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The term ‘end-to-end’ process management is now commonplace in the language and practice of operations. Managers are encouraged to migrate from functional process management to end-to-end process management to realise a range of performance improvements. However, these improvements are often elusive; the specific challenges associated with such a migration are under-researched. This paper uses a cross-sector study to identify the challenges of end-to-end process management and to generate practical managerial guidance. Three areas are identified that demand particular managerial attention: the need to move beyond process mapping, the role of IT in process management and maintaining the process infrastructure as a strategic asset. More significantly, the findings highlight the need for greater conceptual clarity regarding the end-to-end concept itself. The existing literature suggests that scope is the primary differentiator of the end-to-end process – the requirement to manage an extended boundary from cu...

Scholars acknowledge the importance of big data and predictive analytics (BDPA) in achieving business value and firm performance. However, the impact of BDPA assimilation on supply chain (SCP) and organizational performance (OP) has not been thoroughly investigated. To address this gap, this paper draws on resource-based view. It conceptualizes assimilation as a three stage process (acceptance, routinization, and assimilation) and identifies the influence of resources (connectivity and information sharing) under the mediation effect of top management commitment on big data assimilation (capability), SCP and OP. The findings suggest that connectivity and information sharing under the mediation effect of top management commitment are positively related to BDPA acceptance, which is positively related to BDPA assimilation under the mediation effect of BDPA routinization, and positively related to SCP and OP. Limitations and future research directions are provided.

One means of innovation is the adoption of new knowledge from external sources. This article describes theory building research to improve the transfer of knowledge between universities and businesses that are collaborating together. Using pilot studies and in-depth interviews based on real-life innovation projects, the research identified and confirmed two hypothetical constructs; that successful knowledge transfer comes from the transfer of tacit knowledge; and that tacit knowledge can best be transferred in this arena using rich media channels. This article describes the research and goes on to assess a range of channels for their media richness and their ability to transfer tacit knowledge. This article then positions this in the frame of collaborative or open innovation. It concludes that selection of the appropriate channel can improve the innovation through the transfer of knowledge between organisations and presents a model for successful application.

International audience; Remanufacturing is a process of bringing used products (known as ‘cores') to ‘like-new' functional state by rebuilding and replacing their component parts. Remanufacture has long been used in many industries for high capital cost equipment, but it represents a new kind of business process for companies in other industries who, for a mixture of cost, regulatory and environmental reasons, wish to adapt to this mode of operation. The primary objective of this research was to develop a model of the business processes used in remanufacture. The methodology used included a review of candidate modelling techniques, case study work with companies, and evaluation work with a panel of experts based on the necessary properties of relevant research of Thomas and Tymon (1982). The outcome of the research was a model that has been validated in the electromechanical industry. The paper presents several diagrams to illustrate the structure of the model and concludes with some proposals for further work to build upon this understanding of this key business process for sustainability.

This paper challenges the critical articles that have classified thematic initiatives as ‘fads’ or ‘fashions’ of their period with little real value. Using business process reengineering (BPR) as an example, the paper suggests that it is important to ‘unpack’ thematic initiatives into their key management principles. The key management principles that form the conceptual basis of BPR are described. Primary data from empirical studies are accumulated to identify the existence of these principles in the change management practices of small and medium sized enterprises (SMEs). The results indicate that the SME companies studied used uncoordinated change management practices which move from one implementation issue to the next without appropriate strategic planning and monitoring practices. A methodology that specifically embodies the conceptual basis of BPR was developed and tested. The results from this phase of the research indicated that the initial bias of SME managers towards some and away from other sp...

This paper looks at how the requirements of the ISO 9001 standard for quality management systems are implemented in manufacturing. It supports manufacturing companies when modelling a Fulfil Order Process by identifying the links to the ISO 9001 quality standard and highlighting potential impacts from any changes in the process or the standard during a redesign project. Case studies revealed that simply documenting what an organization does in order to satisfy the various elements of ISO 9001 is still a common approach. This results in a process-oriented character only at the documentation stage, and is the result of limited guidance on how to integrate the requirements of ISO 9001 with business processes. This work includes the identification of links between ISO 9001 requirements and a holistic Fulfil Order Process and leads to the development of criteria for modelling a manufacturing business process showing its links to ISO 9001. A modelling technique, named IDEF 9000 , has been developed which will e...

This paper discusses the principles of a modelling technique called IDEF9000. IDEF9000 takes a systems view of a Fulfil Order Process and allows the modelling of activities, functional relationships and data. Developed from the original IDEF0 modelling technique, IDEF9000 uses an extended syntax and semantics to identify the links to the ISO 9001 quality standard and visually highlights them for redesign. The paper describes the method and its application in a case study.

