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Efficiency has been defined in at least two different ways: in terms of the refinement of existing products, processes or capabilities (static efficiency) or the development of new ones (dynamic efficiency). This paper analyzes the organizational trade-off between these two forms of efficiency. It shows that there is a tendency towards extremes, and that the irreversibility of efficiency orientations tends to tip the balance to be struck between static and dynamic efficiency toward the latter. The paper also advances hypotheses about the industry, business and corporate factors that mediate between the choice of a particular efficiency orientation and organizational performance. [ABSTRACT FROM AUTHOR]

The article examines Woodward's typology for classifying technology that distinguished between batch, mass and continuous-process production systems. A discussion is presented about the impact of revolutionary changes in batch production technologies. The author's present a revision of Woodward's typology of production system. Details related to the methods used in the study are presented. A discussion about the results of the comparison between traditional and technical batch operations is presented.

The contribution deals with the process of complex-shaped parts modelling and generation within the Reverse Engineering. Many of the hand-made prototypes are created without drawing documentation and so the manufacturing of such real parts is very complicated. The creation of 3D model of the prototype has many advantages which are described in the article. The data digitizing can considerably decreases the economic cost and greatly affects the efficiency of the part manufacturing. [ABSTRACT FROM AUTHOR]

Purpose - Owing to the consolidation and globalization of the paper industry, manufacturing units have keen interest to focus on particular product groups. While this specialization will create opportunities for scale economics in production, management of supply chains becomes increasingly challenging, as one particular manufacturing unit serves a number of different sales locations. The aim of this paper is to identify improvement areas in the new supply chain context of paper production, and possibly give further support for the general discipline development. Design/methodology/approach - Research work is based on two different case studies completed for one major North-European paper manufacturer, which is mostly serving its customers in Europe and the USA. The first case study (a preliminary one) started when supply chain challenges were recognized at the end of the 1990s, and a manufacturing unit was seeking managerial remedies - this investigation only concerned one manufacturing unity while not singling cut any particular supply chain in the analysis. During the most recent years a more detailed case.study was conducted with this paper manufacturer, which concerned lead time performance of four different strategically important supply chains. These supply chains were championed by two different large manufacturing units (the preliminary analysis concerned one of these two paper mills). The objective of this research work is to identify whether general lead time and response studies, mostly completed in the automotive industry, are applicable to paper production. Findings - According to the analysis North-European paper manufacturers hold approximately 45 days of distribution inventory. Interestingly, in the case study it was found that in distribution this does not result in high efficiency-on the contrary different parties involved (railway, port operations and vessels) need to have a considerable amount of free and unused capacity in their operations to ensure the smooth flow of materials. Research limitations/implications - The case studies were conducted in the factories of one large North-European multinational. Therefore, the observations are limited to this company. However, in order to generalize the results further, the authors have analysed North-European paper producers through macro data and financial reports in any research environment. To cover a mismatch between company level quantitative analysis and macro data, the authors consulted several key persons in the case company concerning the research results. Therefore, triangulation in the empirical data was achieved. Practical implications - It is argued that four reasons, namely: scale emphasis in production, IT systems to support supply chains, sea shipment, and outsourced distribution, play a vital role in the forthcoming performance improvement initiatives. At the moment this results in long supply chain lead times, whatever the distance to the actual market. Decision makers in practice need to find solutions for these in order to improve performance further. Originality/value - Supply chains are rarely analyzed in research works through more than one supply chain - here analysis of four different supply chains concerning lead time is provided. The analysis is based on the enterprise resource-planning database, and findings are verified with interviews with the managers and directors of the case company. [ABSTRACT FROM AUTHOR]

Industrial process measurement and control systems (IPMCS) are used in most of the industrial sectors to achieve production improvement, process optimization and time and cost reduction. Integration, reuse, flexibility and optimization are demanded to adapt to a rapidly changing and competitive market. In order to achieve these goals, the use of standards in the application field, methodologies for defining the application design and tools for supporting the development cycle are needed. This paper proposes a component-based model of the implementation of the control system under design (the hardware and software architectures). The software architecture is defined to follow the software model of the IEC 61131-3 standard for programming programmable logic controllers and the hardware architecture is composed by equipment characterised by vendor and range of product. The proposed modelling is implemented as a markup language that allows to describe models of industrial control systems ( icsML). From the application model, described in the markup language, the automation project for every programmable logic controller (PLC) present in the application is automatically generated. [ABSTRACT FROM AUTHOR]

