth of
information which is available within each MPE. This information is
created according to the unified accountancy system (UAS) implemented in
all MPEs in the country. Using USA as a base for the suggested model
will ensure that the contents of each term and measure in the model are
clear to the users. Otherwise any comparison will be meaningless.
A Production Decision Model for Time‐dependent Elastic
Demand
Authors: Abdolrahimi Kamaleddin
Published: September 2004

The success of a manufacturing corporation mostly depends on its
production decisions. The selection of production levels is a primary
responsibility of management who should select production levels that
maximize the discounted value of the cash‐flow stream (NPV) resulting
from the production projects. As a result, the need to evaluate the
cash‐flow stream for various production levels is becoming more
frequent. Provides an explicit model for the economic evaluation of
various attainable production levels. The model, developed in this
study, under the condition of a time‐dependent elastic demand, for each
year compares a series of gross incomes G, that results from the
various attainable production amounts Q, with a corresponding
series of minimum annual revenue requirements R. Based on these
comparisons, it identifies the optimal production level and the unit
selling price for a particular year where G‐R is a maximum and
finally, based on the maximum G‐R values, it determines the NPV
value. A computer program (written in PASCAL) is provided to implement
the model on either a TI or IBM. The program is capable of displaying
and printing the results. Because of the use of several levels of
nesting, the top‐down programming technique is used in its design and
implementation.
Linking Systems to Strategy
Authors: Berry William L. , Hill Terry
Published: September 2004

Presents a framework to determine manufacturing planning and
control system requirements that reflect differences in manufacturing
strategy and process technology in a business. Manufacturing planning
and control systems represent a critical part of the manufacturing
infrastructure and support functions, and their design needs to be
closely linked to decisions regarding a firm′s manufacturing strategy
and choice of processes. Discusses examples of companies which have
developed a good fit between their manufacturing planning and control
systems and their manufacturing strategy in terms of the framework
presented.
Integration is Not Synonymous with Flexibility
Authors: Crowe Thomas J.
Published: September 2004

Like productivity in the 1970s and quality in the 1980s,
flexibility will be the popular operations and production management
theme in the 1990s. Contrary to much of what is being written, warns
that flexibility is not necessarily achieved through computer
integration. Enthusiasm to embrace flexibility in order to achieve
competitive advantage often leads to integration projects which are
inadequately planned and under designed. Such projects do not result in
true flexible integration but rather in what the author terms hard
integration. Similar to the tooling in a hard automated system, the
information interfaces in a hard integrated system are linked in a fixed
and rigid manner. Hard integration reduces, not enhances, flexibility.
Impediments to Timely Delivery of New Products at an
Industrial Products Firm
Authors: King Barry E. , Penlesky Richard J.
Published: September 2004

Identifies and discusses sources of delay in the new product
development process at an industrial products firm. Data were collected
during 11 bi‐weekly project review meetings at which 42 different
projects were discussed. The highest priority projects were designs for
a new venture into European markets. The study suggests that manager
selection, vendor monitoring, attention to physical engineering design,
and bureaucratic checkpoints contribute more to project delays than do
most other internal problems such as resource bottlenecks and
miscommunications.
Cost Accounting and Production Control in a Multiproduct
Environment – The Unit of Production Effort Method
Authors: Henrique Rodrigues Luis , Brady Graham
Published: September 2004

Takes a fresh look at the nature of the problem of allocating costs
and control processes for a variable product mix. Adopts a novel
approach called the “Unit of Production Effort” method. The
method creates a common measure throughout the production process which
can then be used in all costing, planning and comparison activities.
Describes the initial stages of a practical implementation of the method
to a small manufacturing company to illustrate the way in which it can
be applied in a real situation. The results suggest that the method
provides a radical simplification of the multi‐product environment which
will be of interest to a broad cross‐section of professionals ranging
from theorists to practising financial and production managers.
A Knowledge‐based Simulation System for Manufacturing
Scheduling
Authors: Palaniswami Shanthakumar , Jenicke Lawrence
Published: September 2004

