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This paper aims to describe the advances made by a particular pharmaceutical packaging machinery manufacturer for dealing with short product runs.

The company and its blister packaging machinery products are described, with special attention to the modular servo‐driven range. The centralised control console and the capabilities of its software are reviewed. A collaborative investigation of a late‐stage customisation approach is reported.

Small lot‐size is an acute problem in Europe because of the variations in language, carton format and dimensions, and can make set‐up time dominate running time. Functional separation within the machinery and central set‐up control ameliorate this problem, and the use of a logistical storage unit greatly improves overall through‐put.

When lot sizes are small, the productivity of a manufacturing line is decided not by the maximum production rate of each machine, but by the logistics of job scheduling.

Presents practical developments that improve productivity in pharmaceutical packaging.

Operations Management Quality Management.

The case can be used in a number of course contexts, including undergraduate and graduate courses in operations management and quality management.

Central Tobacco Plant (CTP) is a tobacco processing and packaging company, operating in the Central America and Caribbean region. This case focuses on a waste measurement exercise conducted in the cigarette production department of CTP, which was commissioned by George Edwards, the Secondary Manufacturing Department Manager. The reason for the exercise was the announcement that CTP could possibly face a plant audit, where a poor result could cause the shifting of manufacturing of some products, or, in the worst case scenario, all of it product lines, to one of the larger, and more efficient manufacturing plants in the Central America and Caribbean region. The waste measurement exercise is carried out as a three-week student–industry project by two students pursuing an MSc programme at the local university, who are mentored by both Edwards and by a university supervisor. At the end of the exercise, Edwards needs to consider the appropriateness of the current waste measurement system, the quantities of waste produced and opportunities to reduce waste.

The case has four primary learning objectives: to illustrate the role of performance measurement in process improvement, to explore the perspective of lean manufacturing in waste management, to apply basic quality tools in the analysis of a manufacturing process and to identify opportunities for process improvement.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 9: Operations and Logistics

The connotations, associations, custom and usages of a name often give to it an importance that far outweighs its etymological significance. Even with personal surnames or the name of a business. A man may use his own name but not if by so doing it inflicts injury on the interests and business of another person of the same name. After a long period of indecision, it is now generally accepted that in “passing off”, there is no difference between the use of a man's own name and any other descriptive word. The Courts will only intervene, however, when a personal name has become so much identified with a well‐known business as to be necessarily deceptive when used without qualification by anyone else in the same trade; i.e., only in rare cases. In the early years, the genesis of goods and trade protection, fraud was a necessary ingredient of “passing off”, an intent to deceive, but with the merging off Equity with the Common Law, the equitable rule that interference with “property” did not require fraudulent intent was practised in the Courts. First applying to trade marks, it was extended to trade names, business signs and symbols and business generally. Now it is unnecessary to prove any intent to deceive, merely that deception was probable, or that the plaintiff had suffered actual damage. The equitable principle was not established without a struggle, however, and the case of “Singer” Sewing Machines (1877) unified the two streams of law but not before it reached the House of Lords. On the way up, judical opinions differed; in the Court of Appeal, fraud was considered necessary—the defendant had removed any conception of fraud by expressingly declaring in advertisements that his “Singer” machines were manufactured by himself—so the Court found for him, but the House of Lords considered the name “Singer” was in itself a trade mark and there was no more need to prove fraud in the case of a trade name than a trade mark; Hence, the birth of the doctrine that fraud need not be proved, but their Lordships showed some hesitation in accepting property rights for trade names. If the name used is merely descriptive of goods, there can be no cause for action, but if it connotes goods manufactured by one firm or prepared from a formula or compsitional requirements prescribed by and invented by a firm or is the produce of a region, then others have no right to use it. It is a question of fact whether the name is the one or other. The burden of proof that a name or term in common use has become associated with an individual product is a heavy one; much heavier in proving an infringement of a trade mark.

To share the learnings gained from the experiences of the training and development manager at The Glenmorangie Company.

The practical approach taken is described in terms of getting management buy‐in to training and development through a bottom‐up approach.