The article discusses the significance of wireless communication to chemical process industries (CPI) in the U.S. Due to emerging technological innovation, most CPIs are planning to change its communication protocols from cableready to wireless. Before the industry will transcend into the wireless world, they have to consider priority strategies which includes determining where wired solutions are impractical or cost prohibitive, identifying applications that involve high-energy and natural-resource usage and optimizing field-worker productivity. Due to the complexity of wireless technology, a thorough analysis and study are needed before implementation. Benefits derived in the scheme includes better tracking of inventories, accurate monitoring of tank levels and optimizing operations.

Manufacturing firms are increasingly seeking cost and other competitive advantages by tightly coupling and managing their relationship with suppliers. Among other mechanisms, interorganizational systems (IOS) that facilitate boundary-spanning activities of a firm enable them to effectively manage different types of buyer–supplier relationships. This study integrates literature from the operations and information systems fields to create a joint perspective in understanding the linkages between the nature of the IOS, buyer–supplier relationships, and manufacturing performance at the dyadic level. External integration, breadth, and initiation are used to capture IOS functionality, and their effect on process efficiency and sourcing leverage is examined. The study also explores the differences in how manufacturing firms use IOS when operating under varying levels of competitive intensity and product standardization. In order to test the research models and related hypothesis, empirical data on buyer–supplier dyads is collected from manufacturing firms. The results show that only higher levels of external integration that go beyond simple procurement systems, as well as who initiates the IOS, allow manufacturing firms to enhance process efficiency. In contrast, IOS breadth and IOS initiation enable manufacturing firms to enhance sourcing leverage over their suppliers. In addition, firms making standardized products in highly competitive environments tend to achieve higher process efficiencies and have higher levels of external integration. The study shows how specific IOS decisions allow manufacturing firms to better manage their dependence on the supplier for resources and thereby select system functionalities that are consistent with their own operating environments and the desired supply chain design. [ABSTRACT FROM AUTHOR]

Manufacturing plant managers have sought performance improvements through implementing best practices discussed in World Class Manufacturing literature. However, our collective understanding of linkages between practices and performance remains incomplete. This study seeks a more complete theory, advancing the idea that strategy integration and enhanced manufacturing capabilities such as cost efficiency and flexibility serve as intermediaries by which practices affect performance. Hypotheses related to this thesis are tested using data from 57 North American manufacturing plants that are past winners and finalists in Industry Week's“America's Best” competition ( ). The results suggest that strategy integration plays a strong, central role in the creation of manufacturing cost efficiency and new product flexibility capabilities. Furthermore, strategy integration moderates the influences of product-process development, supplier relationship management, workforce development, just-in-time flow, and process quality management practices on certain manufacturing capabilities. In turn, manufacturing cost efficiency and new product flexibility capabilities mediate the influence of strategy integration on market-based performance. These findings have implications for practice and for future research. [ABSTRACT FROM AUTHOR]

Focuses on the how to improve asset performance in chemical process operations. Importance of asset optimization in sustaining profitability; Aim of the Asset Performance Improvement process; Identification of asset effectiveness as a reflection of the productivity of plant assets.

A compressed cycle time enables products to be manufactured more quickly and has the potential of locking in the most profitable customer. Applies time-based process mapping (TBPM), a time compression technique, to a firm that operates in a resource-based environment, and undertake detailed case studies. Analyses the firm's key supply chains and examine related strategic issues. Competitive forces analyses indicate that depleting supply, which is valuable, in an attractive industry affects considerably the time horizon of strategy formulation. Robust supply chains integration requires a good consideration of a firm's resources, capabilities and external environments. Both the industrial organization and resource-based view are important to sustain business timeliness and operations management. It seems, from the case studies, that in times of intense competition with shortages of resources, continued globalization, and the fast and slow world divide, the integration of value chains and systems is an effective way of achieving business timeliness. Enabling yet effective strategies and technologies only come to their optimum with proper leadership - the interconnectivity of the time compression triangle. [ABSTRACT FROM AUTHOR]

Presents a comparison between the biological cell production system and industrial production systems. Analogy between a biochemical pathway and a manufacturing flow diagram; Commonalities between cell production principles and manufacturing systems; Differences between biochemical pathways and manufacturing systems; Elements of an organic production system.

