Dépouillements

The manufacturing strategy formulation process / Rafael Menda in Journal of operations management, Vol. 15 N°4 (Novembre 1997) 

Public ISBD [article]  in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 223–241 Titre : The manufacturing strategy formulation process : Linking multifunctional viewpoints Type de document : texte imprimé Auteurs : Rafael Menda, Auteur ; David Dilts, Auteur Année de publication : 2007 Article en page(s) : pp. 223–241 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Manufacturing  strategy  Order-winning  criteria  The  manufacturing  strategy  formulation  process Résumé : While there has been considerable research on the content of manufacturing strategy, there is a paucity of literature concerning the process of manufacturing strategy formulation [Ward, P.T., Brickford, D.J., Leong, G.K., 1996. Configuration of manufacturing strategy, business strategy, environment, and structure, J. Manage., 22(4) 597–626; Leong, G.K., Snyder, D.L., Ward, P.T., 1990. Research in the process and content of manufacturing strategy, Omega, 18(2) 109–122]. Many researchers have highlighted the need to overcome this deficiency by studying the process of developing manufacturing strategy [Adam, E.E., Swamidass, P.M., 1989. Assessing operations management from a strategic perspective, J. Manage., 15(2) 181–203; Anderson et al., 1989; Leong, G.K., Snyder, D.L., Ward, P.T., 1990. Research in the process and content of manufacturing strategy, Omega, 18(2) 109–122]. To effectively link the manufacturing strategy of a firm to the needs of the marketplace, critical competitive factors or order-winning criteria must be understood and agreed upon both by operations and marketing managers [Hill, T.J., 1983. Manufacturing's strategic role, J. Operational Res. Soc., 34(9) 853–860; Hill, T.J., 1994. Manufacturing Strategy—Text and Cases, 2nd edn., Irwin, Homewood, IL]. For this study, we created and examined a process of establishing a set of order-winning criteria for a consumer pharmaceuticals firm which involved the participation of sixteen managers from seven functional areas over four months. The foundation of the process was developed by Hill [Hill, T.J., 1989. Manufacturing Strategy—Text and Cases. Irwin, Homewood, IL; Hill, T.J., 1994. Manufacturing Strategy—Text and Cases, 2nd edn., Irwin, Homewood, IL], however it was soon evident that additional steps were required. The expanded process we developed both exposed significantly differing views among the managers and raised several questions with important managerial and research implications. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000077 [article] The manufacturing strategy formulation process : Linking multifunctional viewpoints [texte imprimé] / Rafael Menda, Auteur ; David Dilts, Auteur . - 2007 . - pp. 223–241. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 223–241 Mots-clés : Manufacturing  strategy  Order-winning  criteria  The  manufacturing  strategy  formulation  process Résumé : While there has been considerable research on the content of manufacturing strategy, there is a paucity of literature concerning the process of manufacturing strategy formulation [Ward, P.T., Brickford, D.J., Leong, G.K., 1996. Configuration of manufacturing strategy, business strategy, environment, and structure, J. Manage., 22(4) 597–626; Leong, G.K., Snyder, D.L., Ward, P.T., 1990. Research in the process and content of manufacturing strategy, Omega, 18(2) 109–122]. Many researchers have highlighted the need to overcome this deficiency by studying the process of developing manufacturing strategy [Adam, E.E., Swamidass, P.M., 1989. Assessing operations management from a strategic perspective, J. Manage., 15(2) 181–203; Anderson et al., 1989; Leong, G.K., Snyder, D.L., Ward, P.T., 1990. Research in the process and content of manufacturing strategy, Omega, 18(2) 109–122]. To effectively link the manufacturing strategy of a firm to the needs of the marketplace, critical competitive factors or order-winning criteria must be understood and agreed upon both by operations and marketing managers [Hill, T.J., 1983. Manufacturing's strategic role, J. Operational Res. Soc., 34(9) 853–860; Hill, T.J., 1994. Manufacturing Strategy—Text and Cases, 2nd edn., Irwin, Homewood, IL]. For this study, we created and examined a process of establishing a set of order-winning criteria for a consumer pharmaceuticals firm which involved the participation of sixteen managers from seven functional areas over four months. The foundation of the process was developed by Hill [Hill, T.J., 1989. Manufacturing Strategy—Text and Cases. Irwin, Homewood, IL; Hill, T.J., 1994. Manufacturing Strategy—Text and Cases, 2nd edn., Irwin, Homewood, IL], however it was soon evident that additional steps were required. The expanded process we developed both exposed significantly differing views among the managers and raised several questions with important managerial and research implications. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000077

