bluuebunny/crossref_metadata_2025 huggingface dataset:
Emotional intelligence and effective leadership
Authors: Palmer Benjamin , Walls Melissa , Burgess Zena , Stough Con
Published: July 2002

Emotional intelligence has become increasingly popular as a measure for identifying potentially effective leaders, and as a tool for developing effective leadership skills. Despite this popularity, however, there is little empirical research that substantiates the efficacy of emotional intelligence in these areas. The aim of the present paper was to explore the relationship between emotional intelligence and effective leadership. Emotional intelligence was assessed by a modified version of the Trait Meta Mood Scale in 43 participants employed in management roles. Effective leaders were identified as those who displayed a transformational rather than transactional leadership style as measured by the multifactor leadership questionnaire. Emotional intelligence correlated with several components of transformational leadership suggesting that it may be an important component of effective leadership. In particular emotional intelligence may account for how effective leaders monitor and respond to subordinates and make them feel at work.
Situational leadership preferences in Australia: congruity, flexibility and effectiveness
Authors: Avery Gayle C.
Published: July 2002

Australian managers’ preferences for situational leadership styles and perceived effectiveness were compared, using both “self” and “other” ratings on Blanchard’s latest model. Overall, supervisors and senior/middle managers preferred supportive styles, and avoided delegating and directing. However, they rated themselves as significantly more supportive and less directive than “other” raters indicated. Approximately 50 percent of the sample was able to use more than one style, suggesting that preferences for supportive styles were not simply due to ignorance of alternatives. Subordinates did not consider their managers’ focus on supportive preferences effective (using Blanchard’s definition of effectiveness). Comparison of subordinates’ effectiveness scores awarded to the 50 most effective and 50 least effective managers, found agreement between managers and subordinates only in the effective group. In the low‐effectiveness group, managers and subordinates displayed little agreement on the managers’ effectiveness. Implications of the findings, limitations of the study and suggestions for further research are discussed.
The Role of the Facilitator in Management
Authors: Rees Patricia L.
Published: July 2002

This article reviews the role of the facilitator, commencing with
the work of Kurt Lewin. It then goes on to describe a project on which a
facilitator was engaged in a large British company. Facilitation in this
case is concerned with communications and “clearing the
air”, as well as operating mainly on a one‐to‐one basis. It
concludes that before people can be helped to help themselves,
communications must be unblocked and misconceptions cleared away. The
article also discusses some of the issues in relationship to
facilitation.
The Conductor and the Orchestra
Authors: Atik Yaakov
Published: July 2002

The ability to successfully direct and inspire 90 to 100 talented
musicians to perform as one unit is often attributed to the conductor′s
charismatic powers. The influence of the player as part of an
interactive process is generally neglected. Examines these assumptions
both by reference to the literature and from interviews with both
conductors and musicians. Discusses leadership theories appropriate to
the orchestral setting including a distinction between socialized and
personalized charismatic leadership. The leadership‐followership process
in the orchestra is seen as having three distinct phases; the testing
phase, the working stage and the inspirational stage. Suggests
implications for leadership in more generalized management settings.
Leadership and Stress
Authors: Smith Mike , Cooper Cary
Published: July 2002

Explores the research carried out on the link between stress and
leadership. Explores five major themes: (1) stress and leader emergence,
(2) sources of stress in the leadership role, (3) leader stress and
leader effectiveness, (4) follower stress and leadership, (5) leadership
and stress in followers. In essence, focuses on whether stress has a
major impact on effectiveness of leaders, because, if stress impairs
leader performance, then we could be forgoing much of the effects which
“good leadership” can bring.
One More time: How to Stop Company Rumours
Authors: Akande Adebowale , Odewale Funmilayo
Published: July 2002

Rumour behaviour is an “instinctual behaviour” elicited in the workplace
usually involving unverified information of uncertain origin that is
transmitted by word of mouth. Examines the ways in which rumours spread
and how organizations can stop them. To do so requires that practical
sense be made be made of a potentially chaotic and complex set of
factors which interact together to produce and elaborate rumours. With a
better understanding of the nature of rumours and techniques of rumour
rebuttal, organizations can prevent rumour build‐up among the staff.
Improving safety behaviour using goal setting and feedback
Authors: Marsh T.W. , Robertson I.T. , Duff A.R. , Phillips R.A. , Cooper  , Weyman A.
Published: July 2002

