Master Production Rescheduling Policy in Capacity-Constrained Just-In-Time Make-To-Stock Environments

This paper describes a simulation experiment to evaluate the relative effectiveness of rescheduling policies in capacity-constrained, just-in-time (JIT) make-to-stock production environments. Three performance measures were analyzed: average finished goods inventory, total units of sales lost, and a measure of schedule instability. Among the three loading methods we studied (level loading, front loading, and back loading), none was superior across all three performance measures. Level loading was the most robust, while back loading had an interaction effect with forecasting model and capacity level. Time fence scenario was found not to be as significant a factor in system performance as reported by previous research. Once an acceptable time fence scenario is selected, attempts to optimize this factor do not appear to offer significant improvement. It was found that higher demand variation, larger forecast errors, and tight capacity lead to the degradation of system performance. Judicious use of slack capacity helps a system to incorporate the periodic schedule changes typical of JIT systems.     

Manufacturing Proactiveness and Performance*

Since Skinner's [40] landmark article depicting the manufacturing function as the “missing link” in corporate strategic processes, a portion of the blame for inferior performance in many firms has been attributed to the subordinate strategic position of manufacturing. It has been argued that part of the solution to misalignments between the capabilities possessed by manufacturing and the requirements dictated by customers is for manufacturing to take a more proactive stance. However, little research has been reported which examines manufacturing proactiveness empirically. In this paper, we address this gap by developing an operational definition of manufacturing proactiveness and testing empirically whether a link exists between proactiveness and performance based on data collected from a sample of manufacturers. Based on the manufacturing strategy literature, we identify two major dimensions of manufacturing proactiveness: (1) the degree of manufacturing's involvement in the strategic processes of the business unit; and (2) the degree of commitment to a long-term program of investments in manufacturing structure and infrastructure aimed at building capabilities in anticipation of their need. We develop reliable scales for measuring each of the dimensions of proactiveness and use the data to provide evidence of a clear link between manufacturing proactiveness and business performance. We show that investments in structural programs coupled with either high levels of manufacturing involvement in strategic processes or planned investments in infrastructural programs correlate with higher than average performance.     

高校图书馆与新时期信息素质教育

信息是当今社会最重要的资源之一,人们对信息的需求正呈现出多层次、多样化的形式。在新的信息环境下,高校图书馆应与时俱进地积极转变观念,拓展教学内容,规范相关要求,在信息素质教育中作出突出的贡献。     

Master Production Scheduling Under Rolling Planning Horizons with Fixed Order Intervals

Fixed interval scheduling is studied in the context of a rolling horizon framework that is developed by building on previous work in the master scheduling area. The rolling horizon framework includes a stationary scheduling model which uses the “time fencing’concept by partitioning the planning horizon into three sections. The lengths of these sections and the frequency at which the stationary problem is updated and resolved are discussed as parameters of the rolling horizon model. Two different interpretations of the freeze interval parameter are examined, enabling confirmation and clarification of results presented in an earlier study. Details are given for three methods of calculating safety stocks as a function of rolling horizon parameters, including a method which results in optimal safety stock levels. A comparison of the safety stock methods shows that the constant safety stock method can result in inventories that are significantly above optimal under certain conditions, whereas the constant service level method consistently yields nearly optimal results.     

Master Scheduling in Assemble-To-Order Environments: A Capacitated Multiobjective Lot-Sizing Model

Basic characteristics of an assemble-to-order environment make effective master scheduling extremely difficult. Limited resource capacities and dynamic customer end-item demand contribute to the complexity of the master production scheduling problem. To gain flexibility and responsiveness within this system, the master production schedule (MPS) focuses at the component level. This research proposes a master scheduling technique for manufactured components which combines a multiobjective capacitated multi-item/multi-stage lot-sizing model with an interactive multiple objective optimization solution procedure. To evaluate the model's performance as a realistic and practical master scheduling tool, this study focuses on the National Cash Register (NCR) electronics manufacturing facility in Columbia, South Carolina.     

A Learning Curve Analysis of Expert System Use*

In this article, we study how an expert system affects novice problem solving in a financial risk analysis domain. We demonstrate that novice performance is improved after exposure to an expert system. Further, we show that novice performance continues to improve when the system is withdrawn. By comparing learning curves for people with exposure to those without, we can assess how much the system has benefitted its users. We demonstrate a quantitative methodology to measure the increment of learning due to the use of an information technology. We also explore the issue of how expertise is transferred from the system to the user.     

The Individually Responsible and Rational Decision Approach to Economic Lot Sizes for One Vendor and Many Purchasers: A Comment*

Joglekar and Tharthare [6] presented an alternate approach for minimizing total inventory carrying and ordering costs of a vendor and the purchaser(s). This approach permits the vendor and the purchaser(s) to rationally select their operating policies. Joglekar and Tharthare claimed that their approach is more economical than the joint lot-size approach. In this note we identify some conceptual issues in their approach and demonstrate the superiority of the joint lot-size approach with the help of an example.     

Auditors' Assessment of Management's Disposition: An Attributional Analysis*

Auditors' assessment of management's dispositions presumably affects their subsequent judgments. However, little is known about the process by which auditors infer characteristics of management. This paper proposes the theory of correspondent inferences [25] as a framework for examining auditors' assessment of management's dispositions; the model is tested in a laboratory experiment using experienced audit managers. The results are consistent with the proposed theoretical framework. Implications for future research are discussed.     

Marketing Communication Intensity Across Industries

Marketing communication intensity (i.e., the ratio of advertising and promotional expenditures to sales) has been an important topic for both business managers and academics. Here, we investigate cross-sectional and time-series variation of communication intensity due to: type of offering (product versus service) and type of market (consumer versus industrial). Overall, we find that both of these factors affect variation of communication intensity across industries and over time. However, the effect of market type is much more dramatic than the effect of offering type. Such knowledge about patterns in communication intensity levels helps managers make decisions about how much to spend on advertising and promotion.     

The Career Advancement Prospects of Managers and Professionals: Are MIS Employees Unique?

The present study examined the career advancement prospects of MIS and non-MIS employees, as well as the relationships of career advancement prospects with job performance evaluations, job satisfaction, career satisfaction, and organizational commitment for MIS and non-MIS professionals and managers. Participants included 134 MIS professionals and managers and 397 non-MIS professionals and managers of a large communications company. The results provided no evidence that MIS employees experience more restricted career advancement prospects than non-MIS employees. In addition, job performance evaluations generally had positive effects on career advancement prospects; career advancement prospects had a number of positive effects on job satisfaction, career satisfaction, and organizational commitment; and job satisfaction and career satisfaction had positive effects on organizational commitment. These findings are related to prior research, suggestions for future research are offered, and implications for the management of MIS employees are identified.