Factors affecting supplier quality performance / L. B. Forker in Journal of operations management, Vol. 15 N°4 (Novembre 1997) 

Public ISBD [article]  in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 243–269 Titre : Factors affecting supplier quality performance Type de document : texte imprimé Auteurs : L. B. Forker, Auteur Année de publication : 2007 Article en page(s) : pp. 243–269 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Quality  Productivity  Empirical  research  Purchasing Résumé : The interest among practitioners and researchers in quality management and other factors that may affect quality performance reflects the understanding that a firm's output (i.e., performance) can be only as good as the quality of its inputs. However, studies of the quality management-quality performance relationship have led to mixed results regarding the existence of a positive correlation between the two. The results of a survey of 348 aerospace component manufacturers are examined here to provide new insights into factors that affect supplier quality performance. In this study, the inconsistent association between practice and performance is accounted for by considering the process view of quality management. Process management links quality management with process optimization to address both effectiveness and efficiency concerns. Performance is also affected by transaction-specific investments (asset specificity) in the buyer/supplier relationship that lead to poorer component quality and higher transaction costs. Asset specificity and organizational efficiency at implementing Total Quality Management hold great promise for resolving the mixed practice-performance findings in the quality management literature. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000016 [article] Factors affecting supplier quality performance [texte imprimé] / L. B. Forker, Auteur . - 2007 . - pp. 243–269. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 243–269 Mots-clés : Quality  Productivity  Empirical  research  Purchasing Résumé : The interest among practitioners and researchers in quality management and other factors that may affect quality performance reflects the understanding that a firm's output (i.e., performance) can be only as good as the quality of its inputs. However, studies of the quality management-quality performance relationship have led to mixed results regarding the existence of a positive correlation between the two. The results of a survey of 348 aerospace component manufacturers are examined here to provide new insights into factors that affect supplier quality performance. In this study, the inconsistent association between practice and performance is accounted for by considering the process view of quality management. Process management links quality management with process optimization to address both effectiveness and efficiency concerns. Performance is also affected by transaction-specific investments (asset specificity) in the buyer/supplier relationship that lead to poorer component quality and higher transaction costs. Asset specificity and organizational efficiency at implementing Total Quality Management hold great promise for resolving the mixed practice-performance findings in the quality management literature. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000016

Management initiatives and just-in-time manufacturing / Ron McLachlin in Journal of operations management, Vol. 15 N°4 (Novembre 1997) 

Public ISBD [article]  in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 271–292 Titre : Management initiatives and just-in-time manufacturing Type de document : texte imprimé Auteurs : Ron McLachlin, Auteur Année de publication : 2007 Article en page(s) : pp. 271–292 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Case  study  research  Empirical  research  Implementation  Just-in-time Résumé : Numerous benefits have been claimed for firms that implement just-in-time (JIT) approaches to manufacturing. While a fair number of Western firms have been successful at such implementations, other firms that could benefit appear to be addressing only a few features rather than the overall philosophy and system. This paper considers whether each of a number of management initiatives is necessary for the implementation of just-in-time manufacturing. A case-based research methodology was used for theory testing at six plants, each which claimed to be implementing just-in-time manufacturing. Data were obtained via interviews, questionnaires, direct observation, and collection of documents. Of six management initiatives considered, four were supported as necessary conditions for both JIT flow and JIT quality, as well as for employee involvement. These four are: (1) promotion of employee responsibility, (2) provision of training, (3) promotion of teamwork, and (4) demonstration of visible commitment. The other two management initiatives were rejected as necessary conditions. These are: (1) provision of workforce security, and (2) use of group performance measures. The results also indicated that employee involvement plays a central role in JIT implementation. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000107 [article] Management initiatives and just-in-time manufacturing [texte imprimé] / Ron McLachlin, Auteur . - 2007 . - pp. 271–292. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 271–292 Mots-clés : Case  study  research  Empirical  research  Implementation  Just-in-time Résumé : Numerous benefits have been claimed for firms that implement just-in-time (JIT) approaches to manufacturing. While a fair number of Western firms have been successful at such implementations, other firms that could benefit appear to be addressing only a few features rather than the overall philosophy and system. This paper considers whether each of a number of management initiatives is necessary for the implementation of just-in-time manufacturing. A case-based research methodology was used for theory testing at six plants, each which claimed to be implementing just-in-time manufacturing. Data were obtained via interviews, questionnaires, direct observation, and collection of documents. Of six management initiatives considered, four were supported as necessary conditions for both JIT flow and JIT quality, as well as for employee involvement. These four are: (1) promotion of employee responsibility, (2) provision of training, (3) promotion of teamwork, and (4) demonstration of visible commitment. The other two management initiatives were rejected as necessary conditions. These are: (1) provision of workforce security, and (2) use of group performance measures. The results also indicated that employee involvement plays a central role in JIT implementation. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000107

