Robert R. Inman  David J. A. Gonsalvez 《生产规划与管理》2013,24(2):194-204

Final assembly plants send material schedules to first-tier suppliers who in turn send schedules to second-tier suppliers and so on through the multiple tiers of the supply chain. A key cost driver for the supply chain is a schedule characteristic termed stability. The Total Quality Management approach is applied to improve schedule stability in the supply chain of a large vertically integrated automotive manufacturer. A measurement described, actual stability results are provided, the causes of instability are listed, and some corrective actions are specified. Results indicate that schedule stability can be improved without damaging the performance of other measures such as inventory and customer responsiveness. and analysis process is  相似文献   

    

G. N. EVANS  D. R. TOWILL  M. M. NAIM 《生产规划与管理》2013,24(3):227-237

Common foundations which underlie thinking in the supply chain management (SCM), Business process re-engineering (BPR) and business process improvement (BPI) philosophies are highlighted. The view that BPR is a new concept is argued against by highlighting die work performed in other fields, namely SCM from the systems perspective. It is argued that those who have already implemented the SCM philosophy will have already travelled the same path as BPR and indeed re-engineered their own processes. Once businesses have integrated their supply chain the greatest benefits will have already been achieved, however system dynamics analysis does show significant on-cost differences dependent on the redesign strategy implemented. A generic structured model for SCM is enhanced through this comparison with BPR with the following characteristics being added; do not be afraid to be radical with respect to internal integration and continually search for step change improvement ideas which can be strategically phased in to positively impact the marketplace.  相似文献   

    

Denis R. Towill 《生产规划与管理》2013,24(7):622-632

The post World War II Industrial Revolution has driven production away from the old 'economies of scale' to the new 'economies of scope'. Apparently Japanese led, the associated roots of present good practice on material flow can be traced back in the USA to Jay Forrester and in the UK to Jack Burbidge. Specifically, in the supply chain scenario, Forrester exposed the importance of system structure in relating and integrating information flow with material flow. Similarly Burbidge led the way in exploiting cycle time reduction, synchronization of orders throughout the chain, simplified product structures, and streamlined component flows. This paper unites their contributions to material flow engineering and shows how present day system design methodologies incorporate their ideas on best practice. These principles are particularly relevant to the product delivery process (PDP) which governs material flow in supply chains.  相似文献   

    

D. R. Towill  P. Childerhouse 《生产规划与管理》2013,24(8):756-768

A decade after the publication of the concept of smooth material flow via four fundamental principles related to the work of Jay Forrester and John Burbidge (FORRIDGE) the influence of this work on academe and industry is discussed. We show that by extension of their principles via a three-level model which includes the vision and the toolkit, substantial contributions have been made towards new management theory. The associated 12 simplicity rules and uncertainly circle concepts have been exploited within the structured framework provided by the quick scan audit methodology. This generates value stream classification ranging from baseline to exemplar, and a design procedure aimed at material flow best practice. A detailed case study demonstrates the improved industrial performance achievable by this means.  相似文献   

    

R.-S. Guo  D. M. Chiang 《生产规划与管理》2013,24(3):203-216

On-time delivery is the need for customer satisfaction which is a critical factor in the survival of the semiconductor industry. The on-time-delivery performance of the whole semiconductor turnkey service depends on the performance of the back-end factories. Unfortunately, undesirable and inevitable production variations make it difficult to maintain and improve a factory's performance and more objectives such as cycle time, throughput rate and the due-date accuracy need to be simultaneously considered. This paper presents an exception management model in order to compromise the contradicting needs of delivery accuracy, throughput rate and cycle time. The exception model can be divided into three parts: (1) an integrated performance index is proposed to compromise multiple performance measures; (2) an AWDL (available WIP deviation level) determination model is designed to gather proper AWDLs for triggering exceptions and (3) a WIP correction action is proposed to make abnormal WIP levels back to normal levels as soon as possible. To evaluate the proposed WIP exception management model, a simulation model is constructed and experiments are then conducted. The simulation results show that the proposed model helps back-end factories to set proper exception triggering conditions, reduce uncertainty occurrences and achieve better performances on due dates.  相似文献   

    