Describes the development and effects of behaviourally‐based
management techniques in improving construction site safety. In phase
one, goal‐setting and feedback methods were developed and tested on six
sites in the North West of England. A 40‐week longitudinal research
design was adopted in which measures of safety performance were taken
before, during and after the application of these methods. The measures
included four categories of measurement: access to heights; site
housekeeping (site tidiness); scaffolding; and use of personal
protective equipment (PPE) – with PPE used as a control. The
results showed that: safety behaviour can be objectively and reliably
measured; goal setting and feedback can produce large improvements in
safety performance; the commitment of site management appears to enhance
their effectiveness. Eleven major contractors have provided us with 22
sites which are participating, or have participated, in a larger
follow‐up study that aims to assess whether contractors are able to
implement these techniques themselves. Early results are highly
encouraging, though analysis indicates that the mechanism by which the
intervention influences behaviour is less direct than classical
goal‐setting theory would suggest.
Organization design and the knowledge worker
Authors: Stebbins Michael W. , Shani Abraham B.
Published: July 2002

The field of organization design is changing rapidly, reflecting
contributions from managers and diverse organizational consultants. One
of the most recent developments is in the design of non‐routine systems.
Explores non‐routine systems design from a socio‐technical systems (STS)
perspective. Includes a brief discussion of non‐routine systems and an
examination of alternative methods for diagnosing and redesigning
organizations composed of knowledge workers. The results of two STS case
studies provide new learnings and point to special design principles for
non‐routine systems. Concludes with implications for both managers and
STS consultants interested in management of knowledge workers.
Women in project management: entry into a male domain?
Authors: Gale Andrew , Cartwright Susan
Published: July 2002

Deals with the under‐representation of women in management and
project management. Discusses the issue of women as a “special
case” critically. Draws on recent research relating to work
patterns of men and women. Argues that women′s advancement and
participation in project management is a function of the type of
organizational culture which has traditionally characterized the
industry sectors which employ the skills and techniques of project
management. This is the first of two articles which develop this
argument.
New leader, new culture, “old” university
Authors: Boyett Inger
Published: July 2002

Argues that changes in education policy over the last decade‐and‐a‐half have moved some of the most traditionalist organizations in the UK, the “old” universities into a totally alien environment. The numbers of universities has nearly doubled, competition is encouraged through external audit and league tables, resourcing has been cut, while the student numbers have grown; and the twin concepts of “business” and “management” have entered their vocabulary. Asks whether, in a period of such accelerating change, the leadership styles in the old universities have changed to accommodate the new managerial culture. Gives a case example of the changing management and organizational development at the University of Nottingham to provide an example of the new style of higher education leadership.
Giving your organizational communication C‐P‐R
Authors: Church Allan H.
Published: July 2002

Describes the C‐P‐R model of organizational communication for conceptualizing and understanding the nature of communication in organizations. On the basis of existing theory and research in the field, discusses in detail the three primary components of the model: content, processes and roles. Provides an overview of the relationships among these factors. Uses the model in an applied case example to help diagnose communication patterns in a marketing division of a pharmaceuticals organization.
Emotional labour in organizations
Authors: Mann Sandi
Published: July 2002

Emotion and rationality are considered by many practitioners to be mutually exclusive concepts as encapsulated in the generally held belief that there is no place for emotions in today’s rational, task‐oriented work environments. Illustrates that emotions and their expression are, in fact, controlled and managed in organizations by a wide range of formal and informal means, ensuring that certain emotions are expressed while others are suppressed. Very often, employees are expected to conform to these expectations about emotional display even when they conflict with inner feeling. When this conflict results in individuals suppressing genuine emotion or expressing fake emotion, the work or effort involved in doing so is termed “emotional labour”. Demonstrates how emotional labour, which can have both functional and dysfunctional consequences for the individual and their organizations, is not restricted to interactions at the customer‐organization interface, but is becoming increasingly prevalent within all organizational communications.
Two cheers for empowerment: some critical reflections
Authors: Collins David
Published: July 2002

Attempts to encourage a more reflective and guarded analysis of empowerment. Traces the political and economic factors which have facilitated the development of a particular notion of empowerment in the UK and outlines a dual critique of empowerment. Notes the insubstantial body of rights offered under empowerment schemes and argues that these schemes may be regarded as control initiatives. Returns the concept of empowerment to the domain of political philosophy in an attempt to demonstrate that successful empowerment schemes may serve to repress key groups in the workplace. Concludes by urging organizational development practitioners to adopt a more radical view of power which can acknowledge the complex dynamics of the workplace.
Crisis management: prevention, diagnosis and intervention
Authors: Kash Toby J. , Darling John R.
Published: July 2002