‘Green’ value chain practices in the furniture industry / Robert B. Handfield in Journal of operations management, Vol. 15 N°4 (Novembre 1997) 

Public ISBD [article]  in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 293–315 Titre : ‘Green’ value chain practices in the furniture industry Type de document : texte imprimé Auteurs : Robert B. Handfield, Auteur ; Steve V. Walton, Auteur ; Lisa K. Seegers, Auteur Année de publication : 2007 Article en page(s) : pp. 293–315 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Environmental  issues  Government  regulation  Case  study  research  Empirical  research Résumé : This paper draws on the results of interviews with five environmental managers in the furniture industry to develop a taxonomy of environmentally-friendly (‘green’) best practices within the operations management value chain. This taxonomy is then extended to develop a group of propositions concerning the role of management in promoting environmentally-friendly practices. The results suggest that in order to be successful, environmental management strategies must be integrated into all stages of the value chain, which includes all of the processes spanning product design, procurement, manufacturing and assembly, packaging, logistics, and distribution. While the potential for environmental performance improvement in all five of the companies is evident, all of them demonstrated ‘pockets’ of environmentally-friendly practices (EFP) in different areas of their respective value chain functions. The propositions and results emerging from the analysis also suggests that reacting to regulations is no longer sufficient. World-class EFP must anticipate and pre-empt changing environmental regulations and customer expectations, and proactively prepare products, processes and infrastructure for these changes without sacrificing competitive advantage. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000041 [article] ‘Green’ value chain practices in the furniture industry [texte imprimé] / Robert B. Handfield, Auteur ; Steve V. Walton, Auteur ; Lisa K. Seegers, Auteur . - 2007 . - pp. 293–315. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 293–315 Mots-clés : Environmental  issues  Government  regulation  Case  study  research  Empirical  research Résumé : This paper draws on the results of interviews with five environmental managers in the furniture industry to develop a taxonomy of environmentally-friendly (‘green’) best practices within the operations management value chain. This taxonomy is then extended to develop a group of propositions concerning the role of management in promoting environmentally-friendly practices. The results suggest that in order to be successful, environmental management strategies must be integrated into all stages of the value chain, which includes all of the processes spanning product design, procurement, manufacturing and assembly, packaging, logistics, and distribution. While the potential for environmental performance improvement in all five of the companies is evident, all of them demonstrated ‘pockets’ of environmentally-friendly practices (EFP) in different areas of their respective value chain functions. The propositions and results emerging from the analysis also suggests that reacting to regulations is no longer sufficient. World-class EFP must anticipate and pre-empt changing environmental regulations and customer expectations, and proactively prepare products, processes and infrastructure for these changes without sacrificing competitive advantage. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000041

Dimensions of manufacturing strength in the furniture industry / Shawnee K. Vickery in Journal of operations management, Vol. 15 N°4 (Novembre 1997) 