K. W. Green Jr  D. Whitten  R. A. Inman 《生产规划与管理》2013,24(4):274-282

Information produced by ERP systems is termed JIT-information, since it is provided at the right time in the right place with a minimum of waste. The JIT-information construct is defined and described and a measurement scale is developed. A JIT-information performance model is proposed and assessed using a structural equation modelling methodology. The results indicate that the model fits the data well: (1) supply chain management strategy positively impacts JIT-information, (2) JIT-information directly impacts both logistics and organisational performance, and (3) logistics performance directly impacts organisational performance.  相似文献   

    

Gregory A. Graman  Nada R. Sanders 《生产规划与管理》2013,24(3):206-215

The ability to offer rapid delivery of a wide variety of customised products requires companies to maintain high levels of product inventories to quickly respond to customer demands. One alternative for reducing final product inventories while providing the required customer service level is delayed product differentiation, known as postponement. This strategy, however, can result in significant costs of increasing capacity at the postponement stage. Another alternative is to improve forecast accuracy, resulting in costs associated with more sophisticated forecasting methodologies. In this study we model the costs associated with each alternative and the resulting reductions in inventory levels, while maintaining a constant service level. We illustrate the interaction between these variables using a numerical example motivated by our work with a local manufacturer of non-durable household goods. Our findings show that large cost differences can exist between the two strategies, and that these costs play a significant role in determining the best strategy. Also, the value of the product (through holding cost) sets a limit on the benefit that can be realised by either strategy. These results have important managerial implications that should be considered when making the postponement decision.  相似文献   

    

Ekin Pehlivan  Pierre R. Berthon  Leyland F. Pitt  Ronika Chakrabarti 《生产规划与管理》2013,24(4-5):284-293

One of the most fundamental decisions made in firms is about what functions or activities the firm should perform within its own hierarchy, and which of these it should rely on the market to perform. Outsourcing is ‘an agreement in which one company contracts out a part of their existing internal activity to another company’. However, this article contends that outsourcing has changed, and is changing in ways that make the application of neat, legal and technically correct definitions hard to use, and even harder to apply in strategy. Under the new outsourcing paradigm, technology is not a passive ‘substance’, rather it is an active ‘force’. We aim to look at the ways in which technologies are re-shaped and transmuted by consumers. Through this analysis, we add the consumer activity to the conventional definition of outsourcing. We focus on one of the most highly anticipated and influential new products of 2007 – the Apple iPhone.  相似文献   

    

R.P. Mohanty  Anand Prakash 《生产规划与管理》2013,24(16):1322-1337

This paper presents an empirical study of green supply chain management (GSCM) practices in the Micro, small and medium enterprises (MSMEs) in India. Although the research in the area of GSCM has grown in recent times, the literature has yet to furnish an accepted explanation for why green practices are to be manifested in supply chain management given external and internal pressures. These MSMEs have been involved in such green supply chain practices only to the extent of their participation as suppliers, distributors and in other capacities as business partners. This study confirms and validates that Indian MSMEs face significant pressures from external stakeholders to adopt GSCM practices. Among internal pressures, on-the-job training forces MSMEs in India to adopt GSCM practices. It has been also established that external pressures and adoption of GSCM are fully mediated by internal pressures.  相似文献   

    

Jon R. Kettenring 《Wiley Interdisciplinary Reviews: Computational Statistics》2011,3(2):95-103

A massive dataset is characterized by its size and complexity. In its most basic form, such a dataset can be represented as a collection of n observations on p variables. Aggravation or even impasse can result if either number is huge. The more difficult challenge is usually associated with the case of very high dimensionality or ‘big p’. There is a fast growing literature on how to handle such challenges, but most of it is in a supervised learning context involving a specific objective function, as in regression or classification. Much less is known about effective strategies for more exploratory data analytic activities. The purpose of this article is to put into historical perspective much of the recent research on dimensionality reduction and variable selection in such problems. Examples of applications that have stimulated this research are discussed along with a sampling of the latest methodologies to illustrate the onslaught of creative ideas that have surfaced. From a practitioner's perspective, the most effective strategy may be to emphasize the role of interdisciplinary teamwork with decisions on how best to grapple with high dimensionality emerging from a mixture of statistical thinking and consideration of the circumstances of the application. WIREs Comp Stat 2011 3 95–103 DOI: 10.1002/wics.141 This article is categorized under:

• Statistical Learning and Exploratory Methods of the Data Sciences > Exploratory Data Analysis
• Data: Types and Structure > Massive Data
• Statistical and Graphical Methods of Data Analysis > Multivariate Analysis

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