Linking long-term capacity management for manufacturing and service operations

For firms that combine manufacturing and service operations in one system, the task of managing capacity is not straightforward. New goods and services may not have the same set of competitive priorities, and the models and concepts available in the literature for service operations differ from those for manufacturing operations. We address this problem and review the concepts and models for capacity management in the long term in both streams of literature, i.e. manufacturing and services, to develop a unified framework for manufacturing and service operations. The framework creates transparency between new goods manufacturing and service operations, since the same long-term capacity management structure is used for both product types, as well as between capacity strategy and planning strategy, since new goods and services are treated simultaneously. In the framework, the concepts of chase and level strategies are redefined for service operations to allow for integration with manufacturing operations. A case study demonstrates the usefulness of the integrated approach for long-term capacity management.     

The Value of Production Schedule Integration in Supply Chains

This study explores the value of integrated production schedules for reducing the negative effects of schedule revisions in supply chains involving buyer and supplier firms. A stochastic cost model is developed to evaluate the total supply chain cost with integrated purchasing and scheduling policies. The model minimizes the costs associated with assembly rate adjustment, safety stock, and schedule changes for all supply chain members. Through experimentation, the paper examines the impact of several environmental factors on the value of schedule integration. This study finds that schedule integration can lead to overall cost savings in a supply chain, but some firms may have to absorb costs in excess of those they would incur with independent scheduling. Environments with high inventory holding costs and long supplier lead times may not find it beneficial to adopt an integrated schedule. Forecast effectiveness plays a critical role in realizing the benefits of schedule integration. The paper concludes with suggestions for future research.     

面向服务的复杂成形装备产品架构设计与优化

复杂成形装备作为高端制造产业的基础装备,是各产业转型升级和技术进步的重要保障。同时快速发展的互联网与大数据等新兴信息技术已经成为装备制造业创新不可或缺的组成部分,极其深刻地影响着复杂成形装备产业的制造模式、发展战略以及产品的开发方式。本文研究了面向服务的复杂成形装备产品架构设计与优化方法。采用公理化设计的域结构思想,建立需求域、功能域和架构域之间的映射关系;提出了基于QFD的功能生成方法以及功能模型约简方法;利用DMM建立产品架构和服务架构之间的关联关系;利用模块化理论方法,并考虑成本因素对产品架构进行优化。     

An examination of the ISO 9001:2000 standard and its influence on the integration of management systems

Abstract

Analysis of the literature and examination of the various models of integration and testing in the field, have revealed five key issues relating to management system integration. This paper examines the recently published ISO 9001 : 2000 quality management system standard to see how it addresses these issues, under the headings of compatibility, scope and organizational culture. The examination reveals that while compatibility with the ISO 14001 and OHSAS 18001 standards has been improved in some areas, a different approach and model of a management system has been used. The paper suggests that differences in the scope of the standards are also likely to give rise to different sub-cultures which will hinder integration, and scope and culture are more important than compatibility. This leads the authors to conclude that new models of integration should be based on an approach and definitions which can be used in any management system, as well as an integrated one. Models of an integrated management system should also emphasize the need for no significant differences in the scope of the integrated systems, and a strong culture which supports the main requirements of TQM.     

A Framework for Examining the Interface between Operations and Information Systems: Implications for Research in the New Millennium*

Even though much research has been published in operations and information systems, both functional areas find their roots in other disciplines. While operations management evolved from operations research in the 1960s, the field of information systems is of more recent vintage and traces its original roots to computer science. Both disciplines now naturally have come closer together as information and process-technology-based changes force manufacturing firms to become more efficient and customer focused. Market and technology-driven e-commerce initiatives that are likely to dominate business strategies in the future cannot be successfully achieved without a successful integration of operations and information systems. In this paper, we present a unifying framework that can be used to better understand the management of the functional interface between operations and information systems. We also categorize and highlight the contributions of the articles that appear in this special research focus issue. Finally, research directions that emerge from our understanding of this interface are outlined in an effort to stimulate further thinking and research that can advance our knowledge of this interface area.     

基于GBOM的供应链网络及其有生产能力约束的集成生产计划模型

提出了基于通用物料单构建供应链网络的方法,并以此为基础建立了其有生产能力约束的集成生产计划模型。由于任一成员都有生产能力上限,且生产能力可相互转化,故总生产能力须进行标准化。模型的目标是供应链联盟整体收益最大化,模型解反映了优化的集成生产计划和生产合作关系。     

PSS business model conceptualization and application*

The discussion about business models has gained considerable attention in the last decade. Business model frameworks have been developed in the literature as management methods helping companies to comprehend and analyse their current business logic and guide the deployment of new strategies. In response to calls for a deeper understanding of the application of a business model approach to product-service systems (PSS), this study develops a two-level hierarchical framework that (i) includes a set of components with pertinent, second-order variables to take into account when undergoing the shift from products to solutions; (ii) supports industrial companies, especially SMEs, in designing their future business model and in consistently planning the actions needed to implement it. The framework was applied and refined within real-life settings. The application to KINE – a robot solutions supplier – shows how key challenges faced by servitization firms may be thoroughly addressed through the adoption of a business model perspective.     

