How to make e-Procurement viable for SME suppliers

Due to their common role as suppliers, small and medium-sized enterprises (SMEs) are especially challenged by today's turbulent business conditions. In order to meet this challenge, short-term WWW-based enterprise cooperations are regarded as an appropriate way to enhance the competitive strength of SMEs. Hence, the Institute of Machine Tools and Industrial Management (IWB) operates three so-called competence networks for engineering (www.engineering-net.de), rapid prototyping (www.rp-net.de) and manufacturing (www.produktionsnetz.de) services. For the purpose of an applied research project, more than 80 participating SME suppliers have been included in these specialized virtual markets, which are based on the core competencies of the cooperating SMEs. Additionally, the platform (www.virtueller-markt.de) enables customers to configure their specific supply chains via the above-mentioned competence networks. The presented paper depicts how to establish and operate these competence networks as well as how to configure supply chains via these virtual markets.     

How to make innovation happen--part 3

In the last installment of this 3-part series, learn the framework needed to support an innovation team that can make change happen.     

An enhanced loading model for the probabilistic workload control under workload imbalance

Load-oriented manufacturing control (LOMC), a well known probabilistic approach to workload control, is based on limiting and smoothing workload using one static parameter for each workcentre, called load limit (LL). The value of this parameter is set by the shop managers based on the planned lead time at each workcentre. In this paper the use of LL is shown to be inappropriate for the smoothing of workloads when the workload is not sufficiently balanced. We propose to enhance the LOMC model by introducing two sets of parameters:

(i) limiting parameters (LPs), that are statical parameters of the workcentres, set by the shop managers. LPs are used to limit the workload released to the shop;

(ii) smoothing parameters (SPs), that are dynamical parameters of the workcentres, computed as a function of their real workload. SPs are used to smooth the jobs workload over downstream workcentres.

A simulation model was used to compare the enhanced model, based on two parameters sets, with the traditional LOMC model, based on a single parameter set. The simulation runs were earned out with different conditions of due-date assignments, dispatching rules and production mix. The statistical analysis performed on experimental results confirmed that the enhanced model achieves significantly better due dates under unbalanced workload conditions.     

Decision approach to workload distribution

Abstract. This paper deals with decisions of workload temporal distribution in scheduling discrete and diversified productions. A new way of formulating the scheduling problem is proposed, from which some concepts and tools are presented. The notion of time resource interval objects, TRIs, allows the management of technical (time and resource) aspects at the different levels of a hierarchical structuring of the set of decisions taken in the workshop, from ‘load distribution’ types, to ‘effective realization of the operations’ types. Constraint-based reasoning handles different TRIs corresponding to given kinds of decisions. It helps to highlight the bounds or limits to be respected while deciding, to remain consistent with an initial set of constraints, issued for example from an upper level of decisions. Decisions of load temporal distribution consist in readjustments of some time constraints on a set of planned operations, by taking into account the (or some more detailed) constraints on the resource(s) on which they have been planned, such as finite capacity and/or minimal profitability. The analysis on temporal proximities of the planned operations involves some particular structuring of the time axis into successive time intervals: these structures are associated with sets of temporal bounds, and are called adjacent decompositions of the time axis. Such a decomposition introduces some specific TRIs, associated with load constraints (coming from the planned operations), and resource constraints (coming from limited quantities of resource, or profitability concerns). By respecting the given time and resource constraints, they can ‘exchange’ some quantities of load according to communicating vessels processes. These phenomena have been modelled as bounded flows in a temporal network, and offer new flexible curves of load with finite capacities, to help the decision.     

安微企业如何利用国际资本————摩根大通证券（亚太）有限公司投资银行中国部董事总经理方方先生访谈录

自去年下半年以来，国际资本市场对中国内地的投资机会非常看好。目前从欧洲、东南亚等地聚集到香的港游资高达3万多亿美元，比东京、新加坡要高得多，因为香港最靠近中国内地。这是香港发展的一个重大机会，也是中国内地企业发展的一个重大机会。     

Reconceptualizing the nature and consequences of part-time work

This article presents a theoretical framework for understanding the impact of part-time work on employees' attitudes and behaviors. A series of hypotheses also are presented to explain the varying consequences that different types of part-time employment arrangements, work-context factors, and demographic variables have on the experiences of part-time workers. Future issues for theory development and research methodology are discussed as well.     

