A decision support system for the selection of a casting process using analytic hierarchy process

This paper presents an Analytic Hierarchy Process (AHP) based decision support system to select the most suitable casting process for a given product. The hierarchical structure of the proposed method allows the decision maker to compare the different casting processes using the material suitability and flexibility, geometrical complexity, dimensional tolerance and surface finish of the casting, and the cost as the criteria for selection. Judgemental inconsistency of the decision maker in selecting the casting process is taken care by ensuring that the value of consistency ratio is below (0.1). A numerical example is presented to illustrate the effectiveness of the proposed methodology for selecting the suitable casting process.     

Trends in the participatory process of changing shiftwork arrangements

Abstract

A recent survey by the International Labour Office on changing shiftwork arrangements showed that there were three essential steps commonly taken in the change process in different countries. They could be identified as: (1) group study of operational requirements and workers' needs; (2) establishing feasible options; and (3) consensus building while acting on conflicting interests. The change process was more successful when it was provided with concrete support. Attention is drawn to three major aspects of such support: (a) gathering data about operational requirements of the enterprise and workers' needs and preferences (by applying practical methods such as questionnaire surveys, interviews, group discussion and workshops); (b) support for the participatory development of plans for new arrangements (by organizing a group involving workers' representatives); and (c) training support for facilitating the group work and bargaining required for consensus building. Locally adapted training support is necessary particularly about: (1) understanding shiftwork effects and generally accepted guidelines; (2) how to find feasible options based on gathered data and these guidelines; and (3) how to cope with shiftwork. Thus support from people experienced in facilitating the well-informed, participatory process of change will need to be developed for promoting the improvement of shiftworking conditions.     

Improving control through effective performance measurement in SMEs

Research has demonstrated that the use of performance measures in SMEs (small to medium sized enterprises) is limited. Financial measures, which are required for examination by external stakeholders, are generally well developed. However, operational measures are typically ad hoc and lack formal structure. A structured approach to measuring perform ance in SMEs should improve strategic control. Current approaches, however, have proved inadequate for the specific requirements of the SME sector. A new process is presented for developing effective performance measurement in SMEs, which is tested through a case study. The aim of the process is to develop measures that drive operational performance towards the achievement of strategic objectives. The results of the case study demonstrate the potential of the process for improving strategic control and stimulating continuous improvement in SMEs.     

The workflow system and its applications

Recent information technological advances have led to the workflow system that provides an effective technical solution for productivity improvement and business process reengineering. Workflow is a network of activities, also commonly known as a business process, defined for a specific business objective. The fundamental principle of workflow technology is the separation of business process from (software) applications and data. This implies a flexible, adaptable system that can support dynamic business changes. This flexibility, however, is not built upon complexity. Instead, the system should be easily modified for a new business environment. On the other hand, a good workflow system facilitates individual tasks, and collectively the entire business process by providing accurate inputs (data, forms tools) and effective routing control. Workflow technology has a wide range of applications and, when appropriately implemented, can increase productivity, reduce operating costs, improve response to customer requests and shorten the business process cycle. A great opportunity for a company is in evidence to advance its competition edge to a new level through implementation of workflow technology in the next few years. This paper discusses workflow environments, system components, architecture, integrated applications for external program execution, and future trends.     

Telepresence in cross-site business process simulation - lessons learnt in technology,social interaction and organizational learning

Re-engineering global business processes requires innovative methods for inter-organizational learning. This article describes and analyses an experimental telepresence process simulation that was applied to develop and train the cross-site New Product Introduction process of a global telecommunication company. Interactive, real-time audio and video connections over the Internet supported the process-oriented discussion between two groups in distant locations. Identical visual process charts and other information, projected on the walls of the two auditoriums, helped the two teams to discuss and understand the process. Audibility of the discussion was crucial for learning, but the visual 'talking heads' of the participants distorted concentration. Facilitation at both ends and local simulation periods smoothed the interaction and the imbalances between the locations. The simulation achieved positive effects in immediate learning and in motivation for change, although the telepresence caused some limitations. The ultimate goal, the feeling of real presence, was not reached. But when time gets more expensive, and travelling less preferable, telepresence simulation can be a feasible group-mode e-learning method for inter-organizational learning.     

Stewardship as process: A paradox perspective

Long-term stewardship is usually represented as a stable structural condition and portrayed as a source of competitive advantage to firms (including family businesses) that use it as a mode of governance. Less is known about how organizations engage with stewardship as a process. We embrace a process approach to report a case study about the unfolding of stewardship in a multi-business family group. We conclude that stewardship is a process marked by critical tensions and paradoxes; by exploring the nature of these we uncover further dimensions and responses to the paradoxes of stewardship.     