Public ISBD [article]  in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 317–330 Titre : Dimensions of manufacturing strength in the furniture industry Type de document : texte imprimé Auteurs : Shawnee K. Vickery, Auteur ; Cornelia Dröge, Auteur ; Robert E. Markland, Auteur Année de publication : 2007 Article en page(s) : pp. 317–330 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Manufacturing  performance  Furniture  industry  Innovation  Flexibility Résumé : This paper explores dimensions of manufacturing competitive strength in the furniture industry. A theoretically relevant set of manufacturing competitive priorities is identified from the operations literature and factor analyzed to determine the core dimensions of manufacturing performance. Relationships between these core dimensions of manufacturing strength and overall business performance are examined. The results identify four dimensions of manufacturing strength in the furniture industry: innovation, delivery, flexibility, and value, with the latter encompassing the combined effects of quality and cost. The study supports innovation as a key order winner in the furniture industry. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000120 [article] Dimensions of manufacturing strength in the furniture industry [texte imprimé] / Shawnee K. Vickery, Auteur ; Cornelia Dröge, Auteur ; Robert E. Markland, Auteur . - 2007 . - pp. 317–330. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 317–330 Mots-clés : Manufacturing  performance  Furniture  industry  Innovation  Flexibility Résumé : This paper explores dimensions of manufacturing competitive strength in the furniture industry. A theoretically relevant set of manufacturing competitive priorities is identified from the operations literature and factor analyzed to determine the core dimensions of manufacturing performance. Relationships between these core dimensions of manufacturing strength and overall business performance are examined. The results identify four dimensions of manufacturing strength in the furniture industry: innovation, delivery, flexibility, and value, with the latter encompassing the combined effects of quality and cost. The study supports innovation as a key order winner in the furniture industry. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000120

Unlocking the potential of advanced manufacturing technologies / Kenneth K. Boyer in Journal of operations management, Vol. 15 N°4 (Novembre 1997) 

Public ISBD [article]  in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 331–347 Titre : Unlocking the potential of advanced manufacturing technologies Type de document : texte imprimé Auteurs : Kenneth K. Boyer, Auteur ; G.Keong Leong, Auteur ; Peter T. Ward, Auteur Année de publication : 2007 Article en page(s) : pp. 331–347 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Advanced  manufacturing  technology  Infrastructure  Manufacturing  strategy  Capability  building  Financial  performance Résumé : This research examines whether investments in advanced manufacturing technologies (AMTs) such as flexible manufacturing systems (FMS), computer aided design (CAD), computer aided manufacturing (CAM), robotics, etc., are more likely to lead to improved performance if they are supported by improvements in the manufacturing infrastructure of the company. This question is evaluated using data gathered from 202 manufacturing plants chosen from industries generally considered to have relatively high investments in technology. Multiple item scales are developed and adapted from sources in the literature to measure investments in technology, infrastructure, and the performance of the plant. Evidence supporting the reliability and validity of these scales is provided. Hierarchical regression is used to analyze the relationship between technology, infrastructure, and performance. The results suggest that there is an important interaction between the adoption of advanced manufacturing technologies and investments in infrastructure. Firms that invest in both AMTs and infrastructure perform better than firms which only invest in one or the other. Separate analyses on sub-samples of firms with the highest and lowest investments in AMTs show that infrastructural investments have a stronger relationship with performance in the high investment group. Thus, the data indicate that infrastructural investments provide a key to unlocking the potential of advanced manufacturing technologies. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000090 [article] Unlocking the potential of advanced manufacturing technologies [texte imprimé] / Kenneth K. Boyer, Auteur ; G.Keong Leong, Auteur ; Peter T. Ward, Auteur . - 2007 . - pp. 331–347. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 331–347 Mots-clés : Advanced  manufacturing  technology  Infrastructure  Manufacturing  strategy  Capability  building  Financial  performance Résumé : This research examines whether investments in advanced manufacturing technologies (AMTs) such as flexible manufacturing systems (FMS), computer aided design (CAD), computer aided manufacturing (CAM), robotics, etc., are more likely to lead to improved performance if they are supported by improvements in the manufacturing infrastructure of the company. This question is evaluated using data gathered from 202 manufacturing plants chosen from industries generally considered to have relatively high investments in technology. Multiple item scales are developed and adapted from sources in the literature to measure investments in technology, infrastructure, and the performance of the plant. Evidence supporting the reliability and validity of these scales is provided. Hierarchical regression is used to analyze the relationship between technology, infrastructure, and performance. The results suggest that there is an important interaction between the adoption of advanced manufacturing technologies and investments in infrastructure. Firms that invest in both AMTs and infrastructure perform better than firms which only invest in one or the other. Separate analyses on sub-samples of firms with the highest and lowest investments in AMTs show that infrastructural investments have a stronger relationship with performance in the high investment group. Thus, the data indicate that infrastructural investments provide a key to unlocking the potential of advanced manufacturing technologies. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000090

Advanced manufacturing technology / Michael H. Small in Journal of operations management, Vol. 15 N°4 (Novembre 1997) 