Resolutions to make and keep

From mastering the latest technology to becoming an industry expert, listed here are nine career resolutions to seriously consider for 1997. You needn't wait until January to make or implement resolutions that will build your body, your soul, or your career. Start today.     

如何构建和谐发展的领导班子

各级领导班子担负着领导本地、本单位经济建设、政治建设、文化建设、社会建设和党的建设的重要职责,对一个地区、一个单位的改革发展稳定起着至关重要的作用。如何把班子建设好,树立和谐发展的新形象,我的体会是要重点做到四个方面。     

Semi-interchangeable machines: implications for workload control

Workload control (WLC) is developed as a production planning and control concept for make-to-order job shops. Effective WLC requires a profound decision regarding order release to allow balancing the workload across capacity groups. WLC design has to reflect the company characteristics, especially machine characteristics. In practice, machines that perform the same type of operations are generally not completely identical but semi-interchangeable. The importance of the load balancing function requires careful consideration of semi-interchangeability within WLC. This paper develops different control alternatives to deal with semi-interchangeability and tests them in a simulation study. The results of the study indicate that the most intuitive control option—grouping semi-interchangeable machines into a single capacity group and making the routeing decision at dispatching—does not give the best performance, despite the advantages of pooling synergy. For a low degree of interchangeability it is more attractive to place semi-interchangeable machines in separate capacity groups and to make a routeing decision at order release. This enables more detailed load balancing resulting in shorter throughput times. More generally, it is shown to be advantageous to postpone the final routeing decision until dispatching, though considering separate capacity groups for a preliminary routeing decision at the time of release.     

How to fire a physician

How does one fire a physician? In a word, carefully! Most of the legal protections for other employees apply just as well to physicians. And physicians have access to an expanded realm of protections because of the nature of their profession and because of its role in the health care delivery system. The ordinary employee cannot raise antitrust; the fired physician may very well raise just that issue. And yet the need to terminate a physician will sometimes, even though rarely, occur. How can the organization be certain that it has treated the physician fairly, has documented any and all offenses in a defensible fashion, and has generally followed accepted practices in all aspects of dealing with the physician? The author provides some guidelines for dealing with the problem or the incompetent physician.     

怎样当好常务副职

俗话说:"当官当副,不当常务。"一言道破了"常务"难当之理。常务副职是正职的第一参谋和主要助手,除了要创造性地抓好分管工作外,还肩负着协助正职抓全     

How to survive a new CEO

A new CEO means everyone in the organization is now a new hire--an unknown entity that must prove he or she can and will enthusiastically, tirelessly support the CEO's agenda. Those who want to stay on the payroll must avoid a business-as-usual attitude and demonstrate that they share the CEO's dedication to change. If you're in a staff job, it's important to show you're essential to the new regime, quickly and convincingly. Some important steps to consider as you plan for the transition include: Do your home-work; anticipate the CEO's needs; be supportive and nonpolitical; be realistic with your direct reports; and appear poised to leave willingly and quietly--and you may not have to.     

如何形成典型效应--濮阳市用"李连成效应"整体推进农村党建工作的实践

李连成是中共河南濮阳市委近两年来发现、培养、树立起来的农村党支部书记的先进典型,曾被评选为全国优秀共产党员,先后受到江泽民、胡锦涛、曾庆红等中央领导同志的接见,并当选为党的十六大代表.     

怎样当好助手

当好一把手不容易,当好助手同样很难。一个好的助手,既要胸怀全局,又须立足本职,摆正位置;既要自觉地听从一把手的指挥,又不能没有主见,盲目地服从;既要坚持原则,敢于发表不同意见,又要求同存异,善于团……