Implementation of just-in-time methodology in a small company

This paper describes the implementation of JIT in a small manufacturing company and the benefits that resulted for the company's operations. Preliminary analysis identified various problems in the existing manufacturing operations. The pre-implementation and post-implementation conditions of the company arc detailed. The achievements of the JIT implementation included a reduction in material traversing, reduced lead limes and inventories leading to an overall reduction in the cost of manufacturing. A smooth flow of material from the raw material stage to the finished product stage was established. Three separate product lines were combined into a flexible manufacturing assembly line. With the adoption of a holistic approach to JIT implementation, it was found that even a small company can make significant strides towards world class manufacturing status. The experience gained by the company can encourage and benefit other small companies to embrace the JIT approach.     

GENDER MATCHING AND COMPETITIVENESS: EXPERIMENTAL EVIDENCE

This paper experimentally investigates if and how people's competitiveness depends on their own gender and on the gender of people with whom they interact. Participants are given information about the gender of the co‐participant they are matched with, they then choose between a tournament or a piece rate payment scheme, and finally perform a real task. As already observed in the literature, we find that significantly more men than women choose the tournament. The gender of the co‐participant directly influences men's choices (men compete less against other men than against women), but only when the gender information is made sufficiently salient. A higher predicted competitiveness of women induces more competition. Giving stronger tournament incentives, or allowing the participants to choose the gender of their co‐participant, increases women's willingness to compete, but does not close the gender gap in competitiveness. (JEL C70, C91, J16, J24, J31, M52)     

EXPLORING LINKAGES BETWEEN MANUFACTURING STRATEGY,BUSINESS STRATEGY,AND ORGANIZATIONAL STRATEGY

In recent years there has been an increased emphasis on the development of manufacturing and business strategies. In spite of that high level of emphasis, limited empirical research has been published on the linkage between manufacturing strategy, business strategy, and organizational performance. Our study examines that linkage. Our main contribution lies in (i) building constructs for some important elements of manufacturing strategy and business strategy and (ii) testing the impact of linkage between manufacturing strategy and business strategy on organizational performance. The study is based on 175 responses from senior executives in manufacturing organizations.     

Applications of neural networks in manufacturing management systems

Abstract. The inherent complexities of modern manufacturing require more sophisticated systems for their management. Neural networks, which are massively parallel interconnected networks, have been shown to have extensive applications in various systems that can be used in manufacturing management. An extensive amount of literature has been published on the applications of neural networks in manufacturing, yet no comprehensive review of this literature to date has been offered. In this paper, we review the concepts and applications of neural networks as they relate to various aspects of manufacturing management.     

Combined demand and lead time uncertainty with back-ordering in a multi-level product structure environment

The performance of two lot-sizing algorithms incorporating back-orders is evaluated and compared with several traditional lot-sizing rules. This comparison is undertaken for a multi-level product structure environment operating under a rolling horizon in the presence of both demand and lead time uncertainties. By means of simulation and statistical analysis of the simulation output, the impact on system performance of a variety of demand and lead time scenarios, product structures, cost parameters and lot-sizing, is evaluated. The conclusions drawn emphasize important differences in the influence of the factors on system performance given the presence or absence of uncertainty.     

Single facility scheduling with dual criteria: minimizing maximum tardiness subject to minimum number of tardy jobs

This paper considers the static single machine scheduling problem with the objective of minimizing the maximum tardiness of any job subject to the constraint that the total number of lardy jobs is minimum. Based on simple dominance conditions an o(n²) heuristic algorithm is proposed to find an approximate solution to this problem. The effectiveness of the proposed heuristic algorithm is empirically evaluated by solving a large number of problems and comparing them to the optimal solutions obtained through the branch and bound algorithm.     

A REVIEW OF FLOWSHOP SCHEDULING RESEARCH WITH SETUP TIMES

Flowshop scheduling problems with setup times arise naturally in many practical situations. This paper provides a review of static and deterministic flowshop scheduling research involving machine setup times. The literature is classified into four broad categories, namely sequence independent job setup times, sequence dependent job setup times, sequence independent family setup times, and sequence dependent family setup times. Using the suggested classification scheme, this paper organizes the flowshop scheduling literature involving setup and/or removal times and summarizes the existing research for different flowshop problem types. This review reveals that, while a considerable body of literature on this subject has been created, there still exist several potential areas worthy of further research.     

The operation of an integrated manufacturing system with customer access via electronic data interchange

Abstract. This paper reports a model of a real-time manufacturing system. Within this system the ongoing operations of the shop floor are monitored and up-to-the-minute information is maintained. Such a manufacturing system incorporates information as soon as it becomes available and it assembles and processes items only if the required parts from the preceding stages are available. In addition, the manufacturing system is interfaced with the customer by means of electronic data interchange. This allows instant communication between the manufacturing enterprise and the customer. The model reported here incorporates these features. Thus the real-life impact of uncertainties as they relate to an integrated shop-floor control environment is captured by the model. Several hypotheses relating to various variables and their interactions are formed and tested. The differences between the deterministic and the real-time environment are highlighted.