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This paper aims to explore methods of defining ejecting zones (EZs) used in automatic picking systems (APSs), particularly in A-frame APSs. An A-frame APS automatically ejects products onto a conveyor, which then brings the products to their destination. EZs are moving zones on a conveyor, and each EZ corresponds to one picking order. Products are ejected as a zone passes channels in which the products are stored.

First, three EZ types are defined, and their operations are explained. Second, picking orders are analyzed and categorized by considering the structure and the picking mechanism of an A-frame APS. In addition, picking-order instances reflecting actual data are randomly generated according to each category. Finally, the performance of the EZs is evaluated using the picking-order instances and computer simulations.

The results from the computer simulations suggest the EZ types suitable for use with various picking order types considering order fulfilment speed and energy usage.

In this paper, the authors only adopt a triangular distribution which is considered most practical distribution in the industry.

It is believed that these results can provide managers and operators with useful guides to facilitate the effective operation of an A-frame APS. The provided ideas have been implemented at the pharmaceutical warehouse of the largest logistics company in Korea.

The result shows that the proposed idea could save energy consumption and the APS have potential to save labor involvement in picking.

It is essential to define the EZs when operating an A-frame APS efficiently, but there is almost no research in this area. This paper focuses on defining EZs, as well as methods to utilize these zones.

To examine how a very large order assembly system can be designed and commissioned to achieve a throughput of filling 2,400 order totes/h with medical prescription orders.

To combine RFID and bar code scanning, individual pill bottle handling, pill dispensing, pre‐packaged carton dispensing with some computer directed manual operations were key to meeting a goal of automatically filling tens of thousands of line items per day.

Combining automated pill dispensing with automated small item order filling and computer directed pick‐to‐light manual item picking results in a single integrated system. A careful design by experienced suppliers is important to achieving successful commissioning in a timely manner. Read/write RFID technology plays an important role in insuring accuracy and traceability of each prescription bottle.

Shows that complex order filling applications such as the highly regulated medical prescription filling can be automated to obtain improvements in accuracy and through put while reducing direct labor costs.

Discusses the methods and processes involved in the valuation of petrol filling stations. Examines the market conditions current at the end of 1989 and comments on some of the complexities involved in interpreting available comparable evidence. Suggests that the report made by the Monopolies and Mergers Commission compiled after this paper was written, may significantly affect the market.

After completion of the case study, the students would be able to identify and evaluate organizational culture as a critical element of organizational resilience and assess its fit to the business context, evaluate different elements of organizational resilience and their contribution to business adaptation and develop leadership approaches that help adapt and leverage organizational culture to foster individual, team and organizational resilience.

This teaching case covers topics of organizational leadership, including organizational culture and organizational resilience. This case study is appropriate for the postgraduate and executive education programmes. This case study covers the approach to organizational leadership and resilience of the OKKO, a Ukrainian retail petrol station network. The dilemmas considered by top managers of the company emerged in February–April 2022 amid the unfolding Russian invasion of Ukraine. The case study protagonists solved multiple business and organizational dilemmas to continue efficient business operations while allowing the organization to adapt to a complex and fast-changing environment. They leveraged a distinct corporate culture, strong employee engagement and established business processes and management practices to ensure the viability of the business.

This case study is appropriate for postgraduate and executive education programmes. The level of difficulty is light to medium. Recommended pre-requisites are understanding human resources management terminology and reviewing preparation materials. The case study is suitable for teaching courses in leadership, people management and organizational development that cover corporate culture, leadership and organizational resilience.

CSS 6: Human resource management

Teaching notes are available for educators only.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Politicians – and company chiefs – who are too busy to do anything other than run the country or the company are in grave danger of losing touch with ordinary people. Ordinary people have it in their power to change governments at the ballot box – at least they do in democratic countries. And ordinary people have it in their power to change the products they buy. But sometimes one company, or government, is just as bad as another when it comes to knowing what is happening at grass‐roots level.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Celebrating in 1987 thirty years of activity, predominantly in the field of electroless chemicals for the printed circuit industry, the Shipley organisation worldwide can justifiably claim to have fulfilled and to continue to fulfil the original company slogan cited above.

Many manufacturing organizations are switching over to JIT manufacturing systems following the success of Japanese industries. Presents a case study of a simulation modelling approach in the design and analysis of a proposed JIT system for an Australian chemical company, which currently operates on a traditional system. The approach was used to compare two cell designs, and to estimate utilization levels for operators and materials handlers under the new system, and to determine reorder levels for raw materials at the work stations in order to operate the JIT system successfully.

The main requirements of filling machines for use within the Surface Coatings industry is dictated by the following:

The purpose of this study is to investigate how customers’ perceptions of service quality, product quality, and price fairness influence their loyalty to a particular service provider. Based on the results of a pilot study, we have elected to study banks, auto repair and maintenance shops, and (gasoline) filling stations, each of which are characterized by differing degrees of intangible service provision. Our results show that customer satisfaction either fully or partially mediates the relationship between consumers’ perceptions and their loyalty. The direct or indirect effects on customer loyalty of the perception of product and service quality, as well as of perceived price fairness, are related to the differing levels of intangible service associated with each of the three different service industries.

The Volvo Bus Plant at Borås, Sweden, is one of the largest bus‐chassis assembly plants in the world. Some years ago a new organization model, FLiSa, was implemented as an attempt to construct well‐functioning teams consisting of multi‐functional individuals, eager to learn, be flexible and to take on more responsibilities. Moreover, the FLiSa‐model with its line‐organization, was expected to bring about higher levels of productivity and quality. However, by the end of 2003 it is evident that the FLiSa‐model is facing serious problems as regards expected results. What factors contributed to this outcome? In this paper the author argues that imbalances or different competitive socio‐technical aspects inherent in the FLiSa‐model have been decisive. Moreover, the author suggests that difficulties to find productive solutions to these imbalances have – as an unintended consequence – brought about what she defines as “the individualised team”.