This theoretical paper presents, extends and integrates a number of systems and evolutionary concepts, to demonstrate their relevance to manufacturing strategy formulation. Specifically it concentrates on fitness landscape theory as an approach for visually mapping the strategic options a manufacturing firm could pursue. It examines how this theory relates to manufacturing competitiveness and strategy and proposes a definition and model of manufacturing fitness. In accordance with fitness landscape theory, a complex systems perspective is adopted to view manufacturing firms. It is argued that manufacturing firms are a specific type of complex system -- a complex adaptive system -- and that by developing and applying fitness landscape theory it is possible to create models to better understand and visualise how to search and select various combinations of capabilities. [ABSTRACT FROM AUTHOR]

Presents a practical analysis of operational performance measurement at Airbags International Ltd (AIL), a supplier of airbag safety devices to the automotive industry. First, the primary measure of overall equipment effectiveness (OEE) is described. Its implementation and use within the operational environment of AIL is then described and analysed. Finally, presents the potential benefits of developing OEE as an operational measure and contrasts AIL's performance with other applications of OEE found with the research literature. [ABSTRACT FROM AUTHOR]

The lack of contextual sensitivity of best practices thinking can be a deterrent to innovation in small and medium-size enterprises if owners and managers feel that the specificity of their companies are not taken into account. Presents cladistics, an evolutionary classification technique, as a tool to be used to craft and validate manufacturing strategies. Cladistics provides a compromise between over prescriptive generic business solutions and cost inefficient, high-risk idiosyncratic solutions. The contribution of cladistics as a qualitative methodology in operations strategy research is illustrated by an evolutionary classification of the hand tool industry and recommendations for innovation in this industry. [ABSTRACT FROM AUTHOR]

An empirical advanced manufacturing technology (AMT) taxonomy with three groups was identified from cluster analysis. The analysis was based on a survey of Swedish metal-working industries and 324 relevant responses were received (response rate of 38 percent). The first group, "the traditionalists" is characterised by firms of relatively small size with low levels of investments in AMT. "The hard integrators" emphasise computerised transactions between subunits and processes to a larger extent than the investment in administrative, design and manufacturing technologies. "The high investors" group contains relatively large firms that have invested in most technologies and have computerised their transactions significantly more than both the other groups. Companies with heavy investments in AMT had developed the infrastructure (worker empowerment, improvement programmes and organisational design) and maintenance (prevention and integration) aspects to a greater extent than low investors. They also performed better. [ABSTRACT FROM AUTHOR]

The vast majority of indigenous Irish enterprises can be classed as small (less than 50 employees). Latest figures from the census of industrial production indicate a figure of 90 per cent. However the Irish small firm sector is notoriously volatile in that a large percentage of new companies ‘die’ in the first five years. For those that survive there are many barriers to growth. Therefore the potential of our small firm sector in aiding employment creation and economic development is not realised. Studies on life cycle and growth indicate that internal managerial capabilities are a significant factor in constraining growth. This paper details an investigation into a particular aspect of management HRM; and highlights how managerial behaviour in this respect can affect the success of a small firm. Implications for providers of HRD are also analysed and discussed. [ABSTRACT FROM AUTHOR]

Abstract Although progress has been made in understanding market-driven businesses from a theoretical perspective, relatively few empirical studies have addressed the capabilities needed to become market-driven and the performance advantages accruing to firms possessing these capabilities. One of the barriers faced has been in defining what is meant by the term "market-driven". Develops a multi-dimensional measure useful for assessing the degree to which a firm is market-driven. Presents evidence that market-driven business units developed higher levels of six vital marketing capabilities (in the areas of market research, pricing, product development, channels, promotion, and market management) than their less market-driven rivals and significantly outperformed these rival business units on four measures of organizational performance. [ABSTRACT FROM AUTHOR]