The development of computer technology, artificial intelligence,
and simulation modelling has become increasingly complex, and yet the
application of these techniques is necessary for a company to be
effective and competitive. However, the end users may not have the
necessary sophistication to apply these technologies effectively on
their own. Combining these technologies to provide intelligent
interfaces may be beneficial to the non‐expert user. Discusses a
conceptual knowledge‐based simulation system and illustrates its
applicability using a hypothetical manufacturing example. The example
focuses on interfacing knowledge from an expert with a simulation model
to make scheduling decisions in a manufacturing environement. The
knowledge system is constructed using the M.1 expert system package and
the simulation is performed using SLAM II.
Product Structure Analysis for the Master Scheduling of
Assemble‐to‐order Products
Authors: Berry William L. , Tallon William J. , Boe Warren J.
Published: September 2004

Reports a new method for preparing a product structure analysis to
improve the effectiveness of the master scheduling function for products
that are manufactured on an assemble‐to‐order basis. This methodology
for conducting product structure analysis uses relational database
management software to identify common and unique material in a product
structure. Highlights example results of the application of methodology.
Data Resource Management for CIM Systems: Challenges and
Design Considerations
Authors: Samaddar Subhashish , Rai Arun
Published: September 2004

At the heart of successful automated manufacturing systems lies the
idea of effective integration of various functions. In any sizeable
application of a Computer Integrated Manufacturing (CIM) system, an
enormous amount of complex data needs to be logically integrated and
managed. Presents and discusses the complex nature of CIM data and the
difficulties associated with managing them. Given these difficulties,
effective data management of such advanced manufacturing systems poses a
challenging task for system designers and managers. Given the growing
rate of diffusion of relational databases, it is important to explore
the capabilities of this technology in serving the data management needs
of manufacturing systems. Proposes a relational database schema, as
opposed to a hierarchical or a network model. Uses appropriate examples
from a Cellular Manufacturing setting to illustrate the proposed schema.
Discusses issues related to distributing and logically integrating
databases, and outlines managerial implications associated with rapidly
changing information management technologies.
COPP: A Decision Support System for Managing Customer
Enquiries
Authors: Hendry Linda C.
Published: September 2004

The management of customer enquiries is a particularly pertinent
issue for make‐to‐order companies in which each enquiry concerns a
unique order. Such companies must make tenders which are both
competitive and realistic in terms of characteristics such as the
delivery date and price, if they are to win the order and to secure
future orders. Often, the need to ensure that a tender is realistic is
given a low priority and thus orders that are won are delivered late
and/or made at a loss. Proposes a Decision Support System which assists
in determining tenders which are both realistic and competitive.
Input/output control is used so that the input in terms of orders is
controlled at the same time as the output is controlled in terms of
capacity.
A Modelling Study of a Taxi Service Operation
Authors: Deng C.C. , Ong H.L. , Ang B.W. , Goh T.N.
Published: September 2004

Optimal crew allocation and scheduling is an important issue in the
management of a large fleet of taxis. Presents a modelling study of a
taxi service operation in a Singapore public transport company, with the
results adaptable for other similar operations. Proposes two
quantitative techniques: the queueing analysis approach and the integer
programming approach: These can be used to allocate and schedule the
taxi fleet to cover the demand for services at various time periods and
geographical zones for the entire country. Presents a routeing and
scheduling management information system to support the scheduler in
making routeing and scheduling decisions.
Production/Operations Management: Research Process and
Content during the 1980s
Authors: Neely Andy
Published: September 2004

It has been argued that production/operations management (P/OM)
emerged as a true functional field of management only during the 1980s.
If this is the case then one can hypothesize that P/OM research must
have changed considerably during the last decade. To test this
hypothesis all the articles published in the first ten volumes of the
International Journal of Operations & Production Management
were categorized using a framework based on research process reported.
Explains the development of this framework and presents the data
generated from the categorization process. These clearly show that
during the 1980s the content of P/OM research increasingly became of a
macro and soft nature.
Dealing with the Uncertainties of Manufacturing:
Flexibility, Buffers and Integration
Authors: Rocky Newman W. , Hanna Mark , Jo Maffei Mary
Published: September 2004

Provides an empirically based discussion of the uncertainties faced
by typical manufacturing firms and how they attempt to accommodate that
uncertainty through increased manufacturing flexibility. Suggests a
dynamic equilibrium model which helps to illustrate the trade‐offs and
interrelationships between the manufacturing flexibility inherent in a
firm′s processes and infrastructure, the uncertainties faced by the
firm, and the way in which the firm′s processes and infrastructures are
buffered with inventory, lead time, and capacity. In addition, suggests
a set of auditing checklists which build on earlier work by Skinner.
This process helps the firm to identify its relative position in terms
of the dynamic equilibrium model and also to identify long‐term
objectives for improving its competitiveness within the marketplace.
Production Processes and Organizational Policies
Authors: Wathen Samuel
Published: September 2004

