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The purpose of this paper is to develop a computer simulation model to evaluate increasing versus decreasing mean operation times assembly line arrangement for normal and exponential distributions and the variances equal to 1 and 16.

The model was developed on the basis of a realistic case problem and applied to a six‐station assembly line. The evaluation criteria were: the minimization of the total elapsed time; the maximization of the average percentage of working time; and the minimization of the average time in the system.

The increasing mean operation times line arrangement is superior to the decreasing mean operation times line arrangement for the normal and exponential distributions and the variances equal to 1 and 16, in terms of the total elapsed time and the average percentage of the working time evaluation criteria. The decreasing mean operation times lines is marginally superior to the increasing operation times line for the normal distribution for the variances equal to 1 and 16, in terms of the average time in the system evaluation criterion. The above inference can be made for the exponential distribution for the variance 16, but no definitive conclusion can be made for the variance 1. Overall, the increasing mean operation times line arrangement has proven to be superior to the decreasing operation times line arrangement for both the stated distributions and variances, in terms of the important evaluation criteria.

The paper contributes to the computer simulation approach to solving assembly line problems that deal with the impact of normally and exponentially distributed operation times, with variances equal to 1 and 16, on the increasing and decreasing mean operation times assembly line arrangements.

TECHNOLOGICAL progress is a scythe which cuts ever deeper swathes in the familiar fields of the world's industrial and commercial life. It finds its justification in words like productivity, competition, modernization and similar emotive terms. This is no matter of tired waves seeking a painful inch to gain, but a flood tide sweeping forward with irresistible momentum despite Canute's command or Mrs Partington's mop.

This paper examines the financial ratios that may have a significant effect on the efficiency in Malaysian listed companies. Nine financial ratios measure seven variables which are firm visibility, tangibility, working capital, leverage, liquidity, productivity and profitability.

Data are collected from 108 public listed companies in Malaysia. The data extracted from companies' annual reports for three years 2012–2014. STATA software analysis is used to examine these relationships.

The results show each of tangibility and liquidity have negative relationships with efficiency ratio. In against of that, profitability, working capital and productively positively link to efficiency. Leverage which is measured by two ratios – Debt ratio and Debt equity ratio – shows mix results. Debt ratio shows a positive but not significant relationship with efficiency ratio and Debt equity ratio shows a negative significant relationship with efficiency ratio.

The results benefit companies, investors, economists and governments regulators in Malaysia-to understand the efficiency determinants, so help to make the right decision to enhance the efficiency level in companies which leads to enhance the amount of investments which in turn, enhance the country's economy in general.

This study differs than previous studies number of aspects: first the study covers a three years' period between 2012 and 2014, this period presents the movement of Malaysian current into depreciation with more than 45 percent of its value. Second, in the Malaysia context, this study examines new variables such as firm visibility, tangibility, and productivity. Third, the results of this study will help managers, shareholders, investors, regulators and other parties to make right decisions that will enhance the level of firm efficiency which enhances the investments and the economy of Malaysia.

The purpose of this paper is to provide an understanding of how the materials feeding design at a workstation impacts the assembly process performance, in terms of manufacturing flexibility, process support, materials planning and work task efficiency.

The empirical data are based on two embedded case studies performed in close corporation with two Swedish automotive companies; additional observations from more than 20 company visits in Japan, and small‐scale case studies performed in Japanese companies. To fully assess the work measurement figures, video recordings, work instructions and layout drawings were used to plot the operators' walking patterns, and it was then possible to map the whole work cycle for an operator. Industrial engineers, managers, group leaders, team leaders and operators were interviewed. Based on the literature review and personal experience from the small‐scale case studies carried out in Japan, the existing assembly systems' component racks were conceptually re‐designed. This led to two hypothetical assembly systems, which could be used for understanding the impact of materials feeding design on assembly process performance. The design of the new component racks and the choice of packaging types were made together with practitioners.

The paper shows that the design of component racks and choice of packaging types have a major impact on the assembly process performance. Component racks with a large depth and small width and tailored packages create important advantages over traditional Swedish component racks designed for EUR‐pallets. Line stocking is not always the best choice for materials feeding, but this paper shows that line stocking, especially in Swedish assembly systems, can be improved. Sequencing can thus be reduced, resulting in fewer problems when there are sequence breaks in the production flow. Component racks with small packages and large depth increase the work task efficiency, volume, mix, new products and modification flexibility. For example, free space is an important issue for these types of flexibilities. Component racks that are portable and easy to rearrange, together with free space, greatly facilitate handling of new product introductions or modifications of products. The new and old component can be displayed and fed to the same workstation, and if there is a larger change a whole segment of a component rack can easily be replaced by a new one between work shifts.

