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This research determines and updates industry’s use of plant charters and their characteristics in terms of plant structure differences, competitive priorities, manufacturing improvement initiatives, and performance. Industry differences are identified and compared to a 1982 study. The most predominant plant charter strategy remains a product plant charter assignment. Responses to a survey indicated that plants are created differently, i.e. there are structural differences between the plant charter strategy types. However, in general, the competitive priorities, efforts to improve manufacturing effectiveness, and resulting performance are essentially the same. This suggests seemingly similar manufacturing strategies regardless of the plant structure being used.

The purpose of this paper is to investigate the justification of objective assessment of the agricultural sector energetic potential, and the increasing of the accuracy of assessments results of energy resources of plant by-products.

The study of the problems of bioenergetic potential assessment in the study is carried out in the following order: first, the potential is assessed based upon the 2005-2017 year’s observation data; second, the energetic potential is assessed based upon linear and nonlinear optimization model; and finally, the assessment of the bioenergetic potential predicted values is carried out under the condition of the current pace of development of agricultural business by 2035.

The findings show that the solving of optimization tasks enabled us to make a comparison of the real structure of agricultural production and to justify the optimal structure of the cultivated areas under the conditions of agricultural business profit maximization with due allowance for both main and additional energy products. Using the linear trend model the predicted value of the agricultural sector energetic potential by the year 2035 is obtained. However, it is far more likely that the domestic bioenergetics will take a slower pace of development and to satisfy its own energy demands.

Based on the data of the reference interval of 2005-2018, the predicted values of biomass for 2035 were obtained in the amount of 28 million tons of oil equivalent, which taking into account the indices of generation efficiency, is sufficient to produce 104 billion kW-h.

The use of biomass for energy generation can impact the local environment, for example, by affecting air quality, biodiversity, habitats and ecosystems and water quantity and quality and by changing the local use of land. Social impacts also may arise, notably by affecting local community livelihoods (for example, access to and use of land and resources), food security and economic parameters such as employment and poverty.

The paper presents for the first time the results of the empiric analysis of the Ukrainian sector bioenergetic potential formation that showed that even with respect to the losses during the energy generation, the agricultural production energetic potential will be enough to substitute nuclear national power engineering.

The ABB (A) case describes the situation leading up to a decision that has to be made concerning closing a manufacturing subsidiary of ABB and moving its operations to Thailand. The Plant/subsidiary manager is placed in a conflict position regarding this decision due to the matrix form of management structure employed by the parent ABB. His direct line manager in charge of the global product line wants the move to take place. He has the support of his supervisor, who sits on the Executive Committee of the parent company. The ABB Country Manager for Denmark wants the plant to stay where it is. The subsidiary manager also reports to him, as part of the matrix structure. The subsidiary manager has recently been promoted to his new position, with the support of the Country Manager. The previous subsidiary manager had been promoted to head up a larger, Danish subsidiary of ABB. The previous year, the Country Manager and the previous subsidiary manager had managed to over rule the same request, in no small part, due to their connections within ABB as well as within Denmark. The new subsidiary manager needs to make a recommendation as to what should be done. The ABB Transformers (A) case can be used separately, or in conjunction with the (B) case.

The (B) case follows up on the (A) case. The decision was made to leave the plant in Denmark. It was revisited one year later, and the subsidiary manager is in even more of a quandary. The former Country Manager has been promoted to the Executive Committee of ABB. At a meeting of the new Country manager (not previously from within ABB), the Product Manager, his supervisor from the Executive Committee, the former Country Manager, and the subsidiary manager, the discussion is primarily between the new Country Manager and the Product Supervising Executive Committee Member, who has also been given added responsibility for all of Asia and the Pacific region. The former Country Manager, now responsible for European operations, remains quiet during the discussions. He later notes that this is a relatively small decision in the context of European operations. The subsidiary manager still needs to make a decision, but is now unsure of what has happened during the past year to allow this issue to be raised for the third time. The (B) case can be used to demonstrate how politics, promotions, and transfers can radically alter the environment within the context of a strategic decision. The focus is now on organization culture and power, and on the problems of operating within a matrix structure. The (B) case should be used in combination with the (A) case.

The purpose of this study is to benchmark the performance of state-owned coal-fired power plants (CFPPs) and test whether plant-specific knowledge in terms of quality of coal, size, age and make of plant contribute to an improvement in plant efficiency.

The methodology that is utilized in the study follows a nonparametric approach of data envelopment analysis (DEA) with sensitivity analysis and Tobit regression model. The input-oriented DEA models are applied to evaluate the overall, pure technical and scale efficiencies of the CFPPs. Further, slack analysis is conducted to identify modes to improve the efficiency of the inefficient plants. Sensitivity analysis based on peer count and the removal of variables is carried out to identify the benchmark power plant. Through Tobit and bootstrap-truncated regression model, the paper investigates whether a plant's specific knowledge influences its efficiency.

The DEA analysis demonstrates that nine plants are technically purely efficient.The slack analysis reveals that reducing the consumption of oil is the most effective way to improve the efficiency of inefficient plants. Mattur plant is the benchmark for most of the inefficient plants. Regression result suggests that quality of coal and size of plant significantly affect the inefficiency of the sample plants. Bharat Heavy Electrical Limited MAKE plant achieved higher efficiency in comparison to mixed MAKE.

