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Article
Publication date: 1 June 2000

Chung‐Hsing Yeh

Presents a customer‐focused approach to effective planning of make‐to‐order production, in which production activities are driven by customer orders and all products are…

Abstract

Presents a customer‐focused approach to effective planning of make‐to‐order production, in which production activities are driven by customer orders and all products are made to customers’ specifications. The approach plans, schedules, and co‐ordinates production activities, based on the needs of individual customer orders. In particular, an integrated bill of material and routeing data structure is used to effectively organise production data in response to product specifications of customer orders. It facilitates the creation of production jobs with varying routeings and material requirements. A job‐oriented finite capacity scheduling system is used to effectively accommodate specific needs of individual customer orders. It allows for realistic setting of delivery dates and negotiation of order changes. Key features of the approach presented show its effectiveness in planning multi‐item customer orders and multi‐level products.

Details

Industrial Management & Data Systems, vol. 100 no. 4
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 1 August 1995

Chung‐Hsing Yeh

An effective production planning and control system requirescombining the bill of material (BOM) and routeing data to reflect thematerial flow through the production

Abstract

An effective production planning and control system requires combining the bill of material (BOM) and routeing data to reflect the material flow through the production process. Presents an integrated BOM and routeing data model which allows flexibility in handling relationships between materials and operations to suit specific needs. It can also be used as a standard data resource for creating production jobs. Maintaining job data independently of the BOM and routeing data allows the system to accommodate a wide range of production variations in practice. In a make‐to‐order environment, jobs are created for making line items on customer orders. To manage customer orders better, develops an extended job model to allow line items of a customer order to be made by one job. Perceives the concept of the extended job model as having considerable value in a wide range of production applications.

Details

International Journal of Operations & Production Management, vol. 15 no. 8
Type: Research Article
ISSN: 0144-3577

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Publication date: 15 July 2019

Peter Boxall, Meng-Long Huo, Keith Macky and Jonathan Winterton

High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle…

Abstract

High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle individual job tasks or a high level of involvement at team or workplace level in designing work procedures. When implementations of HIWPs are accompanied by companion investments in human capital – for example, in better information and training, higher pay and stronger employee voice – it is appropriate to talk not only of HIWPs but of “high-involvement work systems” (HIWSs). This chapter reviews the theory and practice of HIWPs and HIWSs. Across a range of academic perspectives and societies, it has regularly been argued that steps to enhance employee involvement in decision-making create better opportunities to perform, better utilization of skill and human potential, and better employee motivation, leading, in turn, to various improvements in organizational and employee outcomes.

However, there are also costs to increased employee involvement and the authors review the important economic and sociopolitical contingencies that help to explain the incidence or distribution of HIWPs and HIWSs. The authors also review the research on the outcomes of higher employee involvement for firms and workers, discuss the quality of the research methods used, and consider the tensions with which the model is associated. This chapter concludes with an outline of the research agenda, envisaging an ongoing role for both quantitative and qualitative studies. Without ignoring the difficulties involved, the authors argue, from the societal perspective, that the high-involvement pathway should be considered one of the most important vectors available to improve the quality of work and employee well-being.

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Article
Publication date: 1 February 1999

Brian D’Netto and Amrik S. Sohal

Examines the changing nature of the production manager’s job. To assess the current position, a survey was conducted on a sample of 600 production/operations managers in…

Abstract

Examines the changing nature of the production manager’s job. To assess the current position, a survey was conducted on a sample of 600 production/operations managers in Australia. The results of the study indicate that there have been significant improvements in the production manager’s job. The study found that Australian production managers are well qualified, highly

Details

International Journal of Operations & Production Management, vol. 19 no. 2
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 22 August 2008

Keng‐Boon Ooi, Veeri Arumugam, Pei‐Lee Teh and Alain Yee‐Loong Chong

The purpose of this paper is to investigate the multidimensionality of total quality management (TQM) practices and its relationship with production workers' job

Abstract

Purpose

The purpose of this paper is to investigate the multidimensionality of total quality management (TQM) practices and its relationship with production workers' job satisfaction in the Malaysian electrical and electronics (E&E) industry context.

Design/methodology/approach

Data for this study were collected using a self‐administered questionnaire that was distributed to 520 production workers in three major E&E organizations in Malaysia. Of the 520 questionnaires posted, 173 usable questionnaires were returned, yielding a response rate of 33.26 percent. The correlation and multiple regression analyses were applied to test the theoretical model and the relationship between TQM practices and job satisfaction.

Findings

The results revealed that not all TQM practices enhanced production workers' job satisfaction. Only organization culture and teamwork showed a positive relationship with the production workers' job satisfaction. It was found that when teamwork was perceived as a dominant TQM practice, improvement in production workers' job satisfaction levels was significant.

Practical implications

The findings prescribed potential implications for top management to review their TQM dimensions, consistent with the training needs of the employees within the organizations. Hence, production workers will be more likely to perform better and to feel a higher level of satisfaction towards the organizations.

Originality/value

The study has contributed in advancing the TQM literature with a better understanding of the multidimensionality of TQM practices and its association with production workers' job satisfaction that would facilitate more quality management research in developing countries.

