Creativity: the key to breakthrough changes, how teaming can harness collective knowledge

Our nation's industries do not want for concepts, philosophies or ideas to improve effectiveness. Just-in-Time, continuous improvement, re-engineering, world-class manufacturing, time compression, manufacturing excellence, total quality control, and theory of constraints are examples of approaches to improving our businesses. All have merit and are, to some degree, related.     

Just-in-time in the infrastructure

We know that just-in-time (JIT) manufacturing is a set of philosophies, not a set of techniques. These same philosophies are embraced by the total quality management (TQM) school. The most important element of this philosophy is that of continuous improvement--the acceptance of constantly changing objectives as a departure from reliance on standard requirements. This fundamental concept drives other philosophical aspects such as improving utilization of resources (employee involvement, reduction of waste) and long-term success (customer focus, vendor partnerships). Clearly, these philosophies are applicable to all organizations and functions. Perhaps some of these philosophies are manifest by certain JIT principles that we might consider when we design organizational routines and practices. Why not apply what has been proven in the factory to the seemingly bureaucratic behaviors in the office.     

MRP (materiel requirements planning) II education: a team-building experience

Conestoga Wood Specialties, a leader in the woodworking industry, is constantly striving for continuous improvement in manufacturing and service. Recently, the company embarked on a major MRP II education effort that served as a framework for team building. This team building concept has carried over into other aspects related to the business, such as the formalization of the sales and operations planning meeting. At Conestoga Wood, it is recognized that successful team building is necessary to achieve and maintain world-class performance.     

欧洲一体化的空间规划:发展历程及其对我国的借鉴

欧洲一体化空间规划体系的发展是近年来国际规划界在理念和实践上的重大创新.这一体系已经历了数十年的发展,尽管在提出伊始就面临着诸多重大的障碍,但在欧洲规划界同仁的努力下,其发展历程虽缓慢但颇有实效,至今已对欧洲的城乡体系、社会经济发展产生了较大影响,对世界各国的空间规划理念也产生了较大的影响.论文旨在剖析欧洲一体化空间规...     

一种产品生产规划模型

在对供应链中运输、库存、产品生产计划分析的 基础上,提出了一种解决厂家产品生产规划的混合整数规划 模型。     

试论中职生职业生涯规划

职业生涯规划是中职生必修之课,他可以帮助中职生在职场上立于不败之地。学校在中职生入学之初就必须加强职业生涯规划的教育,促使中职生在校学习期间不断地根据自我职业规划的内容加强素质培养,锻炼各种能力,为其毕业后的职业选择创造和准备条件。但是,中职学生在进行职业规划时,出现职业规划空虚,无实际作用。本文以职业教育"以服务为宗旨,以就业为导向"。针对中职生面对就业现状来分析,使其需要提前规划人生,抓住机遇,确定未来发展目标,进而实现职业生涯的成功。     

运用IE手法改善电子产品制造车间物流规划

针对装配型电子产品制造企业车间物流特点,根据物流路径最短及成本最低原则并运用工业工程的原理,研究和分析了现有的电子产品车间规划,获得了较优车间布置方案,达到成功缩减物流动线以及节约车间空间的目的,提高了生产率。     

战略性人力资源规划模型的研究与应用

一个组织或企业要维持生存和发展,拥有合格、高效的人员结构,就必须进行人力资源规划。人力资源规划处于整个人力资源管理活动的统筹阶段,为下一步的人力资源管理活动制订了目标、原则和方法。人力资源规划的可靠性直接关系着人力资源管理工作整体的成败。所以,制订好人力资源规划是企业人力资源管理部门的一项非常重要和有意义的工作。     

作业成本法在物流企业应用的优越性及其缺陷分析

描述了作业成本法的概念和基本原理,分析了作业成本法与传统成本法的主要区别,指出了作业成本法在物流企业间接费用分配、产品定价、客户盈利性分析等方面具有的优越性,同时也指出了作业成本法在物流企业应用的缺陷。     

按照五个统筹的要求 强化城镇体系规划的地位和作用

本文从城镇体系规划落实"五个统筹"的功能作用的分析出发,针对现存的八类问题,提出如何提高城镇体系规划编制科学性的六条要求,并从发挥城镇体系规划六大功能和完善规划基础性工作的两个方面,就如何强化规划实施的可操作性提出了要求.     

An examination of the literature relating to issues affecting the human variable in just-in-time environments

There has been an extensive body of research conducted into the technical aspects of the just-in-time (JIT) manufacturing methodology, particularly prior to 1990. It is only in more recent times that the focus has turned toward the more subtle people-related aspects. The recognition of JIT as a truly holistic approach to managing manufacturing operations has led to an appreciation of the importance of the role played by the human variable as well as an emphasis on the impact that organisational structure and management style can have on successful operation. This article examines and analyses the content of a wide range of articles related to issues such as: the need for change in corporate culture, the role of organisational structures, factors significantly impacting chances of success, the importance of employee involvement, how best to involve employees, the importance of training, how/whom/when to train, different team-based organisational structures, the impact of changing roles on various levels of the organisation and the appropriateness of particular change management strategies. An overall picture of the current state of thinking on these issues is thus developed and the importance of these factors to the successful implementation and operation of JIT highlighted. Opportunities for further research in this important area are identified.     

