Operations effectiveness for a successful implementation of CIM

This paper looks at the important question of whether Computer Integrated Manufacturing (CIM) is a concept applicable to all manufacturing concerns. This question arises in the context of more than 15 years of struggle with CIM as a very promising strategic weapon.After the introduction to the paper, the first section discusses the role of CIM as a strategic weapon available for the operations function of any manufacturer. Although this is in fact not the case with many, perhaps most, US companies, this concept presumes that operations is considered a strategic function by the company. The benefits of using CIM as a strategic operations weapon are outlined, with particular reference to the global environment that actually necessitates its use. Thus, the importance of CIM as a response to environmental threats is emphasized.The next section examines the factors that are critical to the successful implementation of CIM, based on the observation that not every firm that tried CIM was successful. Even more disconcerting was the fact that, while effective firms can benefit from CIM, firms that are not effective to start with can actually suffer under CIM. The next section briefly summarizes four stages of operations effectiveness and examines the main supposition of this paper: the successful implementation of CIM requires that firms be in Stage 3 or 4 of operations effectiveness. In particular, many of the factors considered to be critical for success with CIM are only present in Stage 3 and Stage 4 firms and noticeably absent in Stage 1 and Stage 2 firms.In conclusion, the paper notes that all factors seem to indicate that the Stages of Operations Effectiveness (SOE) concept may provide an important guide as to which manufacturing concerns may benefit from CIM, and which firms should get control of other operational aspects of their business before trying CIM.     

Exploring barriers to the successful implementation of a formulated strategy

This paper reports a case study conducted to identify barriers to the successful implementation of activities as part of a planned strategy in a Norwegian ferry-cruise company. Data were gathered among workers on one of the company's vessels using a structured sequence of questions with open-ended answers. Our findings indicate that various types of communication problem which may be influenced to some extent by the organizational structure, constitute the key barriers to the implementation of planned strategic activities.     

ERP成功实施的5个“P”

文章指出随着“企业信息化工程”的推行,信息技术在我国企业中越来越受到重视,文章通过分析企业实施ERP失败的多种原因,归纳提出了做好5项基础工作,即Process、People、Practice、Product、Partnership,确保企业成功实施ERP的观点。     

Planning and implementation of a computerized inventory system in central service

The computerization of any manual system must be carefully planned before a computer system is selected. An adequate record-keeping system must exist before conversion to a computerized system takes place. Once selected, the computer vendor must be able to provide what the customer requires. More importantly, the computer vendor must be able to provide support services after the system is implemented. User capabilities and acceptance must be considered, and each step of the implementation phase must be thoroughly communicated to all who will be affected. Finally, to provide the most accurate real-time information, files must be maintained and updated as changes occur.     

Seven key elements of a successful implementation, and eight mistakes you will make anyway

I know your company is unique. No one else has to deal with the problems/products/processes/procedures/people that your have to deal with. I know that you have searched the literature and attended conferences hoping to find information relevant to your company. Well, this is your lucky day. This article has been designed specifically for the unique company.     

A DEA evaluation of the successful implementation of HEALTH2020 policies

Health2020 is a promising framework of policies provided by World Health Organization (WHO) aiming to diminish the health and well-being inequalities among the citizens of countries. European Union (EU) and its member-states participate to this ambitious framework. The deterioration of major demographic, social and environmental factors, in addition to the escalation of the economic crisis prevent the successful and, without restrictions, implementation of this framework. Under such conditions, there is a strong need for all the EU member-states to utilize their health and economical resources efficiently and wisely. In order to provide a unified and value-based approach of the Heath2020 framework, we take advantage of the Data Envelopment Analysis (DEA) and Dynamic DEA methods to evaluate the impact of the Health2020 policies. This approach pinpoints the countries that can be characterized as outperformers and the lagged ones. We adopt several versions of evaluation, in relation to the regional targets of Health2020, measuring both the effectiveness and the efficiency of EU countries from 2011 to 2016. We, also, examine the stability of the technological frontier of the countries using dynamic DEA. Our results showed the existence of major dividend lines between the outperformers and the other countries. The results also reveal a stability in technological changes indicating, probably, the slow development in this sector at the field of Health.     

我国中小企业ERP成功实施上线的要素分析——长江三角洲中小企业ERP上线实例分析

文章旨在结合本人在留学期间的研究实践经验与回国后的管理咨询顾问经历和实际的企业ERP系统上线案例的分析,来研究ERP这一随着计算机技术和网络技术的发展而不断扩充和成长的企业管理工具在我国本土企业实际上线情况,以及过程中存在的种种问题。从一个侧面为我国部分企业在ERP上线过程中问题不断、困难重重的局面指明方向并加以借鉴。     

MRP (materiel requirements planning) II: successful implementation the hard way

Many manufacturing companies embark on MRP II implementation projects as a method for improvement. In spite of an increasing body of knowledge regarding successful implementations, companies continue to attempt new approaches. This article reviews an actual implementation, featuring some of the mistakes made and the efforts required to still achieve "Class A" performance levels.     

做一个完美的成功企业领导者

一个企业成功与否,同企业领导人的经营理念、掌握信息、决策能力、处事方式以及日常习惯等等,关系极大.良好的习惯,也是综合素质的外在表现.本文对此做了逻辑的归纳--     

Retail outlets as a successful fundraising medium

Charity shops have been part of the voluntary sector for many years. Competition and professionalism have brought about major shifts in the expectation of charity shops, be it the quality of the product sold, the way in which it is marketed or the return on investment. In the following article Charles Holden draws on his experience to offer a perspective to the reader who is either contemplating the introduction of retailing into the fundraising portfolio or seeking to assess the strengths and weaknesses of an established operation.     

"拉链大王"成功的奇招

20世纪30年代,有个20岁出头的日本青年,告别京西,飘洋过海,只身来到中国上海,学做生意。时间虽然不长,但为他后来创建YKK拉链王国打下了基础。这个青年,就是今日名扬天下的吉田忠雄。 吉田经过几十年的苦心经营,YKK拉链公司制造的拉链,占日本总产量的90％,占世界总产量的35％;它每年生产的拉链,总长达到190多万公里,可在地球与月亮之间拉上四个来回;拉链的销售     

Planning in a public utility

This paper examines the pricing and allocation of electrical energy in the United States. Development planning for electrical energy is a continuous and sequential process involving mobilization and efficient use of resources over time and over space. Combining the temporal and spatial aspects of the problem, the concept of net social payoff is used as a basis for deducing the conditions of spatial and intertemporal equilibrium. The most important conclusion is that misallocation of electrical energy exists among consuming sectors. Because the price of electrical energy is too low for the industrial sector, the industrial sector is consuming a greater quantity than is optimal. Moreover, a better resource allocation would obtain if electrical energy development and operation were carried out by utilities on a national basis.