The experiential approach used at The Glenmorangie Company echoes the findings documented in the CIPD research analysis paper based on 2005 Training and Development Survey.

When considering implementing new learning initiatives this approach will enable one to optimise one's success and prove sustainability, through managers' commitment and employee engagement.

To all those involved in training and development it provides a practical step‐by‐step approach to making effective learning interventions that managers are committed to adopt.

The case, briefly reported in the last issue of BFJ, an appeal to a Milk and Dairies Tribunal arising out of a local authority's refusal to grant a licence to a milk distributor because he failed to comply with a requirement that he should provide protective curtains to his milk floats, was a rare and in many ways, an interesting event. The Tribunal in this case was set up under reg. 16(2) (f), Milk (Special Designation) Regulations, 1963, constituted in accordance with Part I, clause 2 (2), Schedule 4 of the Regulations. Part II outlines procedure for such tribunals. The Tribunal is similar to that authorized by S.30, Food and Drugs Act, 1955, which deals with the registration of dairymen, dairy farms and farmers, and the Milk and Dairies (General) Regulations, 1959. Part II, Schedule 2 of the Act provided for reference to a tribunal of appeals against refusal or cancellation of registration by the Ministry, but of producers only. A local authority's power to refuse to register or cancellation contained in Part I, Schedule 2 provided for no such reference and related to instances where “public health is or is likely to be endangered by any act or default” of such a person, who was given the right of appeal against refusal to register, etc., to a magistrates' court. No such limitation exists in respect of the revoking, suspending, refusal to renew a licence under the Milk (Special Designation) Regulations, 1963; an appeal against same lies to the Minister, who must refer the matter to a tribunal, if the person so requests. This occurred in the case under discussion.

After great Wars, the years that follow are always times of disquiet and uncertainty; the country is shabby and exhausted, but beneath it, there is hope, expectancy, nay! certainty, that better times are coming. Perhaps the golden promise of the fifties and sixties failed to mature, but we entered the seventies with most people confident that the country would turn the corner; it did but unfortunately not the right one! Not inappropriate they have been dubbed the “striking seventies”. The process was not one of recovery but of slow, relentless deterioration. One way of knowing how your country is going is to visit others. At first, prices were cheaper that at home; the £ went farther and was readily acceptabble, but year by year, it seemed that prices were rising, but it was in truth the £ falling in value; no longer so easily changed. Most thinking Continentals had only a sneer for “decadent England”. Kinsmen from overseas wanted to think well of us but simply could not understand what was happening.

The data created from regular maintenance activities of equipment are stored as text in industrial plants. The size of these data is increasing rapidly nowadays. Text mining provides a chance to handle this huge amount of text data and extract meaningful information to improve various processes of an industrial environment. This paper represents the application of classification models on maintenance text records to classify failure for improving maintenance programs in the industry.

This paper is presented as an implementation study, where text mining approaches are used for binary classification of text data. Naive Bayes and Support Vector Machine (SVM), two classification algorithms are applied for training and testing of the models as per the labeled data. The reason behind this is, these algorithms perform better on text data for classifying failure and they are easy to handle. A methodology is proposed for the development of maintenance programs, including classification of potential failure in advance by analyzing the regular maintenance data as well as comparing the performance of both models on the data.

The accuracy of both models falls within the acceptable limit, and performance evaluation of the models concludes the validation of the results. Other performance measures exhibit excellent values for both of the models.

The proposed approach provides the maintenance team an opportunity to know about the upcoming breakdown in advance so that necessary measures can be taken to prevent failure in an industrial environment. As predictive maintenance incurs a high expense, it could be a better replacement for small and medium industrial plants.

Nowadays, maintenance is preventive-based rather than a corrective approach. The proposed technique is facilitating the concept of a proactive approach by minimizing the cost of additional maintenance steps. As predictive maintenance is efficient but incurs high expenses, this proposed method can minimize unnecessary maintenance operations and keep control over the budget. This is a significant way of developing maintenance programs and will make maintenance personnel ready for the machine breakdown.