This article deals basically with the dynamic environment of today’s businesses. Despite all of the efforts a company puts forth to scan the environmental issues, crises can occur and have to be managed. We have first reviewed several crises in businesses during the recent times, to define and identify the nature of a crisis. Then the anatomy of a crisis is presented schematically. Finally, by recommending certain preventive measures and interventions, the article concludes that acknowledging a crisis and communicating with the stakeholders are as important as planning the prevention, diagnosis, and intervention to solve crisis situations.
AIBO – the No. 1 selling service robot
Authors: Pransky Joanne
Published: July 2002

Sony’s AIBO entertainment robot has broken all records for the number of robots sold in the shortest time period. The AIBO is an autonomous home entertainment robot with artificial intelligence. Its behavior simulates a dog’s in its ability to walk and play, with built‐in functions for emotions, instincts, learning and growth. Yet AIBO was not intended by Sony to be a dog substitute, but to further the man‐robot interaction. It has received an overwhelming response worldwide and it appears as if AIBO may be just the beginning of Sony’s home entertainment robots.
Robotic arc welding – trends and developments for higher autonomy
Authors: Bolmsjö Gunnar , Olsson Magnus , Cederberg Per
Published: July 2002

The development of robotized welding is truly impressive and is today one of the major application areas for industrial robots. The first industrial robots were introduced in the early 1960s for material transfer and machine tending. Not long after that, robots were used for spot welding and in the early 1970s for arc welding as well. During the years, significant developments have taken place both concerning the robot equipment and the welding equipment to meet the different challenges within the application area. This paper describes the development and progress of robotization in welding over the years and also some projections and trends for the near future.
A system for complex robotic welding
Authors: Madsen Ole , Bro Sørensen Carsten , Larsen Rune , Overgaard Lars , Jacobsen Niels J.
Published: July 2002

This paper presents the architecture of a system for robotic welding of complex tasks. The system integrates off‐line programming, control of redundant robots, collision‐free motion planning and sensor‐based control. An implementation for pipe structure welding made at Odense Steel Shipyard Ltd., Denmark, demonstrates the system can be used for automatic welding of complex products in one‐of‐a‐kind production.
ROMA robots for inspection of steel based infrastructures
Authors: Balaguer C. , Gimenez A. , Abderrahim CM.
Published: July 2002

The robotics laboratory of the Universidad Carlos III of Madrid has developed the ROMA climbing robots, which are able to travel along 3D complex environments to carry out inspection tasks. The ROMA robots family is able to self‐support its locomotion system and moves in a similar way to a caterpillar. During this motion the robots generate in real‐time an optimal path and grasp planning in order to ensure a stable self‐support and avoid obstacles in the environment. In order to move the robots in a teleoperated or automatic way a man‐machine interface has been developed. The robots were developed primarily for use during the inspection of complex metallic structures. There are a large number of operations to be performed on metallic structures such as those encountered in bridges, oil rigs and building skeletons which represent a danger for human operators. Nevertheless, they are not limited to these structures due to fact that they are equipped with the necessary tools for new environments like concrete.
Linking operational and environmental improvement through employee involvement
Authors: Hanna Mark D. , Rocky Newman W. , Johnson Pamela
Published: July 2002

This paper uses data from 349 employee involvement (EI) team projects to explore the relationships between process type, operational performance, employee involvement, and environmental performance. We investigate the stated goals and outcomes of EI team projects and relationships among these. For repetitive manufacturing processes in particular, we find strong relationships between the operational goals and outcomes of teams and the positive environmental impact outcome. To the extent that environmental performance results from operational systems, this paper suggests that the continuous improvement efforts of operations managers, including EI team projects, can be a key source of environmental improvements. Managers who understand this will take overt steps to leverage their operational improvement systems for environmental gains. From a theory development standpoint, questions are raised regarding the areas of potential synergy between operational and environmental improvement.
The relationship between ISO 14001 and continuous source reduction programs
Authors: Kitazawa Shinichi , Sarkis Joseph
Published: July 2002

The ISO 14001 environmental management system (EMS) standard has been designed to help organizations in the creation of structured mechanisms for continuous improvement in environmental performance. This paper evaluates how ISO 14001 EMS and EMS‐like standards aid organizations in operating continuous source reduction programs by exploring some critical elements for program success. The ISO 14001 standard helps organizations define important EMS elements for continuous source reduction. However, adopting these elements may necessitate cultural changes, the core elements of which are embodied by TQM principles. The cultural changes support complex operational activities aimed at source reduction. Three case study firms are used to evaluate these critical EMS elements. Each firm showed substantially idiosyncratic situations attributable to each organization’s size, history, corporate culture, and technology. Despite the differences, however, the cases highlighted one critical point: employee empowerment, their willingness to make suggestions for improvement, and management’s effort to create employee participation in decision making are critical elements in managing continuous source reduction programs. These initial empirical observations provide some insight into how this cultural change may occur.
Identifying process conditions in an urban wastewater treatment plant
Authors: West David , Mangiameli Paul
Published: July 2002