Development of a computer-aided production management course in industrial engineering curriculum

This paper describes the successful development and demonstration of an integrated computer-aided production management course which is very user-friendly and which facilitates integration of decisions. An icon-menu system that associates icons with the various decision models which were all implemented under the same environment allows students to easily integrate individual decision situations. Decisions were edited and their effect on other decisions confirmed that the hierarchical individual decisions situations in production management need to be integrated. The software developed runs on a personal computer coupled to a projection panel and overhead projector. This arrangement makes it an effective teaching facility for production management.     

FEPA-金融时间序列自适应组合预测模型

本文报告一种金融时间序列预测的信号分析、信息融合与智能计算组合模型,简称FEPA,由针对金融时间序列（FTS）信号分析的经验模态分解（EMD）、用于数据降维的主成分分析（PCA）和用于非线性建模的人工神经网络（ANN）三部分组成。该模型首先应用滑动窗口截取原始金融时间序列最近期数据集,应用EMD分解算法把数据集分解成不同尺度的本征模态函数（IMF）,然后通过主成分分析将分解后的数据降维,提取最有信息量的特征;然后将这些特征输入到神经网络进行组合预测。本文提出的组合预测模型FEPA是基于分解-提优-合成的信息融合思想,有效提高了预测可靠性。其创新点在于：1）首次给出了EMD算法的结构化表达,提供了今后融合更多信息的算法接口;2）通过多步长预测输出深入研究EMD分解的有效信息结构;3）通过切换到更细时间框架来处理EMD的端点效应,并探索了两级时间框架下的预测效果;4）给出了金融时间序列组合预测模型的一般性架构,具有可升级性和可扩展性。并且通过滑动窗口EMD使得实证更能切近实际。通过在沪深300股指和澳大利亚股指上的实证,结果表明FEPA预测模型在沪深300股指日线和15分钟线上的预测命中率高达78%和82%,在澳大利亚股指日线上也达到了74%的命中率,经比较,明显高于文献中常见的5种模型。     

The Significance of Information Systems Research on Emerging Technologies: Seven Information Technologies that Promise to Improve Managerial Effectiveness*

Emerging information technologies are those excitingly novel advances that decision makers are just beginning to notice. These emerging products or processes may have been invented some time ago, but are only now beginning to reveal practical applications. This paper examines this collection of seven studies exploring emerging technologies, classifying them so the context of their results can be related to other emerging technologies. Once the research is classified and the contribution and managerial significance of the research is identified, it becomes apparent that certain barriers exist, holding back the technology from wider use and appreciation. Common obstacles include resistance to, or difficulty with, using the technology; uncertainty concerning the value of the technology; and the complexities involved with implementation. This paper concludes with recommendations for future research aimed at breaking down the barriers in order to move from the technological emergence phase to the technological sublime phase in which decision makers and other end users understand the technology, realize and appreciate its value, and put the technology to its best use.     

The Impact of Alternative Vendor/ Buyer Communication Structures on the Quality of Purchased Materials

This paper examines the critical interface between manufacturing, purchasing, and quality assurance by exploring the impact of two alternative structures of buyer and vendor communication on attempts to improve the quality of purchased items. Those two structures of communication are the parallel structure and the serial structure. The research analyzes and compares the advantages and disadvantages of these two specific communication structures; the results have implications for both researchers and managers. The analysis of data suggests that the parallel structure is associated with significantly higher levels of quality than the serial structure. From a managerial perspective, the results of the research suggest that manufacturers must consider the parallel communication structure as a viable alternative for improving the quality of purchased components. While this study has helped frame some key managerial issues, the need and opportunity for further research in related areas is delineated.     

A decision-based approach: application to the automatic design of process planning

The notion of centre of decision presented in this article defines a conceptual and generic model enabling us to represent and use expert knowledge. It is suitable when the problem to be solved can be broken down into a sum of interdependent subproblems. Actions can be planned progressively and previous decisions can he modified by a backtrack mechanism. This principle is iterative. The structure is made up of many independent rules and an action plan. The customization of the application is possible even if the software evolves with future updates. This model has been applied in the LURPA-TOUR software which is a computer-aided process planning system for rotational parts.     