Public ISBD [article]  in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 349–370 Titre : Advanced manufacturing technology : Implementation policy and performance Type de document : texte imprimé Auteurs : Michael H. Small, Auteur ; Mahmoud M. Yasin, Auteur Année de publication : 2007 Article en page(s) : pp. 349–370 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Advanced  manufacturing  technology  Implementation  policy  and  activities  AMT  performance Résumé : This article investigates the relationships between adoption of various advanced manufacturing technologies (AMT), the way that firms plan for and implement them, and their eventual performance. Data obtained from 125 manufacturing firms in the U.S. is used to test several hypotheses which were derived from an extensive review of the AMT implementation literature. The four research questions that drive this study are: (1) What types of planning and installation activities have firms utilized to support their AMT adoptions?, (2) do differences in the level of effort applied to these activities have any impact on the eventual performance of the systems?, (3) are firms that are using integrated technologies, such as FMC/FMS and CIM, applying higher levels of effort on these planning and installation activities than other firms?, and (4) Are these firms achieving higher levels of success than firms that are not using the integrated technologies. The results indicate that firms adopting integrated technologies had exerted significantly higher levels of effort on strategic planning and team-based project management and had also achieved higher levels of performance across a wider range of performance factors than other firms. In addition, firms that had exerted higher levels of effort on developing human factors appeared to be achieving more of the benefits of AMT than their counterparts. The overall results and the research and practical implications of this study are discussed. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000132 [article] Advanced manufacturing technology : Implementation policy and performance [texte imprimé] / Michael H. Small, Auteur ; Mahmoud M. Yasin, Auteur . - 2007 . - pp. 349–370. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 349–370 Mots-clés : Advanced  manufacturing  technology  Implementation  policy  and  activities  AMT  performance Résumé : This article investigates the relationships between adoption of various advanced manufacturing technologies (AMT), the way that firms plan for and implement them, and their eventual performance. Data obtained from 125 manufacturing firms in the U.S. is used to test several hypotheses which were derived from an extensive review of the AMT implementation literature. The four research questions that drive this study are: (1) What types of planning and installation activities have firms utilized to support their AMT adoptions?, (2) do differences in the level of effort applied to these activities have any impact on the eventual performance of the systems?, (3) are firms that are using integrated technologies, such as FMC/FMS and CIM, applying higher levels of effort on these planning and installation activities than other firms?, and (4) Are these firms achieving higher levels of success than firms that are not using the integrated technologies. The results indicate that firms adopting integrated technologies had exerted significantly higher levels of effort on strategic planning and team-based project management and had also achieved higher levels of performance across a wider range of performance factors than other firms. In addition, firms that had exerted higher levels of effort on developing human factors appeared to be achieving more of the benefits of AMT than their counterparts. The overall results and the research and practical implications of this study are discussed. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000132

Assessing the impact of JIT using economic theory / James A. Brox in Journal of operations management, Vol. 15 N°4 (Novembre 1997) 

Public ISBD [article]  in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 371–388 Titre : Assessing the impact of JIT using economic theory Type de document : texte imprimé Auteurs : James A. Brox, Auteur ; Christina Fader, Auteur Année de publication : 2007 Article en page(s) : pp. 371–388 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Just-in-time/kanban  Economic  analysis  Empirical  research Résumé : This paper combines ideas that are well founded in the production and inventory management literature, with analytical approaches that have been long established in the economic theory literature, to reveal and explore production-function characteristic differences between JIT producers and non-JIT producers among electronic firms in Ontario, Canada. The methodology employed is the estimation of the CES-TL total cost system. Our primary conclusion is that JIT firms are more cost-efficient and appear to be distinct from the non-JIT group. This conclusion is supported by: (1) the fact that, in most cases, the elasticities calculated from the two groups of firms are significantly different; (2) the fact that the cost elasticity with respect to output is lower for the JIT firms than for the non-JIT firms, indicating that the former are better able to capture economies of scale and density; (3) the difference between the elasticities of factor productivity, with respect to output changes, shows the JIT firms as being more labor- and materials-saving than the non-JIT firms. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000053 [article] Assessing the impact of JIT using economic theory [texte imprimé] / James A. Brox, Auteur ; Christina Fader, Auteur . - 2007 . - pp. 371–388. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 371–388 Mots-clés : Just-in-time/kanban  Economic  analysis  Empirical  research Résumé : This paper combines ideas that are well founded in the production and inventory management literature, with analytical approaches that have been long established in the economic theory literature, to reveal and explore production-function characteristic differences between JIT producers and non-JIT producers among electronic firms in Ontario, Canada. The methodology employed is the estimation of the CES-TL total cost system. Our primary conclusion is that JIT firms are more cost-efficient and appear to be distinct from the non-JIT group. This conclusion is supported by: (1) the fact that, in most cases, the elasticities calculated from the two groups of firms are significantly different; (2) the fact that the cost elasticity with respect to output is lower for the JIT firms than for the non-JIT firms, indicating that the former are better able to capture economies of scale and density; (3) the difference between the elasticities of factor productivity, with respect to output changes, shows the JIT firms as being more labor- and materials-saving than the non-JIT firms. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000053