In this paper we consider a problem of joint coordination between a firm's manufacturing and supply departments. The manufacturing department is responsible for meeting random demand of a product with a short life cycle. The supply department's responsibility is to provide the sufficient amount of raw materials so that the required production level can be achieved. When coordination prevails, both departments' decisions are jointly made; otherwise, decisions are made independently without an exchange of information. If the random demand exceeds the amount produced, a second production run can be expedited at a substantially higher cost. Our analysis yields insightful results to such a coordination problem between the two departments. We provide conditions under which it is desirable to coordinate, resulting in a significant increase in expected profit. If coordination is optimal, then the supply department would purchase additional reserved material for the second run. Under this scenario, we analyze the effects of joint coordination on the expected profit. We also find explicit conditions for which joint coordination is not beneficial, i.e., the supply department should only order sufficient material to meet the first production run requirements. We provide a detailed set of numerical examples and generate response surfaces indicating the desirability of coordination for different pairs of parameter combinations. [ABSTRACT FROM AUTHOR]

Intense competition in many industries forces manufacturing firms to develop new, higher quality products at an increasingly rapid pace. Overlapping product development activities is an important component of concurrent product development that can help firms develop products faster. However, since product development activities may be coupled in complex ways, overlapping interrelated activities can present many difficulties Without careful management of the overlapped product development process, the development effort and cost may increase, and product quality may worsen. This paper goes beyond the common recommendation to simply overlap activities as much as possible. We present a model-based framework to manage the overlapping of coupled product development activities. The model and frame-work identify conditions under which various types of overlapping are appropriate for a pair of coupled activities. We illustrate the model and framework with industrial applications involving the development of electronic pagers and automobile doors. [ABSTRACT FROM AUTHOR]

The evidence is clear that a lack of attention to structured tool management has resulted in the poor performance of many manufacturing systems. Plant tooling systems affect product design options, machine loading, job batching, capacity scheduling, and real-time part routing decisions. With increasing automation in manufacturing systems, there is a growing need to integrate tool management more thoroughly into system design, planning and control. This paper critically evaluates various tool management approaches, identifying the operational tradeoffs and analyzing the models developed to address management decisions involving tooling. These decisions range from selecting the optimal machining parameters and the most economic processing rate for a particular operation, to the loading of tools and jobs on machines and the determination of the optimal tool-mix inventories needed for a particular production schedule. We present an integrated conceptual framework for resource planning to examine how tool management issues, depending upon their scope, can be classified into tool-level, machine-level, and system-level concerns. This framework specifies how decisions made at one level constrain those at lower levels, and how information from lower levels feeds back to higher level decisions. The framework structures our critical evaluation of the modeling approaches found in the academic literature and points to promising directions for future research. [ABSTRACT FROM AUTHOR]

The optimal way to cut a number of pieces from a reel is usually studied under the assumption that each piece has one of its sides parallel to the reel edge. If the material to be cut is homogeneous, it may be attractive to consider patterns in which certain pieces appear in an intermediate, tilted position. Certain properties of a class of such nonorthogonal cutting patterns are derived that make it possible to allow for tilting in a simple manner. Substantial savings may thus be realised at the expense of a modest increase in computational effort. [ABSTRACT FROM AUTHOR]

Control charts are given for monitoring an input-output model against changes in form, against changes in its coefficients, and against changes in process variance. When a process is not in control due to changes in some coefficients, monitoring shifts to a diagnostic mode to identify the altered coefficients and thus the needed adjustments to the process. Control limits from special aid tables are used; these are considered along with the choice of design. Operating characteristics of the charts are summarized under standard assumptions. [ABSTRACT FROM AUTHOR]

The author of this essay considers selection both as a principle inherent in rationalization and as an object in the rationalization debate. Discussing two conflict concepts of rationalization - lean production and qualified group work - of Japanese and European origin, respectively, the author examines how the future course of rationalization is preconceived, and even pre-negotiated, in the very formulation of such concepts. Both the examples she discusses involve contemporary variants of the old rationalizing idea; both are used as a basis in negotiating new methods and goals of rationalization. Old and new selection mechanisms are implicitly or explicitly included in the two new conceptions, with concomitant definitions of what is politically acceptable.