3 Staffing Twenty‐first‐century Organizations

Abstract

We highlight important differences between twenty‐first‐century organizations as compared with those of the previous century, and offer a critical review of the basic principles, typical applications, general effectiveness, and limitations of the current staffing model. That model focuses on identifying and measuring job‐related individual characteristics to predict individual‐level job performance. We conclude that the current staffing model has reached a ceiling or plateau in terms of its ability to make accurate predictions about future performance. Evidence accumulated over more than 80 years of staffing research suggests that general mental abilities and other traditional staffing tools do a modest job of predicting performance across settings and jobs considering that, even when combined and corrected for methodological and statistical artifacts, they rarely predict more than 50% of the variance in performance. Accordingly, we argue for a change in direction in staffing research and propose an expanded view of the staffing process, including the introduction of a new construct, in situ performance, and an expanded view of staffing tools to be used to predict future in situ performance that take into account time and context. Our critical review offers a novel perspective and research agenda with the goal of guiding future research that will result in more useful, applicable, relevant, and effective knowledge for practitioners to use in organizational settings.     

Simplest strategies method for manufacturing workcell restoration

We consider the production process of a manufacturing workcell. Production items obtained from an outside supplier are not processed adequately as far as their quality is concerned. Production items meeting the required quality depend on the workcell state, which degrades according to the number of produced items. The workcell is completely restored by some restoring operations leading to its as-new condition. The method of deriving the restoration period, which leads to the maximum probability that produced items meet the required quality, is introduced. It is based on the nontraditional approach, i.e. on the simplest strategies method for the formulation of the problem presented here. The implementation of this optimization approach is illustrated with an example.     

Implementation of manufacturing strategy: A select study of Indian process companies

This paper presents findings of an extensive survey of Indian process companies. Based on the survey, three companies have been selected for detailed case studies. Their experiences in the manufacturing strategy process are analysed. Although the companies represented diversity in terms of product type, sales volume, longevity and geographic location, they shared several commonalities including use of advanced manufacturing technologies. The process of strategy formulation varied among the companies in terms of participants, complexity and degree of formalization. Competitive priorities, order winners and critical success factors are identified for these companies. Based on strategic manufacturing issues, manufacturing competence index for the companies has been worked out.     

A stakeholder perspective on process improvement behaviours: delivering the triple bottom line in SMEs

Abstract

The primary focus of operations management is to add value through operational processes. Considerable attention has been given to using process improvement (PI) techniques to reduce costs and time, in order to develop a competitive advantage for the wider organization. However, this narrow definition of value at times overlooks the triple bottom line (TBL) which can result in a number of unintended consequences, specifically issues related to environmental and social measures of performance. To address this, a stakeholder theory lens will be used to analyze PI activities within the context of small and medium-sized enterprises. The TBL will be used to complement the stakeholder perspective, to interpret the benefits that are realized from PI activities. This article highlights both the direct benefits from PI as well as more indirect benefits realized by involving a selection of salient stakeholders in PI. It will show how a developed view of PI can provide an important mechanism for delivering improvements to a firm’s TBL. The work concludes by highlighting the contributions made to both PI practice and stakeholder theory, while acknowledging the need for more research on PI, both from a stakeholder perspective and how it impacts a firm’s TBL.     

A decomposition technique for quantifying real process performance

A decomposition technique for quantifying the impacts of changes in product mix and process performance on aggregate process-related indicators is presented. Through application of the technique, the real performance of a process can be quantified. Changes in real performance over time can be monitored to provide useful information for process evaluation and production planning. Two case studies, one related to the aggregate defective rate for an assembly line of an integrated circuit fabrication plant and the other to the aggregate inventory turnover for a tyre distribution company, are presented to illustrate the application of the technique.     

Knowledge management in consultancy-involved process improvement projects: cases from Chinese SMEs

Abstract

Knowledge management (KM) is considered as an effective strategy to improve organizational performance. In its application to small and medium enterprises (SMEs), resource constraints mean that exploitation of knowledge from external sources is often needed. This study explores practical KM issues encountered by Chinese SMEs when working with management consultants to introduce new business improvement practices. A comparative case study is conducted focusing on two consultancy-involved process improvement projects in Chinese manufacturing SMEs. The case results suggest a clear KM strategy is needed at the outset of the project and SME managers and employees need to play a proactive role in the learning and adoption of new knowledge. The research is novel in that it is the first study to explore knowledge management and the notion of liminality within the context of consultancy-involved Chinese SME improvement projects. The paper culminates with two research propositions that require further empirical study.     

Turning Over Turnover

Abstract

Human service programs often have major problems ensuring that all direct-care staff positions are filled and keeping staff members after they are hired. Work schedules may have an effect on maintaining the longevity of staff. The purpose of this study was to evaluate the effects of a revised direct-care staff-scheduling system in community homes serving adults with developmental disabilities. The revised direct-care staffing system, which used shift-style schedules, was compared on a variety of measures to existing staffing systems and to a staffing model using married couples and adaptations of the Teaching-Family Model (called Family-Teaching homes). The revised staff-scheduling system was evaluated before and after its implementation and then compared to the Family-Teaching homes using direct-care employee measures of: (1) turnover; (2) position vacancies; (3) number of different employees paid within a pay period; (4) average hourly wages; (5) number of hours worked; (6) average cost for employees per person served; and (7) employee satisfaction. The various staffing approaches were also compared on measures of parent/legal guardian satisfaction and overall program quality. The revised staff-scheduling system was superior when compared to the previous staff-scheduling system on measures of turnover (43% less), vacancies (57% fewer), number of direct-care employees involved in the care of the persons served (13% fewer), and hourly wages (8% more). All of this was achieved without affecting staff-to-client ratios. While these changes were positive, the Family-Teaching homes were associated with significantly better direct-care staff stability and lower costs.     

