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Many algorithms have been proposed to form manufacturing cells from component routeings. Most of these methods require specialized algorithms for implementation. Some others use well known procedures such as integer programming. However, these may be difficult for practising managers to comprehend. Proposes a simple method that can be implemented using spreadsheet software. The method is based on similarity coefficients and a pair‐wise interchange procedure. Describes the method and the spreadsheet implementation. Compares our procedure with many existing procedures using eight well‐known problems from the literature. Using three evaluation measures shows that the proposed procedure is effective. Given its simplicity and effectiveness, it may be useful to practitioners and researchers.

This issue is a selected bibliography covering the subject of leadership.

Interest in employee mindfulness has increased dramatically in recent years, fueled by several important conceptual articles, numerous studies documenting the benefits of mindfulness for employee outcomes, and the adoption of mindfulness-based practices in many Fortune 500 organizations. Despite this growing interest, the vast majority of research on employee mindfulness has taken an intrapersonal focus, failing to appreciate the ways in which mindfulness may enhance work-related relational processes and outcomes. The authors explore possible associations between mindfulness and relationally oriented workplace phenomena, drawing from interdisciplinary scholarship examining mindfulness in romantic relationships, child–parent relationships, patient–healthcare provider relationships, and student–teacher relationships. A framework is proposed that links mindfulness to three distinct relationally oriented processes, which are expected to have downstream effects on work-related relational outcomes. The authors then take the proposed framework and discuss possible extensions to a variety of unique workplace relationships and discuss critical next steps in advancing the relational science of mindfulness.

There is an acknowledged need to advance the supply chain management (SCM) learning agenda, with an emphasis on integration. This paper discuss an Australian university–industry collaboration aimed at accelerating SCM learning and offers some insight into models for building a forward-looking SCM.

The research is an exploratory case study of the industry–university collaboration, using grounded theory procedures. The primary data involved 25 interviews with key participants from the university and industry partners, and from the first cohort of students in the undergraduate program developed within the collaboration.

A theoretical framework for accelerating SCM learning was developed from the case study data; it comprises six constructs that influence, at strategic and operational levels, the acceleration of SCM learning. Four cross-construct concepts from the framework that form the cornerstones of accelerated learning are discussed in some detail.

The framework facilitates an examination of successes and shortfalls in the case study collaboration and generates a deeper understanding of critical elements for progressing the SCM learning agenda, and expanding SCM education. As with all qualitative research, the results may not be generalisable; testing the relevance and usefulness of the framework with the field will be an important next step.

As the framework identifies conditions, characteristics and capacities of organisations and individuals that support the acceleration of SCM learning, it can provide assistance in designing future university–industry collaborations for advancing SCM learning.

The framework identifies critical success factors for alliances and partnerships aimed at accelerating learning in an emerging body of knowledge such as SCM.

July 6, 1973 Factories — Eyes — Protective equipment — Whether “suitable” goggles “provided” — Whether compliance with statutory duty excludes employers' common law duty of care — Duty of employers at common law — Non‐Ferrous Metals (Melting and Founding) Regulations, 1962 (S.I. 1962 No. 1667) reg. 13(1) (c),(4).

In the fall of 1987, the first of three volumes of a scholarly research atlas—The Historical Atlas of Canada—was published to great acclaim. Describing the Atlas as “the most innovative, beautiful and successful single volume on the history of Canada, and indeed the most ambitious cartographic venture ever attempted in this country,” the Royal Canadian Geographic Society awarded gold medals to the volume's editor, R.C. Harris, and cartographer/designer, Geoffrey J. Matthews, as well as to the director of the whole Atlas project, W.G. Dean. The volume received many honors, including the Sir John A. Macdonald Prize for the best book of the year on Early Canada from the Canadian Historical Association and the George Perkins Marsh Award in Environmental History from the University of Utah. Reviewers described the volume in superlatives. American reviewers were equally generous in their praise. Petchenik (herself the editor of the Historical Atlas of Early American History) described the volume as “an amazing accomplishment” and commented that “Not only a country but a civilization has been enriched by this publication.” Konrad assessed the volume as “a unique statement unrivaled in its potential impact.” Shuman, a professor of library science, noted that “this atlas, when complete, should stand as a model to be emulated by all other nations, whenever possible.” Pye, writing in the [British] Geographical Journal stated that “it is difficult to imagine that it could be even remotely paralleled in the foreseeable future.” Volume III of the Atlas appeared in 1990 and again won plaudits. Reviewers obviously felt that the high standards set by the first volume had been maintained.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).