In treating both sewage and storm runoff, wastewater treatment plants are important to maintaining a healthy environment. If the plant operations managers do not respond correctly to plant conditions, environmental damage resulting in the deterioration of human health may be the result. Unfortunately, there are no formal models to help these managers; they rely upon their own intuition to manage the plants. The purpose of this paper is to investigate the effectiveness of various models, originally used for manufacturing, to detect process conditions in wastewater treatment facilities. We compare and contrast the performance of five statistical models and three neural network architectures. The data used in the research is 527 daily measurements of 38 sensor readings of the process state variables of an urban wastewater treatment plant.
Stocking strategy for service parts – a case study
Authors: Botter René , Fortuin Leonard
Published: July 2002

Service part inventories cannot be managed by standard inventory control methods, as conditions for applying the underlying models are not satisfied. Nevertheless, the basic questions of inventory control have to be answered: Which parts should be stocked? Where should they be stocked? How many of them should be stocked? Presents a case study in which a pragmatic but structured approach is followed – a framework is developed and built into a spreadsheet. The resulting tool has been tested in a real‐life situation, indicating that considerable amounts of money can be saved.
Dynamics of performance measurement systems
Authors: Bititci Umit S. , Turner UTrevor , Begemann Carsten
Published: July 2002

Begins by creating a vision for dynamic performance measurement systems and goes on to describe the background to the work. Develops a model for integrated and dynamic performance measurement systems. Provides a critical review of existing frameworks, models and techniques against the model. Identifies that current knowledge and techniques are sufficiently mature to create dynamic performance measurement systems. The use of the dynamic performance measurement system is illustrated through a case study. Concludes with a series of lessons highlighting further research and development needs.
Designing, implementing and updating performance measurement systems
Authors: Bourne Mike , Mills John , Wilcox Mark , Neely Andy , Platts Ken
Published: July 2002

This paper addresses issues met when designing, implementing, using and continuously updating performance measurement systems in manufacturing companies. The paper develops, from theory, a framework for analysing the implementation of a performance measurement system and uses this framework to interpret three longitudinal case studies. The paper concludes that specific processes are required to continuously align the performance measurement system with strategy. When these processes are combined with a well defined model of strategic success, the measurement system can enhance the strategic management process by challenging the assumptions and the strategy itself.
Industrial relations and the diffusion of teamworking – Survey evidence from the UK steel industry
Authors: Bacon Nicolas , Blyton Paul
Published: July 2002

This article explores the industrial relations factors associated with the adoption of teamworking and allied new working practices. A survey of trade union representatives in the UK steel industry reveals evidence that managers are less likely to introduce teamworking when they have to negotiate with trade unions. However, contrary to expectations derived from the existing literature linking teamworking with co‐operation, more conflict with unions was reported in workplaces where managers had introduced teamworking. In particular, when teamworking involved abandoning the distinction between process and maintenance work, conflict developed over health and safety and training issues. Union representatives were also more critical where managers sought teamworking for narrowly defined economic reasons, although union attitudes towards teamworking overall did not appear an important obstacle. However, formal agreements protecting workers, involving job security and redundancy provisions, did encourage cross‐functional working and teams adopting more responsibilities.
Value management: an underlying framework
Authors: Dumond Ellen J.
Published: July 2002

The concept of value management is becoming quite prevalent in industry. Despite this popularity, there is little evidence of the development of accompanying theory in the literature. Without theory development, it is difficult to identify specific hypotheses and propositions which can be tested, resulting in research that lacks focus and is perhaps irrelevant. This paper begins the development of a theory of value management. It uses the literature base and practices of industry to articulate and describe a conceptual system underlying value management. Based on the framework, implications are presented for practice and research.
Performance measurement system design: developing and testing a process‐based approach
Authors: Neely Andy , Mills John , Platts Ken , Richards Huw , Gregory Mike , Bourne Mike , Kennerley Mike
Published: July 2002

Describes the development and testing of a structured methodology for the design of performance measurement systems. Frameworks, such as the balanced scorecard and the performance prism, have been proposed, but until recently little attention has been devoted to the question of how these frameworks can be populated, i.e. how managers can decide specifically which measures to adopt. Following a wide ranging review of the performance measurement literature, a framework identifying the desirable characteristics of a performance measurement system design process is developed. This framework provided guidelines which were subsequently used to inform the development of a process‐based approach to performance measurement system design. The process was enhanced and refined during application in three action research projects, involving major UK automotive and aerospace companies. The revised process was then formally documented and tested through six further industrial applications. Finally the process was written up in the form of a workbook and made publicly available.
Applying organizational learning: lessons from the automotive industry
Authors: West Penny , Burnes Bernard
Published: July 2002

