Charles A. Watts

Improving operations planning with learning curves: overcoming the pitfalls of ‘messy’ shop floor data

Abstract While most of the previous research on learning and experience curves examines cost improvements at the product level, we investigate the use of learning curve analysis at the detailed component part production level. Using extensive shop floor data from a medium-sized commercial firm, we discovered that the ‘messy’ data (i.e. high level of data variance) at the detailed levels often lead to reduced decision maker confidence in the estimates of the learning rates. However, we also found that by applying simple aggregation methods, we could better determine the accuracy of the predicted learning curve rates. Increased confidence in the learning curve estimates is made possible by comparison of regression estimates made at the detailed data level to those made at various aggregated data levels. Based upon our analysis of the empirical data, we are able to provide insights into the practical use of learning curve analysis and associated data aggregation with ‘messy’ shop floor data.

Supply chain bolt‐ons: investment and usage by manufacturers

Purpose – While past IT investment research has looked at a number of important factors, one issue that needs to be resolved in supply chain IT is the ability of different types of software to improve a firms productivity or sales. Specifically, the purpose of this paper is to investigate which factors influence the number and types of supply chain bolt‐ons systems that are used by companies to improve system functionality.Design/methodology/approach – In total, 2,000 questionnaires and personalized cover letters were mailed to qualified individuals who were selected from APICSs active membership and employed in manufacturing firms in the USA and 187 useful responses (a 9.3 per cent return rate) were obtained.Findings – The results were encouraging and they indicated the use of bolt‐ons were most common in large firms, firms with defined plans and objectives, firms with existing ERP systems, and firms who believe that the application of best practices is of maximum importance. Most importantly, Bolt‐on ...

Communication Along the Supply Chain: A Survey of ManufacturersÕ Investment and Usage Plans for Information Technologies

In order to survive and thrive in today’s global economy, firms of all sizes must be able to use information as a competitive weapon. Manufacturing firms must be able to receive and process customer orders, schedule shop orders, and place purchase orders efficiently to be effective members of their supply chain. Information technology can be used to facilitate the exchange of order information between business functions and supply chain members. Two information technologies that are used for this information exchange are enterprise resource planning (ERP) and electronic commerce (e‐commerce). This article discusses the results of a survey of Midwestern manufacturers on their current and future use of and investment in information technology to support their supply chain activities. The results of the study show that there is a difference in the use of and investment in information technology between small/medium manufacturers and large manufacturers. Large manufacturers are placing more emphasis on supply chain technologies than small manufacturers. Manufacturers’ investment in information technologies for the supply chain were found to lag those for the manufacturing/operations function. The results also show that use of e‐commerce is greater than the use of ERP.

Making the Right Impression, but Padding the Estimates

Jennifer was the type of employee who wanted to be seen as someone who was relied upon to get the job done and met management expectation. At work everyone knew Jennifer was a hard worker and Audrey her project manager was not surprised to see that Jennifer was the first member of her team to provide an accurate estimate for how long it would take to complete a market research report on a specific trend topic. While the other members had not provided their estimates for the research reports she wanted from them she felt Jennifer’s estimate was reasonable in part because she had a track record of getting her work done on time. Audrey was unaware that when Jennifer estimated it would take her two weeks to deliver her report Jennifer was very confident it could be easily completed within in one week. Jennifer padded her time estimate because she felt it was the best way to be sure she would not disappoint her manager, who was known for her disdain of employees who could not deliver work on time. So, by guaranteeing she would not deliver a late report to Audrey, Jennifer would be viewed as a one of the dependable employees.

Issues Influencing Use Of Electronic Data Interchange Technology: An Empirical Study

To compete effectively in todayOs global marketplace, a company must have a competitive supply chain. A competitive supply chain requires an ability to communicate rapidly and accurately. Electronic Data Interchange (EDI) is one method that world class organizations have successfully used to improve the communication of orders and design changes. However, the growth in use of EDI has been much slower than projected. This article discusses the results of a survey to identify some of the barriers to the use of EDI and some possible methods to overcome those barriers. The results of this study show that organizational resistance to change is lower for EDI users than for nonusers. The results further indicate that awareness of technical issues is higher for EDI users. Suggestions regarding how to help overcome the barriers to using high technology innovations such as EDI are provided.