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Lean manufacturing (LM) applies different tools that help to eliminate waste as well as the operations that do not add value to the product or processes to increase the value of each performed activity. Here the main motivation is to study how quantitative modelling approaches can support LM tools even under system and environment uncertainties. The main contributions of the article are: (i) providing a systematic literature review of 99 works related to the modelling of uncertainty in LM environments; (ii) proposing a methodology to classify the reviewed works; (iii) classifying LM works under uncertainty; and (iv) identify quantitative models and their solution to deal with uncertainty in LM environments by identifying the main variables involved. Hence this article provides a conceptual framework for future LM quantitative modelling under uncertainty as a guide for academics, researchers and industrial practitioners. The main findings identify that LM under uncertainty has been empirically investigated mainly in the US, India and the UK in the automotive and aerospace manufacturing sectors using analytical and simulation models to minimise time and cost. Value stream mapping (VSM) and just in time (JIT) are the most used LM techniques to reduce waste in a context of system uncertainty. [ABSTRACT FROM AUTHOR]

This article examines the careers and changing roles of British production and operations managers through three surveys covering the last quarter of the twentieth century. Careers are examined in terms of both their organizational context and the subjective experiences of those who have chosen this field, during a period of great turbulence for manufacturing due to growing global competition. The persistent features of such roles and responsibilities are contrasted with the changes in focus and demands. The managers' sources of satisfaction and frustration are outlined as are their perceptions of their situation in relation to managers in other areas. The article concludes by considering what has changed and what needs to change, in order for manufacturing to gain maximum benefit from the contribution of these managers. [ABSTRACT FROM AUTHOR]

Further discussion is provided on the findings of a postal questionnaire survey on current production management practices, reviewed in Part I. Recommendations are also made for a proactive approach by companies to improve their production management through the development and introduction of performance indicators and to improve the efficiency of the company by the use of appropriate production management techniques. Once a written outline of objectives, programme of work, timing and reporting mechanisms is in place, a management representative responsible for production is to be appointed. Overall, the findings suggest that a more professional approach is required to production management in the UK. [ABSTRACT FROM AUTHOR]

A recent survey conducted on a sample of 101 Singaporean production managers, studying their responsibilities and activities in a number of decision areas, is examined. The findings are summarised and the differences between production managers in local and foreign firms are discussed. Results are compared with two similar studies conducted earlier in the UK and India. [ABSTRACT FROM AUTHOR]

The article discusses the use of the life profile of stock as a production control measure in Great Britain. Stock is a term used loosely in management to cover a variety of investments. In company accounts the item which appears on the balance sheet as stock is usually elaborated in the notes to the accounts as raw materials and consumables, work in progress and finished goods, effectively the BS 5191 definition. The balance sheet figure does not identify the magnitude of each item although this may be done by reference to the notes to the accounts. The most usual index to the control of stock is the stock turnover, defined as the rate of consumption of stock, frequently calculated by dividing the annual sales level by the level of stock. The weakness of stock turnover as an index from which actions can follow lies in the feet that it is a conglomerate figure bringing together a number of dissimilar components controlled by different actors inside and outside the organisation. For example, with no change in the behaviour of any part of the organisation, a movement of the exchange rate can significantly affect the sales level and hence the stock turnover.

The work described in this paper is part of a large study of the barriers to acceptance of production management techniques in UK manufacturing industry. The first part of this study is described, it: (i) establishes the use being made of proven traditional techniques of production management and operational research/statistical techniques by British production managers; and (ii) begins to investigate the barriers to acceptance of the techniques. The results reveal that in industry in the UK there is low usage of many of the techniques, particularly the highly quantitative techniques. The major barrier preventing usage of the techniques is lack of knowledge; training in production management has been found to be an extremely important factor in the usage of all the techniques examined. [ABSTRACT FROM AUTHOR]