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The Profit Impact of Marketing Strategy (PIMS) database was used to test the relationship between production process type (small batch, large batch/assembly, and continuous) and eight organizational policy decisions (new products, new plant and equipment, finished goods inventory, raw materials/work‐in‐process inventory, capacity utilization, fixed capital assets, manufacturing costs, gross margin). In addition, the effect of six broad industry types on the proposed relationships was also investigated. Overall industries, raw materials/work‐in‐progress, capacity utilization, manufacturing costs, fixed assets, and gross margin varied with production process type while new products, new plant and equipment, and finished goods inventory did not vary. Within each industry, the findings showed less support for the relationships between production process type and the eight organizational policy decisions. Further analysis showed that most of the industries are dominated by a production process type. Suggests a movement away from the traditional differentiation of production process technologies and a shift of research emphasis to the differing uses of a particular production process technology within an industry.

Companies using production of small batches, with a large number of products made in a number of variants, often have a high level of work in progress. Much has been published recently about production flow groups and balancing of flow to solve the problems experienced in these companies and production flow groups seem to be regarded as a panacea. This means that the cost of fixed assets for this type of industry will increase, but less capital will be tied up in products and work in progress. Assesses whether production flow groups are in reality the optimal way of organizing batch production and gives some assistance in the design of systems for batch production in order to achieve shorter lead times and decreased costs. The results of case studies show that there is not a single solution to the problems, although a large number of advantages are realized. Compared to the traditional way of organizing production this way of operating breaks down the organization into small units, adapts the production organization to prevailing conditions and unites the different parts into a functioning whole, together with the planning function.

Presents a study which explored a relationship between production process focus and performance at the business unit level using the profit impact of marketing strategies (PIMS) database. The relationship between production process focus and financial performance for business units was partially supported using return‐on‐sales (ROS), and was not supported with return‐on‐assets and return‐on‐income. Indicates that the degree of production process focus is not directly related to a business unit′s performance. The implication is that the degree of production process focus must be recognized as part of a manufacturing strategy that is consistent with an overall business strategy.

This paper describes the development and early use of a test bed for Just‐In‐Time GIT) control of Flexible Assembly Systems (FAS). JIT has, up to now, been used in repetitive manufacturing systems. However, increasingly, companies involved in batch production who frequently use Materials Requirements Planning (MRP) approaches, are seeking to achieve the benefits of JIT, and to use Kanban type control at the operational level. The test bed simulation can be configured by the user to model a range of assembly systems each of which can, within limits, be configured by the experimenter. It is built using the SLAM II simulation package. Kanban cards are modelled as resources, as are the individual assembly stations and the transportation devices which carry work between the assembly stations. The test bed can be used to experiment with batch sizes, set‐up times, assembly station breakdowns, various Kanban sequences, varying purchasing lead times, etc. It allows experimentation with the application of the Kanban system to manufacturing systems which are not purely repetitive in nature and more closely resemble batch manufacturing systems.

This paper aims to provide a framework for the choice, design, set-up and management of a fully flexible assembly system (F-FAS). Many industrial applications for small batch productions require highly flexible automated manufacturing systems. Moreover, some extensions of the F-FAS concept are provided.

The paper reviews recent findings regarding the F-FAS with a top-down approach, and defines an integrated implementation framework. This framework is structured into three strictly correlated phases, and the presented procedure is organized to be readily used for new industrial applications. Practical applications are presented to show how the system can satisfy flexibility demands in a variety of cases.

The proposed framework is organized in three steps: convenience analysis of the F-FAS compared to a traditional flexible assembly system; an optimal design of the feeder; a choice of the set-up and sequencing algorithm yielding the highest throughput. Following these steps, the F-FAS can become an effective solution for small batch productions with frequent reconfigurations. However, due to the limited throughput, the system is not well suited for large batches.

The presented framework allows to implement an F-FAS for a given industrial application, and to evaluate its efficacy with respect to other assembly technologies. Moreover, with the same implementation framework, the F-FAS concept can be applied to production fields that are different from assembly, as shown by the provided examples. This represents an important element of originality and of interest for its strong practical implications in different production environments.

The structure presented here could be useful in the determination and presentation of the accuracy of a metal working process as determined by both surface finish and size. The difference in small‐batch production is recognised and emphasis is placed thereon, but the structure examined is suitable for all types of metalworking process, whether or not computer supervision and control is involved.

A comparison between production and distribution practices in the two countries, and the effects of these elements on costs.