The Profit Impact of Marketing Strategy (PIMS) database was used to
test the relationship between production process type (small batch,
large batch/assembly, and continuous) and eight organizational policy
decisions (new products, new plant and equipment, finished goods
inventory, raw materials/work‐in‐process inventory, capacity
utilization, fixed capital assets, manufacturing costs, gross margin).
In addition, the effect of six broad industry types on the proposed
relationships was also investigated. Overall industries, raw
materials/work‐in‐progress, capacity utilization, manufacturing costs,
fixed assets, and gross margin varied with production process type while
new products, new plant and equipment, and finished goods inventory did
not vary. Within each industry, the findings showed less support for the
relationships between production process type and the eight
organizational policy decisions. Further analysis showed that most of
the industries are dominated by a production process type. Suggests a
movement away from the traditional differentiation of production process
technologies and a shift of research emphasis to the differing uses of a
particular production process technology within an industry.
Comprehensive Situation Mapping for Robot Evaluation and
Selection
Authors: Felix Offodile O. , Acar William
Published: September 2004

Selecting the best robot for various applications is further
complicated by the impracticality of physically modelling available
robots in order to make an educated choice. Various methods have been
proposed in the literature for tackling the robot selection problem.
Some of these methods have been evaluated for assembly applications, the
most common being what we call the “evaluative hierarchy”.
Introduces a robot selection tool based on comprehensive situation
mapping (CSM), an advanced derivative of influence diagramming (ID).
Proposes that CSM provides the most consistent results, is easy to use,
and gives the decision maker better insights into how various process
variables can be chosen to ensure that the best available robot for the
money is acquired.
A Conceptual Model of Manufacturing Focus
Authors: Bozarth Cecil C.
Published: September 2004

Despite the importance given to manufacturing focus in the
literature, the subject area continues to suffer from three interrelated
problems: lack of agreement with regard to the meaning of
“focus” the absence of a conceptual framework for
integrating the existing body of research; and uncertainty with regard
to the appropriate direction of future research. These problems should
be addressed if the focus literature is to continue to mature, and if
the true role of focus is to be understood in the light of the
“newer” strategic imperatives, such as time‐based
competition and flexible manufacturing. Introduces a conceptual model of
focus specifically designed in response to these problems. The
conceptual model identifies three distinct dimensions of focus, and
relates these to the competitive factors facing manufacturing
organizations. It is designed specifically to serve as a tool with which
researchers and managers can discuss the impact of focus at the firm
level. A review of key works in manufacturing focus is also included to
justify the structure of the model, and to show how the model integrates
previous conceptual and empirical research on focus.
Design Considerations of Automated Guided Vehicle Systems
in a Cellular Manufacturing Environment
Authors: Lee R.J.V.
Published: September 2004

Describes a company‐based PhD project into the use of automated
guided vehicles in a small‐batch manufacturing environment. The project
led to a balanced‐cell methodology to facilitate the use of guided
vehicles in a difficult environment. The methodology itself was found to
provide benefits for material flow. Having formulated the above
approach, a theoretical model is presented, analysing the operational
effects of improved workflow. The above theoretical analysis showed the
potential benefits of balanced cells on the factory floor, and these
were confirmed by a simulation study. This being so, a DCF analysis
showed that balanced cells enabled the economic use of guided vehicle
systems in multi‐product batch manufacture, by transforming an AGV
project from a negative to a positive net present value. An analysis of
the wider effects of cellular manufacture enabled the value of the
investment to be increased.
The Importance of User Design in the Adoption of New
Information Technologies: The Example of Production and Inventory
Control Systems (PICS)
Authors: Newell Sue , Swan Jacky , Clark Peter
Published: September 2004

Given the importance of information technology in today′s society
an understanding of the process by which technologies are diffused
within and between societies is clearly important. Presents a model of
this diffusion process which has been developed on the basis of an
extensive research programme looking at the diffusion of production and
inventory control systems within the components sector of British
industry. This model suggests attention needs to be paid to three
factors – the technological innovation itself, the
vendors/suppliers of the innovation, and the user organization.
Highlights the practical utility of this approach.
Expert Systems and Job Shop Scheduling
Authors: Kathawala Yunus , Allen William R.
Published: September 2004