This study is one of the few published studies that benchmark the performance of state-owned CFPPs. This research carried out taking some new uncontrollable parameters of power plant utilities of India. Research work also identifies the possible causes of inefficiency and provides measures to improve the efficiency of the inefficient power plant.

The objectives of this paper are: to identify the key defining elements of a subcontractor plant from an operations management perspective and examine whether there are differences between the operational contexts of such plants and original equipment manufacturer (OEM) plants; and to examine whether these differences should translate into different operational practices, addressing the specific case of process quality management practices.

The paper uses a multiple case study involving five plants in the electronics industry representative of the OEM and different subcontractor contexts.

Results suggest that the operational contexts of subcontractor and OEM plants are different and that, as a result, these types of plants should emphasize different sets of process quality management practices.

Results are considered to be generalizable to most discrete goods industries. However, future research should ascertain whether these results replicate in industries other than electronics.

OEMs, who have a critical role in disseminating best practice within the supply chain, must recognize the differences between OEM and subcontractor environments and avoid pushing one‐size‐fits‐all best practice programs along the chain.

Research in outsourcing to date has focused on the outsourcing decision per se and has mainly taken the perspective of the outsourcer firm. This study contributes to a better understanding of the operational implications of outsourcing decisions for subcontractor plants. It also responds to calls for more research linking quality management and supply chain management.

The aim of this paper to explain the difficulties associated with applying the science of nutrition in formulating advice to protect public health, using the example of dietary fibre.

Based on this review of relevant literature published between 1953 and 2006, the first section traces the history of attempts at constructing useful definitions of dietary fibre. Then the problems of measurement of the fibre content of foods, measurement of fibre intake in individuals and with testing for correlations with disease, are outlined.

The equivocal nature of current definitions of dietary fibre, and the lack of accuracy, validity or reliability of methods of determination, have been major limitations to developing an understanding its role in protecting human health. Perhaps more than for any other dietary constituent, the elucidation of the science describing the role of dietary fibre in human nutrition has been confounded by both known and unidentified variables.

This paper reflects an increasing scientific awareness that developments in nutrition are subject to the limitations of methods of analysis and research design. It explains why the processes of scientific investigation are often slow to reveal important relationships between dietary factors and health. This presents some difficulties for authorities charged with promoting health protective eating behaviours.

Although it has not been possible to unequivocally quantify dietary fibre or its effects on human metabolism, the research provides strong support for choosing a wide range of fresh or minimally intact plant food sources to protect health, as recommended in the FBDG's promoted in many countries around the world. The health protective effects may be achieved with moderation of the information disseminated about dietary fibre, particularly via the marketing of manufactured foods supplemented with fibre isolates.

The rise of the ‘green movement’ in Europe over the last 10 years has been quite astonishing. From being dismissed as cranks and eccentrics, they have reached the position where they are either important pressure groups (as in the UK) or have real political power (in those countries that have proportional representation). This pressure and power has implications for the way in which businesses carry out their activity. We are already seeing the ‘greening’ of commerce, starting with those organisations who are nearest to the end user such as retail stores. This ‘greening’ process will move backwards up the supply chain over the next few years to influence many organisations.

The purpose of the paper is to present the findings of a study of factory closure management. It details the sequence and the results of the key strategic manufacturing management decisions made from the time of the announcement of the plant closure to the cessation of operations. The paper also includes an analysis of the human resource management (HRM) actions taken during this same time period and their consequences upon all those involved in the closure management process.

The case study methodology consisted of two initial site visits to monitor closure management effectiveness (adherence to plan and the types and frequency of closure management communications). During these visits, documentary evidence of the impact of the closure decision upon production performance was also collected (manufacturing output and quality performance data). Following plant closure, interviews were held with senior business, production and HRM managers and production personnel. A total of 12 interviews were carried out.

The case study findings have informed the development of a conceptual model of facility closure management. Information obtained from the interviews suggests that the facility closure management process consists of five key management activities. The unexpected announcement of a factory closure can cause behavioural changes similar to those of bereavement, particularly by those employees who are its survivors. In addition, similar reactions to the closure announcement may be displayed by those who choose to remain employed by the factory owner throughout the phased closure of the plant.

Facility closure management is an insufficiently researched strategic operations management activity. This paper details a recommended procedure for its management. A conceptual model has also been developed to illustrate the links between the key facility closure management tasks and the range of employee changes of behaviour that can be induced by their execution.

Data drawn from a longitudinal case study of change is used to examine contextual factors in the conception, uptake and operation of manufacturing cells. Attention is given to the external context of change and the importance of internal factors, such as the technical configuration of work, and the culture and history of plant operations, in shaping change outcomes. In charting a number of contextual dimensions, political process is also identified as a central element which overlaps and intertwines with context. Highlights how political process and context are important in shaping both the process of change (for example, local implementation strategy and employee responses to change) and change outcomes (for example, operating practices around the new cell arrangements).