Organizational learning and the learning organization are concepts that have attracted a considerable amount of attention over the last decade. The article provides an analysis and evaluation of the main perspectives on learning, particularly in relation to organizational change and effectiveness. The issues involved are illustrated by a brief examination and discussion of four comparative case studies of companies in the automotive industry: the Rover Group, Volvo AB, Tallent Engineering, and GKN Hardy Spicer. The article shows that the four companies attempted to introduce organizational learning in order to develop and maintain their competitiveness. It identifies the issues which appear to be of prime importance when introducing organizational learning. However, the article also maintains that, although organizational learning may be an important factor in building an organization’s competitiveness, by itself it cannot and does not guarantee success.
The house of flexibility: using the QFD approach to deploy manufacturing flexibility
Authors: Olhager Jan , West B. Martin
Published: July 2002

We use the methodology from quality function deployment (QFD) for linking manufacturing flexibility to market requirements. This approach creates a framework for modelling the deployment of the need for flexibility from the customers’ viewpoints into manufacturing flexibility at various hierarchical levels. We present an application of the methodology in a real case study at a firm where a manufacturing system was being redesigned for the manufacture of a new and wider range of products than previously, based on a new product platform. Based on the case study we discuss the benefits and limitations of using the QFD approach to deploy manufacturing flexibility. The paper also presents a literature review of the manufacturing flexibility framework arena.
Competitive factors and their relative importance in the US electronics and computer industries
Authors: Lau R.S.M.
Published: July 2002

The process of identifying and ranking the competitive factors is critical to management for formulating manufacturing strategy because it prioritizes criteria by which manufacturing performance will eventually be evaluated. An empirical study of 382 US computer and electronics firms shows that higher product quality and lower production cost are the most important competitive factors. However, the correlations of these two competitive factors and sales growth and profitability performance measures are not statistically significant. The results suggest that achieving high quality or low cost alone is not enough to improve or sustain a firm’s competitive position and there is a need to explore the emerging role of innovation and advanced manufacturing technology for achieving sustainable competitive advantage.
Critical factors of MRP implementation in small and medium‐sized firms
Authors: Petroni Alberto
Published: July 2002

The paper deals with the implementation process of material requirements planning (MRP) within small and medium‐sized firms. While the literature shows almost general agreement on the critical factors of MRP implementation, few empirical studies exist to support the proposed elements. The purpose of this study is to identify the elements of MRP implementation that are required to ensure successful implementation. A number of elements of implementation were identified and subsequently grouped into a hierarchical structure consisting of eight broader elements. Criteria were selected as measures of the level of implementation success. The analysis revealed that only a few of the identified elements were indeed required for successful implementation. Among these are management support, level of functional integration and data accuracy.
The strategic role of the plant: testing Ferdows’s model
Authors: Vereecke Ann , Van Dierdonck Roland
Published: July 2002

The literature on global manufacturing strategy contains few models that help managers to design and manage their global plant network. An interesting model is the one developed by Ferdows, describing the strategic role of plants. This paper discusses and tests this model. The data provide strong empirical support for the model and add some new insights. It is shown that the role of the “center of excellence” in a manufacturing network is not restricted to plants with know‐how as the primary location advantage, but is also a common role for plants with market proximity as the primary advantage. Also, the model proves to be useful for the description and assessment of today’s network of plants, but it is too limited to serve as a typology for new plants that might be added to the network. Finally, the research shows that the perception of headquarters and of plant management concerning the plants’ strategic role may be very different.
An Improved Goal‐oriented Method for Measuring Productivity
Authors: Wilson Rick L.
Published: July 2002

The importance of productivity measures in monitoring the performance of
manufacturing firms is well documented though existing methods lack
effective, accurate and sensitive means of measuring operation
efficiency.
Lead‐time Models of Business Processes
Authors: Bartezzaghi Emilio , Spina Gianluca , Verganti Roberto
Published: July 2002

In recent years, time‐based competition (TBC) has drawn the attention of
several practitioners and academicians. Much evidence has been put
forward from case studies in order to show the benefits that derive from
time compression. Nevertheless, there is a lack of conceptual models and
operating tools to support lead‐time reduction. Provides a conceptual
framework for modelling the lead time of business processes in order to
design effective re‐engineering. Two levels of lead‐time modelling have
been identified: an aggregate level, which accounts for the
relationships between lead times of different phases of a process, and a
detailed one, which allows the mechanisms of lead‐time making to be
clearly understood. Reviews existing time models and proposes two new
detailed models in order to cope with the growing need for process
re‐engineering. Presents these models in terms of time components and
composition laws. Suggests a process taxonomy to select the suitable
lead‐time models depending on the process characteristics at both the
aggregate and detailed level. Finally, shows how detailed models could
be used to link lead time to process performances on the one hand and to
managerial levers on the other. Thirteen time‐drivers, affecting the
lead time of a given process and its basic components, have been
identified.
Understanding the Roles of the Customer and the Operation for Better
Queue Management
Authors: Davis Mark M. , Heineke Janelle
Published: July 2002

