基于产出导向法的民族地区商务英语类课程思政元素融入研究

坚持立德树人根本任务,立足民族地区商务英语应用型人才培养目标,在产出导向法视域下,针对民族地区商务英语类课程思政存在的两大问题,总结民族地区商务英语类课程思政元素融入原则,提出“五四三”民族地区商务英语类课程思政元素挖掘思路以及“三感三度”民族地区商务英语类课程思政课堂教学思路,以期为外语课程思政建设的创新发展提供参考。     

浙江流通产业演进动力研究

 本文分析了生产方式变革和消费需求升级及其矛盾对流通产业演进的影响,指出“生产方式引致的大量化”和“消费需求引致的大量化”在时间、空间、集散等方面发生的矛盾是推动流通不断演化与发展的动力。通过构建浙江流通演进的动力模型,实证分析“生产方式引致的大量化”和“消费需求的大量化”的相关系数为0.741,两者对浙江流通演进均具有正向促进作用,路径系数分别为0.68和0.42,前者的作用大于后者。     

月度工业生产发展速度指标解读：差异比较与经验启示 ——以OECD国家为例

 正确解读统计指标是准确理解和把握统计数据意义的关键所在。本文从指标的名称、定义、计算方法、空间规定和基础指标获得方式等方面,对OECD国家的工业生产发展速度指标进行了全面解读,以期从中得出经验与启示。     

Efficient Heuristics for MRP Lot Sizing with Variable Production/Purchasing Costs*

Two heuristics based on branch and bound (B&B) are developed to solve closed-loop material requirements planning (MRP) lot-sizing problems that have general product structures and variable costs. A “look ahead method'’(LAM) heuristic allows for variable production/purchasing costs and uses a single-level B&B procedure to rapidly improve lower bound values; thus, LAM efficiently uses computer-storage capacity and allows solution of larger problems. The “total average modification'’(TAM) heuristic uses B&B, applied level by level, and modified setup and carrying costs to solve the variable production/purchasing costs MRP lot-sizing problem. LAM and TAM are tested on problems and compared to heuristics in the literature. TAM may be used to solve large MRP lot-sizing problems encountered in practice.     

On the Joint Lot-Sizing Problem with Zero Setup Costs

In a recent paper, Pinto and Mabert [5] presented a lot-sizing rule and an improvement procedure for the joint lot-sizing problem with zero setup costs. We show that this procedure often yields infeasible schedules. We also present and discuss two interesting properties of the joint lot-sizing problem with zero setup costs. A numerical example to illustrate the second property is provided.     

Modeling Synergy and Learning under Multiple Advanced Manufacturing Technologies

The advent of the wide variety of new, highly integrated, advanced manufacturing technologies available for acquisition by a firm's managers has brought to light an accompanying set of unexpected issues. These issues include expectations for the benefits and costs of these technologies, determining the appropriate order of implementation and finding a way to justify acquisition when many of the benefits are a function of the technology's learning and synergistic effects on other operations and technologies. We present here a model that captures the interaction effects of these highly integrated technologies and discuss the data requirements for application of the construct. We then illustrate the model's workings with a number of multitechnology examples and show the danger of ignoring the synergistic and learning effects of these technologies when considering their acquisition.     

SCHEDULING PARALLEL PROCESSORS WITH SETUP COSTS AND RESOURCE LIMITATIONS

An integer linear programming model is presented for the scheduling of n products on m identical machines. The particular problem studied is one that occurs frequently in the fiberglass and textile industries. The model incorporates setup costs, lost production costs, and overtime costs. Due to the structure of the model, integer solutions can be obtained by explicitly restricting only a small number of the integer variables. This allows those responsible for scheduling to solve realistically sized problems in an efficient manner. Computational results are provided for a set of generated test problems.     

INSTRUCTING OPERATIONS DESIGN: AN EXPERIENTIAL APPROACH

Teaching an operations design course has major pedagogical challenges. (1) The design topics—output, process, facility, and work design—are necessarily taught sequentially, yet the decisions are integrative. (2) Instruction must be generic to service or product producers. (3) Discussing output design is difficult since students typically have had no exposure to the “product language” of engineering graphics. (4) No text is available which examines in sufficient depth all the operations design decisions. (5) Cases necessarily depict historical situations—process technologies and economic data—while operations managers must plan future directions for their productive systems. (6) While the commercial world contains fresh information and data, students are inexperienced in obtaining knowledge from the real world. (7) While the course presents an operations management perspective, students must recognize the information, data, and cooperation necessary from the other functional areas to successfully complete the operations design. To help overcome these seven pedagogical challenges, the students in the undergraduate and graduate operation design courses complete a comprehensive feasibility study for a new product or service and the entire productive system.     

Order Promising and the Master Production Schedule*

Previous research on material requirements planning (MRP) systems has rarely considered the impact of the master production scheduling method used to promise customer orders and to allocate production capacity. Based on a simulation study of an MRP environment, we show that the correct selection of a master production schedule (MPS) method depends on the variance of end-item demand. In addition, we find evidence that the effectiveness of a particular MPS method can be enhanced by holding buffer inventory at the same level in the product structure as in the MPS.     

Open Order Rescheduling in Job Shops with Demand Uncertainty: A Simulation Study

This paper addresses the problem of open order rescheduling in a job shop. Results are reported of experiments conducted in a simulation model of an 8-machine job shop. Four different order updating policies are examined. The due-date process is modeled to include several realistic features about the pattern of due-date variability. These features are parameterized and tested at several levels. Tardiness results indicate that open order rescheduling is beneficial only when allowances are loosely set. The results indicate that inventory performance is improved by order rescheduling, particularly in cases when due dates are revised to earlier times than originally forecast.