Supply chain optimization: a practitioner's perspective on the next logistics breakthrough

The objective of this paper is to profile a practitioner's perspective on supply chain optimization and highlight the critical elements of this potential new logistics breakthrough idea. The introduction will briefly describe the existing distribution network, and business environment. This will include operational statistics, manufacturing software, and hardware configurations. The first segment will cover the critical success factors or foundations elements that are prerequisites for success. The second segment will give you a glimpse of a "working game plan" for successful migration to supply chain optimization. The final segment will briefly profile "bottom-line" benefits to be derived from the use of supply chain optimization as a strategy, tactical tool, and competitive advantage.     

Advanced manufacturing technology: Implementation policy and performance

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.     

MRP (materiel requirements planning) II implementation: a case study

Manufacturing resource planning (MRP II) is a powerful and effective business planning template on which to build a continuous improvement culture. MRP II, when successfully implemented, encourages a disciplined yet nonthreatening environment centered on measurement and accountability. From the education that accompanies an MRP II implementation, the employees can better understand the vision and mission of the organization. This common goal keeps everyone's energy directed toward the same final objective. The Raymond Corporation is a major materiels handling equipment manufacturer headquartered in Greene, New York, with class "A" MRP II manufacturing facilities in Greene and Brantford, Ontario and an aftermark distribution facility in East Syracuse, New York. Prior to the implementation of MRP II in its Greene plant (from 1988 through 1990) good intentions and hard work were proving to be less than necessary to compete in the global market. Certified class "A" in February 1990. The Raymond Corporation has built a world-class organization from these foundations.     

From chaos to control: winning the war

This article illustrates how a small manufacturing facility in the Midwest undertook the process of an MRP II implementation and ultimately gained class A status at a true make-or-break time in its history. The control that was gained throughout the entire process has helped create a winning environment and will continue to strengthen our position as we move toward world-class excellence.     

Achieving factory automation through Group Technology principles

This article illustrates the use of Group Technology (GT) principles for integrating the various elements of Computer Integrated Manufacturing (CIM). Several observations are made regarding the current state of batch manufacturing in the U.S. in light of these principles. Following a brief historical background, the various elements of GT are described as they occur in the manufacturing cycle. Since the main prerequisite to GT is part family identification, the various classification and coding systems for identifying part families, and also non-codification systems, are briefly described.The benefits of design rationalization and variety reduction are then explained in the context of CAD, CAM, and CAPP. Next, cellular manufacturing, currently the major problem area in the U.S. regarding GT, is discussed. The discussion includes new production technologies and concepts such as economies of scope. Materials management and operation scheduling are discussed next, highlighting the GT/MRP interface. The effect of GT and other new technologies on quality is then addressed and the significant impacts here are noted. Next, the effects on related areas such as personnel and accounting are described, including worker satisfaction, incentive schemes, and cost tracking.Last, an assessment of the current status of batch manufacturing is undertaken. Academic approaches, as well as industry crusades such as just-in-time (JIT) production, are reviewed and the current problems in adopting cellular layouts are addressed.     

PLANNING AND TACTICAL FACTORS IN THE PROJECT IMPLEMENTATION PROCESS

It has been a well-recognized axiom in project management research that the project implementation process can be greatly facilitated by addressing a variety of project critical success factors. It is argued here that critical factors often fall into two distinct sub-groups: those related to initial project planning and those concerned with subsequent tactical operationalization. A field study was conducted to explore changes in the perceived importance of project planning and tactical factors across four stages in the project life cycle. The sample consisted of 408 managers currently involved in projects. It was found that the relative importance of planning and tactical factors varies across the project life cycle. Further, the perceived importance of these factors is contingent upon the type of success measure employed. When an efficiency success measure is used, planning factors are initially perceived to be of high importance but are overtaken by tactical issues as the project progresses through its life cycle. When ‘external’ success measures (perceived value of the project and client satisfaction) are employed, project planning factors dominate tactics throughout the project's life cycle. Finally, implications for managers are developed and directions for future research are discussed.     

DETERMINANTS OF STRATEGIC PLANNING SYSTEMS IN LARGE ORGANIZATIONS: A CONTINGENCY APPROACH*

This study investigates the relationship among four design parameters of planning systems and five different firm and environmental characteristics. The impact of this multivariate relationship on organizational effectiveness is then examined using a sample of 115 large manufacturing firms. The findings show general support for the proposition that, in order to be effective, a strategic planning system should be designed in such a way that the specific situational setting of the firm is reflected in the design. The analysis also indicates that firms adopt a more flexible planning system - captured here by two key variables, planning horizon, and frequency of plan reviews - as the level of environmental complexity increases. Implications for future research are discussed.     

城市街道景观

城市街道是城市的框架,是联系城市各个功能区的纽带。本文首先从概念方面探索园林,绿化,景观。继而分析了街道景观功能,我国街道景观存在的问题,街道景观设计原则,最后从几个方面分析街道景观设计,并着重分析城市街道绿化,从而论述城市街道景观的重要性及其设计建议。