Queuing, a familiar element of most service delivery systems, has the
potential for significantly affecting the customer′s overall
satisfaction with the service encounter. A customer′s degree of
satisfaction with waiting or with the service received in its entirety
is dependent on the actual performance of the delivery system, the
customer′s expectations regarding that performance and the customer′s
perception of the service encounter. The actual operational performance
of different queuing configurations has been previously addressed, as
have the issues of managing customers′ expectations and perceptions
regarding their queuing experiences. This earlier research has
identified several factors which can affect a customer′s perception of
waiting and consequently his or her satisfaction with that wait.
Proposes a taxonomy based on the service manager′s ability to control
the customer′s perception of the queuing experience. Defines which
queuing factors can be controlled by the firm, which factors can
partially be controlled by the firm and which factors are outside the
firm′s control, and suggests tactics for managing queues for each
category of factors.
The Importance‐Performance Matrix as a Determinant of Improvement
Priority
Authors: Slack Nigel
Published: July 2002

A crucial stage in the formulation of operations strategy is the
derivation of a ranked (or rated) list of competitive factors such as
quality, flexibility, cost. This list is used either to infer an
appropriate set of strategic operations decisions or alternatively it is
used in conjunction with an independently derived list of the
organization′s performance to prioritize each of the competitive
factors. Martilla and James take the latter approach to derive an
importance‐performance matrix. Examines how the matrix can be modified
to reflect managers′ perceived relationships between “importance”,
“performance” and “priority for improvement”. Reports two investigations,
one dealing with operations improvement at the level of the whole
operations function, the other at the level of the department or
micro‐operation. Proposes a different zoning of the
importance‐performance matrix from that used by Martilla and James.
Priority Management: New Theory for Operations Management
Authors: Westbrook Roy
Published: July 2002

Reports a series of action projects in UK manufacturing companies which
found that formal planning and control activity was less evident than
the management of priorities. The reasons for this were found in the
innate instability of these companies′ operations. This finding
provokes a fresh look at two themes which formerly produced much
literature: the relative failure of computers in production management;
and the gap between OM academics and practitioners. A third theme, taken
from the OB literature on the reactive nature of managerial work, throws
light on both these issues. The instability of batch manufacturing
operations can thus be seen as a norm, not a departure from a norm of
stability. The assumption of a stable environment helps to explain why
the formal MPC systems had often disappointed, and why the practitioners
had made little use of OM academic work. Explores the nature of the
instability as being principally concerned with the three dimensions of
variety, variation and volume. Defines priority management, and
positions it in relation to manufacturing strategy and to more technical
approaches to OM. Develops a general theory of priority management which
draws together various mid‐range theories and empirical studies.
Structuring Maintenance Control Systems
Authors: Gits C.W.
Published: July 2002

Maintenance control deals with the co‐ordination of maintenance demand
and resources in such a way that stated objectives are satisfied. This
allocation problem is characterized by complexity, uncertainty and
flexibility. These conditions warrant a hierarchical decision structure
primarily aimed at a stepwise refinement of control on the basis of
increasingly detailed information. A reference framework of decision
functions is developed to facilitate the design of maintenance control
systems in what essentially are unique situations.
Analysing Materials Handling Needs in Concurrent/Simultaneous
Engineering
Authors: Gupta Tarun , Dutta Sourin
Published: July 2002

In simultaneous/concurrent engineering (SE/CE), many functions are
performed concurrently; however, manufacturing logistics design is
seldom considered. Presents an integrated methodology for the design of
manufacturing logistics and links it with early phases of product
design. The concept of “adaptability factor” is proposed, linking choice
of manufacturing technology to handling operations performed.
Inventory Replenishment Policy for Deteriorating Items with a Linear
Trend in Demand Considering Shortages
Authors: Ting Pin‐Shou , Chung Kun‐Jen
Published: July 2002

Considers the inventory system using the assumptions that the demand
rate is deterministic and follows a linear trend, that the rate of
deterioration is constant and that shortages are allowed. Many
researchers solve this inventory system from the heuristic point of
view. Essentially, their solutions are just suboptimal. Proposes an
optimal model for determining the optimal inventory replenishment policy
for this inventory system. Some numerical examples show that the
heuristic method will sometimes result in significant cost penalties.
Traceability in Manufacturing Systems
Authors: Cheng M.J. , Simmons J.E.L.
Published: July 2002