In order to meet the requirements of 6σ management and to overcome the deficiencies of the theory for using the pre-control chart to evaluate and monitor quality stability, the purpose of this paper is to probe into the quality stability evaluation and monitoring guidelines of small batch production process based on the pre-control chart under the conditions of the distribution center and specifications center non-coincidence (0<ɛ≤1.5σ), the process capability index C _p ≥2 and the virtual alarm probability α=0.27 percent.

First, the range of the quality stability evaluation sampling number in initial production process is determined by using probability and statistics methods, the sample size for the quality stability evaluation is adjusted and determined in initial production process according to the error judgment probability theory, and the guideline for quality stability evaluation has been proposed in initial production process based on the theory of small probability events. Second, the alternative guidelines for quality stability monitoring and control in formal production process are proposed by using combination theory, the alternative guidelines are initially selected based on the theory of small probability events, a comparative analysis of the guidelines is made according to the average run lengths values, and the monitoring and control guidelines for quality stability are determined in formal production process.

The results obtained from research indicate that when the virtual alarm probability α=0.27 percent, the shifts ɛ in the range 0<ɛ≤1.5σ and the process capability index C _p ≥2, the quality stability evaluation sample size of the initial production process is 11, whose scondition is that the number of the samples falling into the yellow zone is 1 at maximum. The quality stability evaluation sample size of the formal production process is 5, and when the number of the samples falling into the yellow zone is ≤1, the process is stable, while when two of the five samples falling into the yellow, then one more sample needs to be added, and only if this sample falls into the green zone, the process is stable.

Research results can overcome the unsatisfactory 6σ management assumptions and requirements and the oversize virtual alarm probability α of the past pre-control charts, as well as the shortage only adaptable to the pre-control chart when the shifts ɛ=0. And at the same time, the difficult problem hard to adopt the conventional control charts to carry out process control because of a fewer sample sizes is solved.

In the present era of intense competition, industries are adopting lean manufacturing for successful survival. The concept of lean manufacturing is new for Indian process industries. The purpose of this paper is to investigate the status of lean manufacturing in Indian process industries in terms of lean practices, reasons and challenges of implementing lean manufacturing.

A survey was carried out to assess the level of lean implementation in Indian process industries. Statistical tests were conducted to assess the significant lean practices, reasons and challenges of implementing lean in Indian process industries.

It is observed that the level of implementation of lean manufacturing in Indian process industries is still low. Results indicate that Indian process industries those who have implemented lean found lean to be very useful to reduce wastes and to increase quality. Major lean practices being implemented by Indian process industries are primarily those which are related to waste elimination or improvement in quality. Indian process industries found that important challenges to implement lean are to produce in small batches, to arrange for lean experts and to impart training to employees.

In the present study, the sample size is small and hence, the findings should be generalized cautiously. Although the study indicates that lean can be very useful if implemented in Indian process industries but further empirical studies are required to quantify performance improvements through adoption of lean.

The paper explores status of lean adoption in Indian process industries. Considering the unique characteristics of process industries, the present research would be helpful for making strategies to implement lean in process industry setups.

Flexible automated assembly is an emerging need in several industries. The purpose of this paper is to address the introduction of an innovative concept in flexible assembly: the fully flexible assembly system (F‐FAS).

After an analysis of the state of the art, the authors describe the proposed F‐FAS, from a layout, constitutional elements, functioning principles and working cycle point of view. Second, the authors compare the traditional FAS and the manual assembly system versus the proposed F‐FAS according to their throughput and unit production costs, deriving a convenience map as a function of the number of components used in assembly and of the efficiency of the F‐FAS. Finally, using a prototype work cell developed at the Robotics Laboratory of University of Padua, the authors validate the F‐FAS concept.

Results of the research indicate that the concept of full‐flexibility can be exploited to bring automation to a domain where traditional FAS are not competitive versus manual assembly. In fact, the F‐FAS outperforms both traditional FAS and manual assembly, in terms of unit direct production costs, when the size of the batch is small, the number of components used in assembly is large and the efficiency of the F‐FAS is reasonably high. The F‐FAS prototype demonstrated the possibility of working, for certain conditions (models/components/production mix), in the F‐FAS convenience area, highlighting the achievable cost reduction versus traditional assembly systems.

The novelty of the study lies in the F‐FAS concept, its performances in terms of flexibility, compactness, throughput and unit direct production costs. A prototype work cell validated the concept and demonstrated its viability versus traditional assembly systems, thanks to convenience analysis.