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Teaching students basic differences among various production systems, such as the American JIC (Just‐in‐case) system, the Japanese JIT (Just‐in‐time) system and the latest OPT (Optimised‐Production‐Technology) system, is not a simple task. Students can be taught basic principles, but whether they truly understand and appreciate what makes one technique superior to another is questionable. After considerable experience in teaching JIC, JIT and OPT, and because of the above concerns, this author has designed a human simulation, called the Production Walk Games. Through these production walks, students not only learn, but also experience, three production methods. The production techniques are briefly discussed and how they are simulated for the students through their production walk games is explained. Two sets of results of these walks are presented and briefly analysed.

Smallholders are essential in ensuring food security; however, smallholder-dominated food production often involves high resource-environmental costs. This study analyzed the factors that differentiate horticultural practices, willingness to adopt technology and social networks between optimized practices (OPT) and farmer practices (FP) to provide localized and systematic solutions for the sustainable apple production.

To explore the approach of smallholder-dominated sustainable apple production, 257 apple producers in the Bohai Bay region, a major apple planting area in China, were investigated. Life cycle assessment (LCA), emergy analysis and social network analysis methods were used for evaluation.

The results showed that the net economic profit and emergy sustainability index (ESI) in OPT was 15.8 × 104 RMB·ha-1 and 1.2, respectively, which were 126.9 and 128.0% higher than FP. In contrast, greenhouse gas (GHG) emissions under OPT was 29.3% lower than those under FP. OPT has a higher percentage of adoption of scientific fertilizer application and water-saving irrigation technologies compared to FP. OPT has strong learning abilities, more social resources (such as technical training and sharing technical experience with others) and connections with stakeholders in the apple supply chain. Optimizing smallholders' social capital, willingness to adopt technology, behavioral willingness and technological awareness can promote sustainable apple production.

Considering the horticultural practices employed by smallholders in conjunction with their social networks, these factors contributed to the transition of smallholder-led apple production toward sustainability. The findings provided viable options and a theoretical basis for smallholder-dominated crop production to move toward sustainability, with significant implications for policymakers.

A detailed analysis of Material Requirements Planning (MRP), Kanban, optimised Production Technology (OPT) and Flexible Manufacturing Systems (FMS), including the applied assumptions behind these and their limitations and weaknesses, shows that each system is sound in its own way and can accomplish low cost, high quality, on‐time production. People problems, however, can destroy the effectiveness of any system and in this respect Kanban and OPT systems solve the majority of people problems, while FMS installations, by design, eliminate most problems of this type. The experience gained during the coming decade may lead factory managers to use two or more of these systems side by side.

This monograph will review recent thinking as applied to the management of materials within organisations. In considering the type of organisation to which the comments will apply, it is of use to recognise the following sectors:

The key to any successful organization must be its communication network. Bold statement, but is it true? It is, of course, a sweeping generalization and one with which anyone would have difficulty in picking an argument. One way to determine what is, and what is not, vital to your organization is by eliminating it from the equation and asking yourself where you would be without it. Do away with your communication system, apart from the most basic, and see what you are left with? If the answer is not a great deal, then you can, it is hoped, appreciate the importance of what you have, and realize the attention it deserves. Taking things for granted is an all too common phenomenon.

Manufacturing systems have undergone radical changes because of the implementation of physical and digital innovating technologies with high levels of connectivity, interoperability and autonomy. In this regard, the objective of this study was to investigate whether industrial engineers graduated in recent years in Brazil are prepared or not to work in companies and industries within the scope of Industry 4.0 technologies in a way that they positively contribute to the implementation and management of such technologies.

To achieve these objectives, a literature review and a survey on managers of the industrial sector acting in Brazil were carried out as the research strategies. The data collected were analyzed through a quantitative approach by means of the structural equations modeling method.

The hypothesis that the competencies of industrial engineers currently graduating in Brazil have a positive impact on the implementation and management of Industry 4.0 technologies has been confirmed. Predicting the evolution of production scenarios, understanding the interaction between organizations and their impacts on competitiveness and keeping abreast of technological advancements, organizing them and putting them to the service of business and societal demands were the competencies that obtained the highest factor loadings in the construct of industrial engineer competencies. In addition, cloud manufacturing, automation and robotization were the competencies that obtained the highest factor loadings in the industry 4.0 construct.

The analysis of skills development stands out as a source of competitive advantage for companies that intend to transition to a production system aligned with the principles of Industry 4.0, considering the training of professionals in an emerging economy context.

Takes the development of a new optimization process for production scheduling and develops it into a systematic‐mathematical algorithm. Tests this algorithm against a simulated production environment and compares the generated schedules against those generated by EOQ, MRP, JIT, and OPT. The result is that bottleneck allocation methodology (BAM), with its critical resource based capacity scheduling out‐performs these other models in an intermittent demand discrete manufacturing environment.

Key components of the logistics mix are described in an effort to create an understanding of the total logistics concept. Chapters include an introduction to logistics; the strategic role of logistics, customer service levels, channel relationships, facilities location, transport, inventory management, materials handling, interface with production, purchasing and materials management, estimating demand, order processing, systems performance, leadership and team building, business resource management.

Discusses the role of accountants in the US. Shows that although the European and Asian countries overtook America as the leading industrialized areas, accountants are helping to readjust the balance. The various roles of the accountant are examined and various luminaries quoted in the promulgation of this. Standard‐setting is an important masthead for quality and expertise in productivity, as are various cost accounting methods such as OPT (optimized production technology). Goes on to show that accountants have a very important advisory role to play in most businesses. Concludes that accountants have many tools at their disposal to help in improving productivity levels for organizations.

In recent years a growing number of firms have reported dramatic results from an operation's improvement technique called Constraint Management (CM). For example, Ford Motor Company's Electronics division attributes reductions in manufacturing cycle time as high as 89 per cent, 76 per cent fewer product returns, reductions in inventory of 49 per cent and 43 per cent lower freight costs to its implementation of CM. Others such as GM, Grand Rapids Spring and Wire, Valmont/ALS, and Kent Moore Cabinets report similar results. The purpose of this paper is to provide the reader with a basic understanding of Constraint Management, which has also been referred to as synchronized manufacturing; the Drum, Buffer, Rope technique; OPT (Optimized Production Technology); the Theory of Constraints, and to explore its potential impact on logistics managers.