Proposes that the role of traceability in manufacturing systems is to
enable the history of events to be followed and compared with scheduled
plans and predefined goals. Tracing techniques can be used to detect
system status (status tracing), analyse system performance (performance
tracing) and support decision making (goal tracing). Manufacturing
systems are conceptualized as having the levels of strategy, planning
and design, and operations. There is a need for all three forms of
traceability at each manufacturing system level. The traceabilities
approach provides a structured, holistic way of thinking about and
designing manufacturing information systems which is not constrained by
the physical system or by the narrower requirements of a computer
management system.
Safety Stocks in JIT Environments
Authors: Natarajan R. , Goyal S.K.
Published: July 2002

In a Just‐in‐Time (JIT) environment, ideally there would be no need for
safety stocks. However, in practice, supply‐side and demandside
uncertainties cannot be completely eliminated. Safety stocks would still
be needed – particularly during the transition to JIT. Reviews the
various methods for computing safety stocks. For each method, examines
the relationship between safety stocks and lot sizes. The analysis
indicates that the commonly used methods do not take into account the
reduction in lot sizes that is characteristic of JIT. Such methods,
therefore, are inappropriate for use in the JIT context.
What Kind of Activity‐based Information Does Your Purpose Require?
Authors: Börjesson Sofia
Published: July 2002

Activity‐based approaches, often referred to as activity‐based costing
or activity‐based management, have recently gained attention as being
useful tools for a better understanding of cost behaviour and cost
control. Such approaches aim at providing accurate cost information in
order to keep track of costs and to yield continuous improvement.
Presents two case studies where activity‐based projects were run. The
two firms studied represent two different objectives with the activity
analysis, namely product costing and activity control. The
characteristics of the activity information affect its usefulness, and
in this article, activity information is subdivided into quantitative
and qualitative information. Argues that it is important to have a clear
objective with an activity‐based approach in order to gather the
appropriate type of activity information and thereby exploit the
potential improvement opportunities. Only quantitative activity
information suffices for approaches aiming at costing, whereas
approaches aiming at activity control require also qualitative activity
information. The two case studies illustrate the significance of using
the type of activity information that fits the purpose.
Integrating production activity control into a hierarchical
production‐planning model
Authors: Meybodi Mohammad Z.
Published: July 2002

Presents a hierarchical production planning (HPP) model that
integrates aggregate‐type planning, family disaggregate planning,
lot‐sizing, job scheduling and evaluation of the final production plans
into a complete planning and scheduling system. In‐corporation of a
simple heuristic scheduling algorithm into the HPP model is the primary
contribution. The scheduling routine schedules the jobs based on
just‐in‐time (JIT) concept and provides detailed shopfloor information
such as job tardiness, bottleneck work centres, capacity level,
inventory or shortage level and number of set‐ups. This information is
critical for effective shopfloor management. Experimental results
indicate that the performance of the present model is better than the
existing models in general. However, the model is truly superior under
tight capacity conditions.
Measuring complexity as an aid to developing operational strategy
Authors: Frizelle G. , Woodcock E.
Published: July 2002

One of the difficulties in developing a coherent operational
strategy is to know how the various elements of a manufacturing system
interact and to assess the relevant importance of each. Looks at the
manufacturing systems and how complex they are. A measure which
calculates the systems′ complexity and the contribution from each
operational source has been developed. It thus provides a tool that can
assist in a strategy development exercise by quantifying the problem
areas on a common basis. The approach has been used at three
manufacturing sites. The resulting analysis allowed the local
management, in each case, to identify the key areas of weakness, in both
the short and medium term. As such it gave each of them a possible
starting‐point from which to formulate an operational strategy.
Manufacturing strategy: propositions, current research, renewed
directions
Authors: Swink Morgan , Way Michael H.
Published: July 2002

A substantial number of propositions have been made over the last
20 years regarding the content of manufacturing strategy and the process
of strategy development and implementation. Although many of the
propositions have been well received, few have been rigorously tested
via empirical methods. Reviews empirical research efforts to date in
order to assess the effectiveness of current research directions and
methodologies in evaluating earlier propositions. Discusses strengths,
weaknesses and directions for future research in each area of
manufacturing strategy.
Accounting and non‐accounting measures of quality‐based
performances in small firms
Authors: Noci Giuliano
Published: July 2002