Job shop scheduling has been the focus of much research. Heuristic
rules to assist in this endeavour abound in the literature. However,
rules leading to the optimum schedule have been elusive. The predominant
scheduling methods now used are specifically tailored to the type of job
shop. Generally, various rules are tried and those giving the best
result are used as a starting point. The human expert sifts the schedule
through his experience filter, negotiates with affected parties, and
finalizes a schedule. Expert systems are beginning to impact in this
area. By assuming some of the filtering and negotiating roles of the
human expert, they can allow schedulers to look at more alternatives
and/or produce more timely schedules. Contains an extensive review of
the literature pertaining to expert systems and job shop scheduling.
Conclusions are drawn in terms of the advantages and disadvantages of
these applications. Finally, recommendations for future directions are
given.
The University in an MRP Framework: The Administration
Perspectives
Authors: Pope James A. , Wermus Marek
Published: September 2004

Students studying operations management often lack a framework for
relating their experiences to the subject at hand. Describes the
university decision making process in the context of the closed‐loop MRP
model. The university is familiar to students, so it gives them a point
of reference in their studies. Using the university as a frame of
reference also shows how manufacturing concepts may be applied to
service organizations. For each step in the process, describes the
decisions at hand, who must make them, and the timeframe in which they
must be made.
An Empirically‐based Simulation Study of Functional versus
Cellular Layouts with Operations Overlapping
Authors: Shafer Scott M. , Meredith Jack R.
Published: September 2004

Cellular and functional layouts were investigated under a variety
of real‐world conditions via a two‐stage computer simulation study. In
the first stage, simulation models were developed for three actual
companies. Six different cell formation procedures were used to develop
the cellular layouts and CRAFT was used to develop the functional
layout. The following six variables were used to measure shop
performance: average flow time, maximum flow time, average distance
travelled by a batch, average work‐in‐process level, the maximum level
of work‐in‐process, and the longest average queue. Factors observed in
the first stage of the study that appear to make cellular manufacturing
less beneficial than might otherwise be expected were found to be small
batch sizes, a small number of different machines the parts require in
their processing, short processing times per part, the existence of
bottleneck machines (i.e. machines with insufficient capacity), and the
absence of natural part families (i.e. sets of parts with similar
processing requirements). In the second stage of this study, earlier
assumptions associated with sequence‐dependent setup times and move time
delays were relaxed. These two parameters were identified as important
factors as well.
Is Time a Competitive Weapon among Manufacturing Firms?
Authors: Tunc Enar A. , Gupta Jatinder N.D.
Published: September 2004

Considers the recent development of time‐based management as a way
of enhancing the competitive position of a manufacturing organization.
Based on a review of literature related to time‐based management,
several possible relationships between the use of time‐based competition
and its benefits in attaining stated business goals are defined. Results
of empirical investigation using the manufacturing firms in the State of
Indiana are discussed and some preliminary conclusions about the use of
time‐based competition strategies among manufacturing organizations are
drawn. The results of this study suggest that a full‐scale study of
international scope will be beneficial to judge the use of time as a
competitive weapon among manufacturing firms.
A Simulation Model for Scheduling in the Emergency Room
Authors: Badri Masood A. , Hollingsworth John
Published: September 2004

A need exists for a readily usable tool for different scheduling
strategies in an Emergency Room (ER) of a hospital. An ER simulation
model incorporating the major activities has been developed. The primary
goals of such a tool are to assess the effectiveness of the current
system and to improve the emergency room′s ability to anticipate the
impact of various changes in patient throughput flow. The model allows
the evaluation of “what if?” questions through changing the
values of the variables and simulating the results. The ER simulation
model determines the effects of changes in the scheduling practices,
allocation of scarce resources, patient demand patterns, and priority
rules for serving patients.
EDI Implementation in JIT and Non‐JIT Manufacturing Firms:
A Comparative Study
Authors: Banerjee Snehamay , Golhar Damodar Y.
Published: September 2004

