A simulation study of dispatch rules for reducing flow times in semiconductor wafer fabrication

Semiconductor wafer fabrication involves very complex process routing, and reducing flow times is very important. This study reports a search for better dispatch rules for achieving the goal of reducing flow times, while maintaining high machine utilization. We explored a new simulation-based dispatch rule and a queue prediction dispatch rule. Using simulation experiments and an industrial data set, we also compared several other dispatch rules commonly used in semiconductor manufacturing with our proposed dispatch rules. Among these rules, in addition to the simulation-based dispatching rule, the shortest-remaining-processing-time, earliest-due-date and leastslack rules also performed well in terms of reducing flow times. The reasons behind these good rules are discussed in this paper. Based on the previous works and this study, accurately predicting and effectively utilizing future flow times can improve the quality of production management decisions.     

Mobilizing organizational alignment through strategic human resource development

This study examines the pivotal role of strategic human resource development (SHRD) in mobilizing organizational alignment. Using case study methodology, I trace the implementation of core competency development as a companywide SHRD initiative. The rationale for introducing core competency development as an organization-wide strategy was to enhance talent acquisition, development and retention. The operating environment (global market, industry space) and firm-specific factors (e.g. demographics and new leadership) accelerated the adoption of SHRD. Internal stakeholder orientation towards SHRD and the role of human resource development (HRD) in facilitating the implementation were also identified as critical factors. Organizational alignment emerged as an implicit consequence, while patterns of misalignment created barriers towards achieving the full benefits of SHRD. Furthermore, HRD displayed a high level of resourcefulness to become a strategic asset in the organization. I argue that the relevance and power of HRD lie in its ability to engage and respond to stakeholder expectations and involvement in organization change efforts.     

Improving supply chain social responsibility through supplier development

Abstract

Corporate social responsibility (CSR) emphasises that the entire supply chain of a company should protect natural environment and contribute to social well-being in a tangible way. This study aims to clarify the effects of supplier development practices on supply chain social responsibility. The investigation uses a qualitative case study approach and empirically explores how to develop supplier’s CSR capabilities in a pharmaceutical supply chain. The results indicate that manufacturers can apply supplier development practices, including standard operating procedures (SOPs), audits, collaboration and training, to develop supply chain social responsibility. SOPs and audits are indirect supplier development practices that are designed in response to institutional pressures, and collaboration and training are direct supplier development practices that provide resources for bridging supplier’s CSR capability gaps. In addition, the indirect and direct supplier development practices positively influence each other and they are complementary in enhancing supply chain social responsibility.     

Tightening the belt: methods for reducing development costs associated with new product innovation

Despite the fact that many firms are under pressure to reduce research and development (R&D) expenditures, there are few studies which test methods for containing costs associated with innovation. A multi-industry study of new product development projects suggests that development costs are lower when there are (a) high rewards for speedy development, high clarity of product concept, and low management interest in the project (criteria-related factors), (b) high use of external ideas and technologies (scope-related factor), (c) high number of product champions, low project leader's position in the organization, low project members' education level, and low team representativeness (staffing-related factors), and (d) low process overlap, low team proximity, low frequency of testing, and high use of CAD systems (structuring-related factors). The final model was significant at the p<0.001 level and explained 61% of the variance in development costs. Implications for scholars and managers are discussed.     

认真开展案例研究,促进管理科学及管理教育发展

管理案例研究是现代管理科学发展的重要源泉 ,是管理新理论和方法创新的基础 ,目前已在管理学界引起了重视 .本文在讨论管理案例研究重要性的基础上 ,阐述了其对现代管理科学发展和管理人才培养的重要作用 ,并结合我国实际情况 ,提出了如何进行管理案例研究的几种方法 .     

Managing lean capabilities through flexible workforce development: a process and framework

Many firms today are employing temporary contractual workers in order to help them to stay lean and flexible. The benefit of this approach is that the process of layoff is much easier. Thus, an emerging issue arises here, on how can firms manage and train temporary workers effectively? The core of lean adoption is through people, to have workers buy into the ideas and be part of the overall initiative. There is very little guidance available on how to deal with contractual workers who have less motivation and commitment to the firm given that they are only employed on a temporary basis. This article proposes a framework and process to assist firms in managing and training temporary workers to improve the efficiency and effectiveness of the implementation of lean improvement initiatives.     

基于TAM-VCE模型的客户网上参与产品开发意愿

本研究根据客户网上参与产品开发的特点,基于Davis的TAM模型,增加了沟通、工作相关性、结果可见性、有趣性感知四个外部变量,构建了TAM-VCE模型,用于研究客户网上参与产品开发意愿的影响因素.采用问卷调查方法对该模型进行检验,结果表明有用性感知、易用性感知和有趣性感知是客户对VCE使用态度的三个决定因素.其中易用性感知、沟通、工作相关性和结果可见性对有用性感知有直接影响,并为正相关关系.此研究结果有助于企业设计出客户更易于接受的网上参与平台,提高产品开发成功率.