In recent years it has been often claimed that quality is one of
most critical success factors for organizations. Managers introduced
quality‐based programmes – such as total quality management
– assuming that performances would improve. However, many
quality‐based initiatives failed. There are several reasons that could
explain the failure of quality‐based strategies in a number of firms;
suggests two causes: the lack of effective decisional tools for
evaluating the most effective investment(s) among a set of potential
programmes; and the lack of specific goals to be assigned to each
investment in order to monitor the actual results of the programmes on
time. In small firms these problems are greater because of the limited
availability of financial and managerial resources which make more
difficult the identification of the most effective decisional solutions.
Identifies a conceptual framework aimed at supporting the choice of most
effective models for evaluating quality‐related investments in small
firms, particularly an approach which balances different decisional
needs such as completeness, urgency of evaluation, measurability of
output and structural characteristics.
Animating an integrated job shop/flexible manufacturing system
Authors: Stylianides Chris
Published: July 2002

Modern manufacturing facilities include conventional work centres
as well as flexible manufacturing systems (FMSs). Discusses computer
simulation software which simulates and graphically animates in real
time an integrated job shop/FMS. The program interfaces a FORTRAN‐based
simulator with a mainframe computer aided design (CAD) system which
provides for 3‐D wire‐frame computer graphics and real‐time animation.
The program also employs a batch‐oriented material requirements planning
(MRP) system to provide daily updates of outstanding production centre
loadings on a monthly planning horizon. Presents an example of an
evaluation of an actual manufacturing facility.
Microcomputer‐based working set generation methods for personnel
scheduling
Authors: Bechtold Stephen E. , Brusco Michael J.
Published: July 2002

Presents a new approach to working set generation for personnel
scheduling problems. In full‐time (FT) and mixed‐workforce (MW)
experiments, generates the schedules in the working sets from the use of
two‐phase heuristic labour scheduling solution procedures. The solution
procedures were implemented on a 386 microcomputer and did not require
the specification of the size of the working sets in advance. In the FT
experiment, the general set‐covering formulations (GSCFs) associated
with the produced working sets were solved with integer programming. The
new working set procedure yielded optimal integer solutions for all 36
test problems in the FT experiment. Owing to the size and complexity of
the problem data in the MW experiment, the GSCFs associated with the
working sets were solved with linear programming, and heuristic rounding
procedures were applied to obtain feasible integer solutions. The mean
labour costs of these solutions averaged 0.69 per cent less than the
mean cost of solutions obtained via the application of heuristic
rounding procedures applied to the linear programme solutions for the
GSCFs associated with the master sets. Compares solution costs for the
new working set method with those associated with other working set
generation/refinement procedures. Results indicate that the new method
produces lower solution costs in less control processing unit time.
Facility location with and without maximum distance constraints
through the p‐median problem
Authors: Chaudhry Sohail S. , Choi In‐Chan , Smith David K.
Published: July 2002

The p‐median problem involves the locating of a fixed
number of facilities to serve a set of customers such that the aggregate
distance travelled is minimized. Considers the p‐median problem
with and without distance constraints. Solves the two versions of the
p‐median problems utilizing the heuristic proposed by Teitz and
Bart using three different data sets. Also provides optimal solutions to
these problems using the Lagrangian relaxation and subgradient methods
in the branch‐and‐bound procedure. Shows that the heuristic performs
quite well except for the cases where the constraints are tight (few
facilities and/or small maximum distance).
Current issues in business process re‐engineering
Authors: Maull R.S. , Weaver A.M. , Childe S.J. , Smar P.A. , Bennett J.
Published: July 2002

Presents the results of empirical research into issues faced by 25
companies undertaking business process re‐engineering (BPR) programmes.
The research team sought to understand the BPR phenomenon through visits
to 21 leading practitioners and four in‐depth case studies. The research
indicated that six key issues affect the way in which BPR programmes are
carried out, namely the nature of the change proposed (radical or
incremental), the performance measures applied during the programme, the
impact of information technology, the impact of human factors, the
presence or absence of a process architecture and the link between BPR
and strategy. The outcome of this research has implications for both
practitioners and researchers. Where practitioners are concerned, the
conventional, step‐by‐step BPR methodology should be amended to take
into account these six issues more fully. For researchers there is a
need for substantial research into good practice in BPR in each of the
six areas.
A note on the structure of the goal‐programming model: assessment and evaluation
Authors: Rifai Ahmed K.
Published: July 2002

Goal programming is an extension of linear programming. Suggests that, although linear programming is used widely in decision‐making processes, it has a major limitation which restricts the users of the technique to narrowing their problems to a single objective function. Goal programming was developed to handle problems with multiple objectives. Proposes that used properly, this technique can be excellent in strategic planning. Shows how the improper structure of a goal programming model induces misleading results.