Customer integration,fairness perceptions,and silent endurance in digital versus human service interactions

Growing digitization is accompanied by a concomitant increase in customer integration, making the customer an even more integral part of service settings, to the extent that customers even may replace employee labor. Customer integration can have positive effects for service firms and customers, but it also threatens some negative effects that have not been studied closely. This study proposes silent endurance as a neglected outcome of customer integration, caused by violations of customer fairness perceptions. In line with fairness heuristic theory, providing more input for the same output may reduce perceptions of distributive fairness. Four studies test this theorizing (one critical incident study and three experiments) to investigate the effect of being integrated on customers’ distributive fairness and silent endurance. Stable results across studies show that distributive fairness mediates the link between customer integration and silent endurance; offering monetary advantages can offset integration-induced losses of fairness perceptions. These findings thus have both theoretical and managerial implications.     

技术能力如何转化为竞争优势：组织动态能力观点

技术创业型公司拥有雄厚的技术能力,然而并不表明这些公司也具备相当的竞争优势.技术能力转化为竞争优势的过程中受到组织动态能力(知识整合能力)影响.技术创业型公司的组织动态能力包括两个方面的具体知识整合能力,即来自市场/客户的需求信息与组织技术能力之间的知识整合能力以及公司内部不同职能部门之间的知识整合能力.技术创业型公司组织动态能力过程是影响技术能力转化为竞争优势的关键过程.本文通过对三家典型的技术创业型公司案例研究来解释有关理论假设.     

Critical success factors in managing modular production design: Six company case studies in Hong Kong, China, and Singapore

Many researchers have explored the advantages of modular product design, its design methods and its effects on product performance. Modular design is, for example, required for product platform, mass customization and postponement in order to achieve greater product variety and differentiation. However, a few empirical studies explicitly examine how to coordinate modular product design in a managerial way. This paper addresses it by conducting multiple case studies with six companies which have successfully adopted modular product design for five years. Seven critical factors are explored in the management of modular product design. These are pre-defined product advantage, selectively used design rules, module definition, system integration, technological newness, internal communication, and supplier and customer involvement. While most of the literature studies the technical dimension of modular design within a firm, this study focuses on the managerial side across the supply chain. It gives new insights on how to manage modular product design and proposes future research opportunities.     

A Purchasing Framework for B2B Pricing Decisions and Risk‐sharing in Supply Chains*

This paper presents a common modelling structure for (i) the implementation of operational policies by individual purchasing managers of risk‐sharing agreements among supply‐chain partners, and (ii) the integration of brick and click purchasing policies in a B2B. The problem of price uncertainty created within these two environments is modelled as a stochastic repetitive‐sales problem, applicable to any probability distribution. The model identifies sufficient conditions for regenerative ordering cycles, which allows for the use of the renewal reward theorem. The end result is a two‐price purchasing policy, which may substantially ease implementation problems across a global corporation's purchasing managers world‐wide and across B2B markets.     

供应链集成的新思路:管理界面集成

管理界面作为管理集成的基本问题,可以表示供应链中结点企业间具体的联系方式。通过管理界面集成原理分析,提出了供应链管理界面集成的三种模式,不仅为供应链集成研究提供了新的思路,还为供应链管理的整体哲学思想增添了新的内涵。     

RFID and Operations Management: Technology,Value, and Incentives

As RFID technology matures and organizations seek to deploy it in their business operations, a basic objective in the endeavor is that of extracting business value from the technology. This paper examines three dimensions of the value proposition of RFID and attempts to identify areas for further investigation. The first dimension consists of the generic architecture of RFID implementations and the drivers of value that can result from its components. The second consists of measurement issues associated with quantification of value. Since the complete benefits of RFID will only result when multiple independent organizations deploy the technology and coordinate the resulting information flows, the third dimension addresses incentives for achieving that diffusion. The collection of issues identified through this exercise offers an initial roadmap to view ongoing research and recognize additional problems for further investigation.     

The integrator’s new advantage – The reassessment of outsourcing and production competence in a global telecom firm

For a long time, the telecom equipment industry has been at the forefront of outsourcing and relocating production operations to contract manufacturing firms located in Asia and Eastern Europe. Recently, however, leading firms have begun to revise this strategy, based on their recognition of the continual importance of technological leadership and integration capabilities. Using a case study of a key company, this paper explores the dynamics of outsourcing and production strategies in the telecom equipment industry. One of the central aspects under study is the interaction of product development with industrialisation and production. The paper analyses issues such as component standardisation versus differentiation and technological integration, the value of deep integration capabilities for cost reductions, and why production competence and the rapid industrialisation of products incorporating new technologies have acquired renewed importance, despite the global trend towards lowest-cost locations.