The article presents information about a study on the behavioral consequences of performance measures on the operation of manufacturing cells. The research was conducted in a medium-sized manufacturing company situated in Great Britain. The aim of the research was to examine and analyse the performance measurement system, and identify the performance and production drivers on the shop-floor. Semi-structured interviews were used with production manager, production director and cell leaders. A list of questions was drawn up prior to the interview and used, by the researcher, as a reference framework. The purpose of the interview was to outline the existing performance measurement system and to form the basis of detailed questionnaires targeted at the production manager and cell leaders. Separate designs of questionnaire were devised for the production manager and cell leaders. The questionnaire built a database of response to everyday management dilemma. The initial task in examining the system was to identify the reports and the information which related directly to the performance of individual cells.

In The Machine that Changed the World, the best-selling management book which made the concept of lean production famous, teams are assigned a crucial role. They "emerge as the heart of the lean factory"[l, p. 9] and are called a "hallmark" of lean production[l, backflap]. The book's central message that the performance gap between Japanese and Western car producers needed to be closed by the latter adopting lean production did not go lost. In Europe, the publicity around the promising concept seems to have functioned as a catalyst for the diffusion of teamwork. Companies such as Fiat, Mercedes-Benz, NedCar, Opel, Renault and Volvo are now known to use teams, albeit in various forms and to various degrees. There is something ironical in this process. Teams have been promoted in Europe for more than 30 years because of their beneficial effects on organizational effectiveness and the quality of working life. These sociotechnically-informed designers were among the strongest advocates. Yet, until shortly before 1990, teams seem to have failed to break through. Riding the waves of lean production's popularity, however, the picture in the 1990s looks much different. But although teams are mentioned as an important explanation for lean production's alleged superior productivity. The Machine that Changed the World is rather ambiguous about the question as to what these teams look like. Hence, questions abound. Are sociotechnical and lean teams identical work forms, or does their similarity stop with their names? To what extent are they compatible? Should one form be favoured over the other, or can both be applied, yet in different situations? In an attempt to answer such questions, this article describes and compares both forms of team in general terms. It concludes that both forms differ with respect to some key characteristics. Furthermore, it is argued that the indigenously Japanese team form is only applicable in rather special circumstances; in other circumstances, a broader approach to teams is necessary. Next, a model for the development of such alternative teams is described and discussed. [ABSTRACT FROM AUTHOR]

Most publications on lean production (LP) devote some space to the question of the importance of human resources. It is only rarely that work organization practices (WOP) are clearly defined and the specific role of each of them within the LP model is dealt with. Generally, the operations management literature associates WOP to LP through examples with the implicit idea that all the WOP quoted are necessary and also typical of LP. This study calls for a more critical view on WOP in relation to LP: its aim is to contribute to the construction of a grounded theory on work organization practices in lean production. This study first approaches the problem by comparing lean production with Fordism and Taylorism. It then identifies the work organization practices that are associated with lean production in the literature and examines their supporting role in relation to lean production practices. The result of this analysis is inserted in a reference framework for the study of the association existing between work organization and lean production practices. This framework is also used to develop hypotheses which are subsequently tested using data collected in a multi-purpose study on lean production. [ABSTRACT FROM AUTHOR]

The purpose of this article is to develop an operationalized model which can be used to assess the changes taking place in an effort to introduce lean production. In keeping with the theme of this special issue, we have limited ourselves to the factors that concern the work organization in the manufacturing part of a company. This model has been developed using available theory, and has also benefited from an empirical test and concurrent development in a longitudinal field study. To be able to study a change process, it is important to have the anchor of an outcome, or put another way; the content of the change is important. This means that if we look at lean production as constituting a determinant of performance, we need to operationalize it in detail in order to study the change processes properly. We need a way to measure progress made in an effort to become lean. The choice of the word "progress" is important, since lean can be seen as an intended direction, not as a state or as an answer to a specific problem. The research into processes in firms has the potential of developing knowledge which is of value to practitioners. In this vein, an operationalized model of lean production can be used by managers as a tool to follow progress in an effort to introduce lean production. It can provide answers to questions such as: are the actions taken in the direction of lean production? What progress are we making on different variables? [ABSTRACT FROM AUTHOR]

