Johnson's algorithm: A key to solve optimally or approximately flow shop scheduling problems with unavailability periods

Johnson's algorithm (JA) is perhaps the most classical algorithm in the scheduling area. JA gives the optimal solution to the two machine flow shop to minimize the makespan in polynomial time. Researchers have tried to extend this notorious result to obtain polynomial time algorithms for more general cases. Such importance motivated us to devote this paper to JA applied to three flow shop problems with unavailability periods to minimize the makespan. First we focus on the optimality condition of JA. Then we propose a modification of JA. After we calculate new performances of JA as a heuristic. Last we deal with an extension of JA.     

A note: Multi-machine scheduling with general position-based deterioration to minimize total load

The majority of the papers dealing with scheduling deteriorating jobs ignores general deterioration forms, and considers only special cases. Moreover, most of these papers consider deterioration, most of these papers consider deterioration based on job starting times, and only a few study position-based deterioration. Finally, very few researchers focus on the measure of total load, which becomes important in a setting of deterioration on multi-machines. In this note, we study general, non-decreasing, job-dependent and position-dependent deterioration function. The machine setting is parallel identical machines, and the objective function is total load. We introduce a polynomial time solution for this problem.     

The implementation of customer profitability analysis: A case study

By using customer profitability analysis (CPA), firms can determine the profit contribution of customer segments and/or individual customers. This article presents an approach for the implementation of CPA. The implementation process is illustrated using a case study of a firm producing and selling professional cleaning products. The case study highlights specific issues related to CPA in an industrial setting, and the results provide examples of the possible benefits of implementing a process of regular CPA.     

The buying network in international project business: A comparative case study of development projects

While previous research has found project buying to be distinct from other buying situations, in that it typically involves a multi-organizational network, to date there has been very little empirical research on this phenomenon. Our aim in this paper is therefore to investigate the structure and decision-making processes of the project buying network during the project cycle and its interactions with project sellers. We first develop a preliminary conceptual framework for analyzing the project buying network, which is then applied to a comparative case study of three development projects. The findings from the case study allow us to propose a revised conceptual framework for analyzing the dynamics of the project buying network during the project cycle, as well as interaction with sellers. Our findings also contribute an understanding of development projects, in particular the role of financiers.     

The limits of growth of the multidivisional firm: A case study of the U.S. oil industry from 1930-90

Some scholars (Chandler, 1977; Penrose, 1959) believe that firms grow by transferring inimitable marketing, production, and research skills from one line of business to another. Extending this view and emphasizing the role of the central office of a multidivisional firm to transfer administrative skills, Williamson (1975) argues that competition among business units within the firm mimics a competitive capital market and leads to an effcient allocation of resources. Coase (1937), however, argues that firm size is limited by the costs of organizing diverse transactions and Chandler (1991) claims that growth is constrained by the technical and marketing expertise of the top managers. The purpose of this paper is to demonstrate that the scope of the multidivisional firm is limited by the transferability of firm-specific skills and the efficiency of capital markets. Support comes from a case study of 19 oil companies over the 1930–90 period.