Details

Industrial Management & Data Systems, vol. 108 no. 7
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 1 June 2001

Kostas S. Metaxiotis, Kostas Ergazakis and John E. Psarras

It is common knowledge that during the last decade markets have become extremely competitive with product variety increasing continuously and product life cycles…

Abstract

It is common knowledge that during the last decade markets have become extremely competitive with product variety increasing continuously and product life cycles shortening. Many manufacturing companies, which hitherto satisfied their customers while operating specific production systems, were recently obliged to reconsider because of the potential superiority of other “manufacturing philosophies”. In the literature, we meet a great variety of production systems and manufacturing philosophies, while, on the other side, in industry we usually find different combinations of “primary” productions systems. In this paper, we present the existing “state‐of‐the‐art” theoretical and experiential knowledge about productions systems, as well as describe their basic characteristics in a useful, exact and comprehensive way for practitioners and software houses who want to have a knowledge base for further research and practical implementation in the wider field of production management, planning and scheduling.

Details

Industrial Management & Data Systems, vol. 101 no. 4
Type: Research Article
ISSN: 0263-5577

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Article
Publication date: 24 April 2020

Ahmet Kolus, Ahmed El-Khalifa, Umar M. Al-Turki and Salih Osman Duffuaa

The integration between production scheduling and maintenance planning is attracting the attention of planners in the manufacturing sector with the increase in global…

Abstract

Purpose

The integration between production scheduling and maintenance planning is attracting the attention of planners in the manufacturing sector with the increase in global competitiveness. Researchers have developed various methodologies to optimize integrated decisions in planning and scheduling, including mathematical modeling under different conditions. This paper considers the simultaneous scheduling of production and maintenance activities with the objective of minimizing the expected total tardiness cost on a single machine (production line).

Design/methodology/approach

Scheduling in these two types of activities, production and maintenance, are traditionally done independently, causing conflicts between the two functional areas. To eliminate or at least reduce conflicts, the scheduling of both activities can be done simultaneously with the objective of meeting due dates and maintaining maximum machine availability. In this paper, a mathematical model for an integrated problem is developed and demonstrated by an example.

Findings

The proposed integrated model shows a high potential for significant improvements in performance with respect to the cost of tardiness in delivery and machine availability. This is demonstrated by an example showing an average savings of approximately 40%.

Originality/value

This substantial saving is owed to the integration of two important decision-making processes in manufacturing systems. Although the integrated problem is complex and difficult to solve, the fact that it is savings driven makes the problem of interest to researchers and practitioners in manufacturing.

Details

International Journal of Quality & Reliability Management, vol. 37 no. 6/7
Type: Research Article
ISSN: 0265-671X

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Article
Publication date: 1 July 2005

Chung‐Hsing Yeh

The work sequence indicated by a production schedule generated by existing scheduling techniques may not necessarily meet the need for efficient sequencing of day‐to‐day…

Abstract

Purpose

The work sequence indicated by a production schedule generated by existing scheduling techniques may not necessarily meet the need for efficient sequencing of day‐to‐day shop floor operations in a dynamic job shop environment. The purpose of this paper is to present a new practical approach to efficiently sequencing day‐to‐day shop floor operations of a job shop.

Design/methodology/approach

A color coding and priority system is introduced to identify production jobs that are to be processed at work centers which have a work sequence preference for performing various jobs. Based on a realistic production schedule, a three‐phase sequencing method is developed to create a truly feasible shop schedule, with the most efficient work sequence possible.

Findings

Specific features of the approach are presented and illustrated with a numerical example. It enables production jobs to be run in the best possible way at individual work centers. Various options of implementing the approach in practical applications are discussed.

Research limitations/implications

The approach serves as an enhanced supplement to a job shop operations scheduling system for efficient sequencing of shop floor operations. It is to be implemented at the shop floor level.

Practical implications

The approach can be implemented as a real‐time computer integrated shop dispatching system to ensure an efficient work sequence for shop floor operations of job shops in actual industrial settings.

Originality/value

The paper addresses the need for effectively coordinating production jobs of varying routings on the shop floor, which cannot be met by existing scheduling techniques or shop dispatching practice. It provides manufacturing practitioners with a structured approach for managing shop floor operations.

Details

Journal of Manufacturing Technology Management, vol. 16 no. 5
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 1 May 1983

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This…

Abstract

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Details

Management Decision, vol. 21 no. 5
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 April 1988

Howard D. Feldman

Senior production managers are placed in a network of relationships which both influence and are influenced by the responsibilities of their jobs. The results are reported…

Abstract

Senior production managers are placed in a network of relationships which both influence and are influenced by the responsibilities of their jobs. The results are reported of a study of the difficulties of the relationship demands imposed by the job requirements of 16 senior production managers. In addition, similarities and differences among their jobs are identified and discussed. Results indicate that work relationships perceived as similar and highly demanding include, among others: bargaining and negotiating with external contacts, supervising the quality of their subordinates' work, and needing to create a good impression on people outside their firm. Differences among their jobs were most evident in the following areas: the level of importance assigned to supervising the quantity of their subordinates' work, the manner in which the respondents earned their authority, and the extent to which the participants depended on their bosses to determine the scope of their job boundaries. Consideration of these demands and how they affect the job context may help to identify the particular skills necessary for a specific senior production management position.

Details

International Journal of Operations & Production Management, vol. 8 no. 4
Type: Research Article
ISSN: 0144-3577

Keywords

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