SMEs often have to adapt their manufacturing systems to changing circumstances such as technology advances and business growth. This paper presents a new methodology for the redesign of manufacturing systems within SMEs.This paper will show that most approaches to manufacturing systems redesign are linear and it will explain why this is not the best option for SMEs. Foremost among these reasons is the uncertainty of the SME environment. Redesign planning that is conducted at the outset of a change episode may be superseded by events that are impossible to foresee. A further issue for conventional redesign approaches is the resource poverty that is a widely reported feature of SMEs. The most obvious impact is on the financial support available for costly technology-led solutions. Resource poverty also includes the available expertise and managerial time to implement complex methodologies.The alternative approach proposed uses an iterative model as its basis for change. The basic helical model is extended to provide four perspectives on systems change. These perspectives focus on structural, people, technology and process issues. It is these perspectives that make the difference between continuous improvement and systems redesign. The model has been developed through action research in manufacturing SMEs. Validation was achieved through a longitudinal case study that provided empirical evidence to support the methodology. A single case was used for validation to provide depth over breadth. The development of the methodology had been broad through action research into several diverse SMEs and it was considered that more detailed case study would add balance to the research. The depth afforded by a single longitudinal study also allowed for greater scrutiny of the methodology under real world conditions.

This paper addresses the work of the small and medium-sized enterprise (SME) research community as presented at a series of three UK conferences on Stimulating Manufacturing Excellence in SMEs. An important difficulty that emerges is the problem of the translation of research outputs and business advice into formats that are attractive to SMEs. This is briefly illustrated through the differing perceptions of the business scenario as seen by the SME owner/manager and an external change-agent, condensed into five parameters. The role of policy makers and change-agents and their need for high-quality research are examined, leading to a discussion of the contributions to be expected from, and therefore the implications for, the research community. From this, recommendations are developed for the future direction of SME research.

This paper presents a new perspective for enterprise integration and improvement programmes. This is achieved by drawing together work which has been undertaken within the enterprise integration community, with the work which has been undertaken by the business and management community. Specifically, a three-lens model is presented which has been derived from action and case-based research. The three-lens model is described in relation to the strategy literature and is clarified by a case study from the aerospace industry. The paper concludes higlilighting the key issues associated with the model, and by identifying future agenda items for research in the area.

This paper describes the idea of the extended enterprise, in which manufacturing companies co-operate closely to maximize the benefits of the business they are all involved in. The concept ofthe extended enterprise is explored, and itseffect on purchasing relationships is considered. Production planning considerations are dealt with and the extended enterprise is considered from the viewpoint of the supplier. Modelling and analysis of the extended enterprise in connection with process improvement is reviewed, and some questions that arise from the co-operative approach are presented. The paper concludes that the concept stems from supply chain management and the interest in integration across boundaries. The extended enterprise presents many challenges, but may be a new source of competitive advantage.

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.

This article discusses the successful implementation of Six Sigma methodology in a high precision and critical process in the manufacture of automotive products. The Six Sigma define–measure–analyse–improve–control approach resulted in a reduction of tolerance-related problems and improved the first pass yield from 85% to 99.4%. Data were collected on all possible causes and regression analysis, hypothesis testing, Taguchi methods, classification and regression tree, etc. were used to analyse the data and draw conclusions. Implementation of Six Sigma methodology had a significant financial impact on the profitability of the company. An approximate saving of US$70,000 per annum was reported, which is in addition to the customer-facing benefits of improved quality on returns and sales. The project also had the benefit of allowing the company to learn useful messages that will guide future Six Sigma activities.

Introduces a number of concepts and frameworks developed during the first phase of an EPSRC/CDP grant entitled “A Specification of a Business Process Re‐engineering Methodology for Small and Medium Sized Manufacturing Enterprises”. A traditional, functionally oriented organization is characterized by fragmentation and staged inventories of work caused by a failure to integrate and synchronize activities. A process focused organization aims to optimize performance across the whole process. Outlines many of the key issues facing organizations seeking to adopt a process orientation. Presents two frameworks for analysis. The first identifies the major business processes in any manufacturing company, the second seeks to classify types of business process re‐engineering intervention. Concludes by discussing the major issues currently facing those researching into business process re‐engineering.

Investigates the current literature surrounding business process re‐engineering (BPR). Defines BPR and distinguishes between re‐engineering and other change programmes. Sets out a general approach to BPR and outlines the results from the application of this approach to the bank. This analysis of results includes an assessment of the applicability of the ICAM definition method, IDEF0, in helping companies implement BPR programmes.

Part 3: Strategy; International audience; This paper describes research to examine the process of knowledge transfer between universities and industry, where the transfer of knowledge can be a valuable source of innovation for a company, in terms of new product development (radical innovation) but also as a source of knowledge for process or product improvement (incremental innovation). The view is adopted that the most useful knowledge for industry is knowledge that leads to action, known as tacit knowledge. However, tacit knowledge is seen as the most difficult type of knowledge to transfer. The paper builds on the research in this area of strategic knowledge management and uses case-study style research to review a framework that shows how knowledge can be codified for transfer, transferred and then assimilated. The paper concludes with comments about the use of the framework and directions for future research.