Linking performance drivers in production planning and inventory control to process choice / M.Hossein Safizadeh in Journal of operations management, Vol. 15 N°4 (Novembre 1997) 

Public ISBD [article]  in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 389–403 Titre : Linking performance drivers in production planning and inventory control to process choice Type de document : texte imprimé Auteurs : M.Hossein Safizadeh, Auteur ; Larry P. Ritzman, Auteur Année de publication : 2007 Article en page(s) : pp. 389–403 Note générale : Génie Industriel Langues : Anglais (eng) Mots-clés : Aggregate  planning  Empirical  research  Process  design  Inventory  control  Operations  strategy  Scheduling Résumé : This study investigates how process choice relates to production planning and inventory control decisions. We empirically examine the validity of deductively derived patterns about these types of decisions. More importantly, we look for normative insights by exploring how production planning and inventory control decisions affect operations performance. Our findings show that production line and continuous flow plants use more of a level production strategy, and carry less raw material and work-in-process inventory. The performance drivers for these plants, through which the operations function excels, are effective utilization of equipment, reduced finished goods inventory, and reduced setup down time. To gain forward demand visibility and batching economies, job and batch shops rely much more on backlogs in their planning process. These plants use more of a production chase strategy and position inventory lower in the bills of materials. Four performance drivers for top-performing job and batch shops are to find ways that better anticipate customers' orders, have a more responsive chase strategy, carry less raw material or purchased inventory, and shorten production planning horizon, partly through less reliance on backlogs. It is intriguing that top-performing plants not only do the expected things, given their choice of process, but also excel in selected dimensions—some of which fit the profile normally associated with a different process choice. To monitor and continuously improve operations, evaluation ‘scorecards’ should pay particular attention to performance drivers, which change depending on the plant's process choice. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000144 [article] Linking performance drivers in production planning and inventory control to process choice [texte imprimé] / M.Hossein Safizadeh, Auteur ; Larry P. Ritzman, Auteur . - 2007 . - pp. 389–403. Génie Industriel Langues : Anglais (eng) in Journal of operations management > Vol. 15 N°4 (Novembre 1997) . - pp. 389–403 Mots-clés : Aggregate  planning  Empirical  research  Process  design  Inventory  control  Operations  strategy  Scheduling Résumé : This study investigates how process choice relates to production planning and inventory control decisions. We empirically examine the validity of deductively derived patterns about these types of decisions. More importantly, we look for normative insights by exploring how production planning and inventory control decisions affect operations performance. Our findings show that production line and continuous flow plants use more of a level production strategy, and carry less raw material and work-in-process inventory. The performance drivers for these plants, through which the operations function excels, are effective utilization of equipment, reduced finished goods inventory, and reduced setup down time. To gain forward demand visibility and batching economies, job and batch shops rely much more on backlogs in their planning process. These plants use more of a production chase strategy and position inventory lower in the bills of materials. Four performance drivers for top-performing job and batch shops are to find ways that better anticipate customers' orders, have a more responsive chase strategy, carry less raw material or purchased inventory, and shorten production planning horizon, partly through less reliance on backlogs. It is intriguing that top-performing plants not only do the expected things, given their choice of process, but also excel in selected dimensions—some of which fit the profile normally associated with a different process choice. To monitor and continuously improve operations, evaluation ‘scorecards’ should pay particular attention to performance drivers, which change depending on the plant's process choice. DEWEY : 658.57 ISSN : 0272-6963 En ligne : http://www.sciencedirect.com/science/article/pii/S0272696397000144

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