The scope of the study is limited to the conditions at workstations. Consequences for the materials flow upstream (i.e. internal materials handling, warehousing, transport, supplier processes, etc.) are not included, but must in further studies also be considered to avoid sub‐optimisation.

The paper highlights the fact that a shift in focus is necessary when designing workstations with component racks in Swedish companies, meaning that operators become the customers rather than the transport company or materials handler.

MAKE no mistake about it, when a government enacts legislation it does so firmly believing that the new law is in the best interests at least to the majority of the population it is supposed to serve. (This may not be wholly true in some dictatorial regimes, but it holds for democracies.) So it is a pity when, as happens far too frequently, the effect differs from or sometimes is completely opposed to the aims in the minds of the legislators.

Argues that the design of the Volvo Uddevalla plant may be described as a process with an “internal logic” in which design options were eliminated through irreversible design decisions until only one alternative remained ‐ an unorthodox alternative comprising, for example, long cycle time work never used before for full‐scale production of automobiles. Contends that the most innovative features of the Uddevalla plant ‐ i.e. the detailed layout in the assembly workshops and the corresponding unorthodox production principles used ‐ were in many respects an unanticipated outcome of the design process. Pre‐existing gross layout of the plant as well as the interaction between the materials feeding techniques adopted and the operation of the automated guided vehicle system. When this was perceived by the Volvo managers, the design process had passed the point of no return, i.e. the investments made and lack of time prevented regression to more traditional layouts and production principles.

RETIRING prime ministers are customarily offered an earldom. Because this often involves a change of name and historical oblivion, some of the greatest among them, men like Pitt and Gladstone and Churchill, have declined the honour. They understood that it is not names which give confidence in things, but things which give confidence in names. What would an Earl Chartwell of Westerham mean to future generations compared with the clarion voice we know as Churchill?

The purpose of this paper is to present a practical proposal for integrating production control (PC) and quality control (QC) at the shop floor level.

The proposed method is based on three principles which relate PC and QC at the shop floor level. The proposal is applied successfully at the world's largest pencil factory.

The results show that the proposed method contributes to improve four performance indicators related to PC and QC at the company studied: increase the average throughput in about 28.9 per cent; reduce the average value of work in process (WIP) in about 35.6 per cent, reduce the average lead time by about 45.4 per cent, and reduce the average defect rate by about 71.4 per cent.

The proposal (mainly because of principle III) is developed to be applied in repetitive production (RP) systems, i.e. environments characterized by low production volume and low product variety.

Some practical implications for industrial managers arises from this study: managers must consider the importance of integrated PC and QC functions in order to get better results concerning performance indicators such as throughput, WIP, lead time, and rejection rate; the materials flow simplification is a prerequisite for a lot of improvement initiatives at the shop floor level; the adequate choice of the production control system (PCS) is vital in order to get positive results regarding the performance indicators related to PC; the determination of the production pace (or rate) for a RP system must take account capacity restrictions and the influence of defect rate on production rate.

The paper is original in that it shows that the performance of the shop floor level can be improved by means of integrating PC and QC, by discussing and implementing a method which simplifies the material flow in the shop floor level, chooses the most adequate PCS and shows how the production rate influence on the rejection rate. Therefore, the paper is important for those which practice industrial management, more specifically on PC and QC functions.

With the increasing technological innovation in the automotive industry, the need for complementary innovations in worker organization has arisen. In response to this need, two distinct approaches for teamwork in automotive production have been developed. This paper discusses both the Japanese and the Scandinavian teamwork models and their various implementations found among auto manufacturers worldwide. Work teams must be supported by changes in production philosophy, intensive training programs, and enhanced labor‐management relations. These complementary systems require significant investments, making team building a risky but potentially valuable venture. New insights on team building and its implications for production processes are provided.

When sales vary significantly according to season, the manufacturer makes special provisions to integrate the acquisition of raw materials and labour with an effective production schedule which satisfies customers′ requirements. The recommended procedure is called aggregate planning, and many algorithms produce a good definitive solution. However, they have been ignored by industry. The empirical research presented here looks at such planning in a sample of 20 Australian factories. It sheds some light on the acknowledged gap between theory and practice, and suggests that business strategy, the extent of the seasonal distortion, and the tactical remedies available, are all linked. Strategic and tactical considerations tend to bypass the aggregate planning step, and the problem is ultimately resolved at the master production schedule level.