The increasing dissatisfaction of users with their Computer-aided production management lCAPMr systems has been widely reported. This dissatisfaction led the UKas Science and Engineering Research Council to initiate a major study to improve CAPM systems use. The research results presented here form part of the overall initiative and focus on the development of a set of guiding principles for companies seeking to implement appropriate CAPM systems. The research team have identified three key elements that must be considered when implementing a CAPM system. First, that CAPM implementation can be eased if the overall manufacturing-system is first simplified. Second, we recognize that even then most companies will still require a computerized solution thus any methodology must include a software specification. Third, the overall performance of the system may be enhanced by changes to the infrastructure that supports the software. In attempting to meet these requirements the...

In 1986 a comprehensive study into the state of the art in Computer Aided Production Management (CAPM) in UK industry commissioned by the ACME (Application of Computers to Manufacturing Engineering) directorate of the Science and Engineering Research Council (SERC) revealed a number of deficiencies in existing CAPM systems and approaches. As a consequence of this report, a number of specific sectors were identified including the small company sector, large company sector, make to order sector and the electronics sector. This article outlines the results of the work of the research team engaged in developing a CAPM implementation methodology for the electronics sector, which was the largest of the ACME CAPM projects. The research team believe that the results are equally applicable for CAPM implementation in other manufacturing sectors.

With this editorial I would like to mark the passing of 20 years of Production Planning & Control. The Journal was originally begun by members of IFIP Working Group no. 5.7, including Professor Asb...

Everyone who is alive today has lived through the era of disposable products. In 1903, K.C. Gillette launched the first razor with a disposable blade. Although it was common to regard packaging ite...

In the last few years the need for enterprises (private and public sector, manufacturing and service organisations) to behave competitively across a broad range of operational areas has emerged. Competitive pressures, particularly within manufacturing, have caused a large proportion of firms to re-think their strategies, and to develop their capabilities. Consumer demands for higher levels of product quality and diversity (Hayes and Jaikumar, 1988), vast increases in product variety within markets (Wortmann, 1990), and decreasing product life-cycles (Pisano and Wheelwright, 1995) have all intensified the need for change. To address this need, firms are constantly seeking to identify new methods to improve their operating performance (Voss and Blackmon, 1994). Many thematic manufacturing initiatives have emerged over a number of years that have promised a means to achieve these levels of performance. Despite the promise of themes such as Just in Time, World Class Manufacturing, Lean Production, Total Quality Management, and now Business Process Reengineering, the take-up by industry has been poor (Voss and Robinson, 1987).

This paper presents a re-engineering project undertaken on one company’s design and development process. The experiences gained regarding process analysis, management commitment, value chains and consultants are discussed. The lessons learnt are then discussed in the context of a current re-engineering.

The paper reports on an aspect of work carried out into manufacturing strategy in the UK aerospace industry. This paper concentrates on the development of three manufacturing strategy archetypes and of a framework to describe the potential use of these archetypes within the UK aerospace industry. The paper describes the changing requirements of the industry when considering manufacturing strategy. The paper includes the development of the archetypes using systems theory, and reports on the contribution made to the field of manufacturing strategy making.

The paper extends the work presented previously on the application of generic process models in Business Process Re-engineering (Childe et al 1995). The construction of business process models is contextualised by a five stage composite methodology for BPR. Following an analysis of various process architectures the potential of generic process models is presented. The development of such a model is described. The application of this model in a small manufacturing company is discussed and the areas in which the model proved to be useful are shown. The paper challenges traditional sequential methodologies and suggests a nonsequential orientation and the systemic consideration of six fundamental issues. The paper reports on the current thinking in the area of delivery mechanism development for BPR methodologies. This thinking focuses predominantly on learning and the transfer of relevant expertise to practitioners.

This paper has two main elements. Firstly, the research team based at the University of Plymouth have identified three ‘sets’ of processes: manage, operate and support and we have further sub-divided the operate processes into three: product development, order flow and after-sales service. Using a Soft Systems approach we have developed a root definition and a conceptual model for the order flow process. The paper will describe the conceptual model in detail, illustrated through the use of the IDEF0 modeling technique.

From this issue, we are changing to a different format for each volume. This will give us an increase in the page count that will allow a few more papers to be published each year. We will now have...

(2002). Six things to manage--Designs. Production Planning & Control: Vol. 13, No. 6, pp. 495-496.

Production Planning & Control always aims to publish research that has value to industry, in addressing the topics that are industry's current concerns. Over the years, the Journal has dealt with t...

Production Planning & Control welcomes case studies, as most readers will know. But I often hear (or read) queries about the research value of case studies. What can we learn from one or just a few...

Manufacturing competitiveness is highly dependent upon the control systems which regulate the flow of work through the factory. Competitiveness calls for the required output at the most economic cost in terms of both operating expenses and the level of working capital. Computer Aided Production Management systems aim to provide this control, and are therefore commonly used in all but the smallest manufacturing companies. However, the implementation of CAPM systems has often been problematic, and the need for a methodology to address this area was recognised in a major research initiative. This paper describes the methodology which was produced by the authors, which will be seen to place emphasis upon the business and organisational context for the system together with the human factors such as employee participation and involvement which affect the success of the implementation of the system. The CAPM system is redefined as a system which contains both human and computer elements, and must be designed and implemented as such.

The management of operations is really the management of all the resources involved in operations, such as materials, equipment, information and people. Although we tend to focus our attention on t...