To compete successfully in the global market, firms are adopting
new technologies and manufacturing strategies. The Just‐in‐Time (JIT)
philosophy and Electronic Data Interchange (EDI) are two recent
developments that can help these firms. The success of JIT depends on
timely and effective exchange of information between the manufacturing
firm and its trading partners. The literature suggests that EDI, as a
communication tool, can meet this demand. However, no study investigates
the impact of EDI in the JIT environment. Also, the literature lacks a
thorough investigation of the EDI benefits realized by JIT and non‐JIT
manufacturing firms. This empirical study examines these issues. It is
found that the reason for choosing EDI and the benefits realized by JIT
firms differ from those of the non‐JIT firms. Further analysis suggests
that JIT firms benefit more from EDI that non‐JIT firms.
Evaluating a Computerized Maintenance Management System
Authors: Raouf A. , Ali Zulfiqar , Duffuaa S.O.
Published: September 2004

Maintenance management consists of an aggregate effort to perform
maintenance by effectively utilizing manpower and material through the
application of standard procedures. It is a complex and multifaceted
task. An ever‐growing number of computerized maintenance management
information systems are available on the market to facilitate this task.
In order to install a computerized maintenance management system, a
company has two options: either to buy or to develop such a system.
Briefly describes the major functions of maintenance management and
suggests an instrument to evaluate comparatively the available
computerized maintenance management systems.
Small Business and JIT: A Managerial Overview
Authors: Brown Karen L. , Inman R. Anthony
Published: September 2004

For the small‐firm manufacturing manager considering the
just‐in‐time philosophy, the literature is relatively sparse. Reviews
academic and practitioner literature on small businesses and
just‐in‐time manufacturing and synthesizes conceptual and practical
aspects of this relationship. The concerns addressed include small‐firm
applicability of JIT, theorized and realized benefits, and suggestions
for initial steps in the implementation process.
Simulation Aids JIT Assembly Line Manufacture: A Case Study
Authors: Chan Felix T.S. , Smith Adrian M.
Published: September 2004

Computer simulation techniques are used to evaluate the performance
of a welding assembly line which requires modification to achieve some
of the philosophies of a just‐in‐time manufacturing environment. The
simulation of the existing line using GPSS/H confirmed the operational
problems which had been previously identified, and allowed the
validation of the computer model. The computer model was then altered to
evaluate the performance of several alternative modified assembly lines
which would avoid the present operational problems. Discusses some of
the techniques used to develop these models, their simulation using the
GPSS/H simulation language, and the benefits of using simulation in
analysing manufacturing processes.
Financial Justification of JIT Implementation
Authors: Inman R. Anthony , Mehra Satish
Published: September 2004

Many articles have appeared which detail the improvements appearing
in manufacturing firms subsequent to JIT implementation. Some firms have
attributed the complete financial turnaround of their company to the
philosophy. However, this assumes that no other variables contributed to
the improvements made. Presents the results of a survey of American
manufacturing firms which have implemented JIT. In addition to merely
presenting the benefits accrued, an effort is made to correlate these
benefits with actual improvements in ROI, total costs and service level.
Shows JIT as contributing significantly to the financial status of
manufacturing firms.
Integrating MRPII and JIT: A Management Rather Than a
Technical Challenge
Authors: Sillince J.A.A. , Sykes G.M.H.
Published: September 2004

Describes both MRPII and JIT, reviews their strengths and
weaknesses, and investigates their potential complementary nature.
Suggests a step‐by‐step implementation of MRPII/JIT integration. Shows
that several technical problems are solvable, and that MRPII and JIT are
suitable in many similar environments. Analyses justification of change
using current and alternative accounting methods, and studies the
implications of integration for methods of performance measurement.
Suggests that JIT undermines traditional management accounting methods
and demands non‐financial methods such as Activity‐Based Costing (ABC).
However, also suggests that integrated schemes require major
organizational and political change.
Improvements in Spanish Factories: Towards a JIT
Philosophy?
Authors: Zantinga Jan T.
Published: September 2004

Ten factories in Spain (eight non‐Japanese‐owned plants and two
Japanese transplants) were evaluated using the Kobayashi 20‐key scoring
method on issues such as cleanliness, quick set‐up practices, coupled
manufacturing, level production scheduling, quality assurance policies,
small group activities and others. The methodology has shown its ability
to compare different factories in Spain and Japan. The research
indicates that factories in Spain have focused their first‐year
improvement programmes on the factory floor, led by plant managers and
executed by industrial engineers. Work‐in‐Process (WIP) has generally
decreased, but the relationships with other departments (e.g. purchasing
or quality), or with the labour force, have not changed. This leads to
the conclusion that three scenarios are possible. Judges the
“stagnate” and “slow change” scenarios to be
more likely to happen than the “fast change” scenario,
featuring extensive top management involvement to change the company
culture.