Staffing Call Centers with Uncertain Arrival Rates and Co‐sourcing

In a call center, staffing decisions must be made before the call arrival rate is known with certainty. Once the arrival rate becomes known, the call center may be over‐staffed, in which case staff are being paid to be idle, or under‐staffed, in which case many callers hang‐up in the face of long wait times. Firms that have chosen to keep their call center operations in‐house can mitigate this problem by co‐sourcing; that is, by sometimes outsourcing calls. Then, the required staffing N depends on how the firm chooses which calls to outsource in real time, after the arrival rate realizes and the call center operates as a M/M/N + M queue with an outsourcing option. Our objective is to find a joint policy for staffing and call outsourcing that minimizes the long‐run average cost of this two‐stage stochastic program when there is a linear staffing cost per unit time and linear costs associated with abandonments and outsourcing. We propose a policy that uses a square‐root safety staffing rule, and outsources calls in accordance with a threshold rule that characterizes when the system is “too crowded.” Analytically, we establish that our proposed policy is asymptotically optimal, as the mean arrival rate becomes large, when the level of uncertainty in the arrival rate is of the same order as the inherent system fluctuations in the number of waiting customers for a known arrival rate. Through an extensive numerical study, we establish that our policy is extremely robust. In particular, our policy performs remarkably well over a wide range of parameters, and far beyond where it is proved to be asymptotically optimal.     

A human - computer interactive approach based on activity - section analysis for BPR

In any business process reengineering (BPR) project, a thorough understanding of various tasks and activities of the organization is required. Very often this idea is captured using a simple flow chart or static representation diagram. The weakness here is that the process design complexity is not adequately represented by the use of flow charts, and this allows for limited human-computer interaction during the process design and analysis. In this paper, we propose an enhanced flow chart approach; the concept of activity-section flow chart to support BPR, which is a combination of the existing activity flow chart and section flow chart. Using this approach, a human-computer interactive model for BPR is developed. This model can identify the unreasonable activity loops and excessive business rounds between sections by the adjacent and reachable matrices. Via the human-computer interaction, the process can be revised by human experience. This approach provides an efficient tool for BPR of large-scale systems. It has been applied to the material supply management system of an iron and steel works, and satisfactory results have been achieved.     

Application of control charts in analytic hierarchy process

Vendor rating can be done using the Analytic Hierarchy Process (AHP) by a single decision maker or a group of decision makers. This approach may suffer from some drawbacks including bias in estimation process. The proposed methodology in this paper involves estimation by a group on an individual basis following the principle of anonymity. A control chart is constructed with an upper control limit and a lower control limit. Implementation ofthiscontrol chart will take into account the dynamic nature of vendor performance and also can be used for continuous monitoring of the vendor performance. This procedure can be used for a single vendor as well as for multiple vendor rating.     

Technology and the manufacturing process

Abstract

This paper provides an appreciation of the effects of technology on the manufacturing process. Essentially, it is argued that technology is increasingly becoming an essential and endogenous part of the manufacturing process. Internal and dynamical processes related to the introduction and the absorption of technology are also leading manufacturing systems to be more complex, hierarchical, integrated and far more sensitive to external disturbances. It is also argued that technology induces its own growth process, triggering a process of perpetual technological challenge and change.The paper explains both how and why technology is inducing such changes and how it can be dealt with.     

Optimal dispatching control of an AGV in a JIT production system

This paper deals with an FMS (Flexible Manufacturing System) in a JIT (Just-In-Time) production system. The FMS consists of m workstations, one dispatching station and a single AGV (Automated Guided Vehicle). Each workstation has an input buffer of limited capacity and its processing times are distributed stochastically. When the processing of a new component starts at the workstation, a withdrawal Kanban attached to it is sent to the dispatching station. The AGV chooses one from workstations whose withdrawal Kanbans are accumulated at the dispatching station, and conveys a component with a withdrawal Kanban from the dispatching station to the workstation. The main purpose of this paper is to find an optimal dispatching policy of the AGV that maximizes the long-run expected average reward per unit time. The problem is formulated as a semi-Markov decision process and an optimal dispatching policy is computed. Numerical experiments are performed to make several comparisons.     

Dynamic selection of dispatching rules for job shop scheduling

Although the academic contribution to job shop scheduling is abundant, its impact on practice has been minimal. The most preferred approach to job shop scheduling in the industry is dispatching rules. A major criticism against dispatching rules is that there is no single universal rule. The effective choice of dispatching rules depends on the scheduling criterion and existing job shop conditions. In this paper, the authors have proposed a scheduling method based on the analytic hierarchy process, that dynamically selects the most appropriate dispatching rule from several candidate rules. The selection is based on the existing job shop conditions. This method is applied to two formal job shop problems, and the results for single dispatching rules are inferior to the method proposed in this paper.