Although computationally feasible optimizing algorithms for solving the production line balance problem have not been found, a number of computational techniques have been devised and used to obtain solutions which are not necessarily optimal solutions but are hoped to be good solutions. In the study the most prominent of these techniques are examined and compared by applying them to a sample of production line balancing problems. The maximum output rate attained for a specified line length is used as the measure of effectiveness and the computing time required to make line balancing calculations for a specified output rate is used as the measure of cost.The central result B of the study show that there are significant differences among the effectiveness results achieved by the line balancing techniques. Although the differences are not large, there are few changes in the relative effectiveness of the computing techniques over the range of line lengths, partial ordering strengths, and problem sizes that were investigated. For the larger problems the computing time differences are significant and in some instances are a more important consideration in the relative evaluation of the computing techniques than are the effectiveness results. [ABSTRACT FROM AUTHOR]

A number of investigations have been performed with models of machine limited production systems. In the main, the work has centered upon evaluation of alternative queue disciplines. In this paper, a model is proposed for studying systems in which both machines and labor are limiting resources. The proposed model includes several design and control factors which offer promising subjects for research. These factors relate to labor and job assignment procedures and control, labor force training, and system flexibility as determined by equipment purchasing and employment policies. Results are reported for an initial set of experiments in which the labor assignment procedure and the size of the labor force are variables, and for two subsequent sets of experiments in which the labor assignment procedure, the degree of centralized control of labor assignment, the job routing characteristics of the network, and the labor efficiency matrix are variables. Suggestions are given for further research. [ABSTRACT FROM AUTHOR]

An analysis and review of the basic problems associated with the efficient operation of production and assembly lines, and the evaluation of the effectiveness of internal storage. Three basic approaches are discussed:--a. loss transfer (fractions of losses due to stoppage are transferred to succeeding stages) b. stochastic (distribution of durations of working and down states of each stage leading to determination of state probabilities) c. queue (treating production lines or queue systems with limitations on size of queue between stages) The concept of the cyclic queue is reviewed and discussed in production line terms (i.e. following a frame or jig through its cycles). The approaches are compared and industrial illustrations are given. The methods discussed apply to problems which, in physical appearance, are different from production lines; among these are chemical production, overhaul and repair systems, etc. A review of the field indicates that considerably more research and analysis is required. [ABSTRACT FROM AUTHOR]

The article discusses the importance of programmable logic controllers (PLC) to chemical process industries (CPI) in the U.S. It is considered the brains behind many operations in industries that controls and troubleshoots most machines because a malfunctioning PLC can cause lines, plants and even operations to shut down, which could lead to thousands to millions of dollars losses. To avoid damages to machines, personnel and minimize downtime, recommended to have proper maintenance management of PLCs. Also presented are the guidelines for proper PLC management.

A regular feature of Manufacturing &Service Operation Management ,"In this issue brie .y describes each issue 's articles and highlights their contributions. [ABSTRACT FROM AUTHOR]

This article presents abstracts from various papers related to industrial management. One of the papers is "Manufacturing Competence and Business Performance: A Framework and Empirical Analysis," by Jay S. Kim and Peter Arnold. This paper presents a framework of manufacturing competence, and tests its theoretical validity using empirical data from a large-scale survey. Another paper discussed is "Assignment Model Formulation of the Machine Cell Formation Problem in Cellular Manufacturing," by Felix Offodile. This paper presents an assignment model formulation for the machine cell formation problem in cellular manufacturing based on an appropriate definition of dissimilarity between any pair of machines for the grouping problem. This dissimilarity measure considers the production volume or demand for the parts on the respective machines and forms the cost parameters for the assignment model which is to be minimized. Identification of the machine cells automatically yields the corresponding part groups which are then assigned to the cells.