Divesh Ojha

Concerning the theory of workload control

An existing taxonomy of workload control rules is adapted to classify 25 workload control rules and their components examined in prior research to create a basis to model how three workload control rule components - order selection, work aggregation and buffer limits - affect shop performance in environments that differ in their bottleneck utilization and protective capacity levels. Two of the most frequently studied rules in the literature - CONWIP and DBR - were included in the simulation. Data analysis found that the workload control rules had a significant positive effect on the shop performance measures only in environments with the highest bottleneck utilization and the lowest protective capacity. However, the work aggregation method was found to be an important component of the workload control rule. Suggestions were made for future research that could increase our understanding of workload control rules and integrate this research with our understanding of lean production.

Logistical business continuity planning-scale development and validation

– The purpose of this paper is to seek to develop psychometrically validated scale for logistical business continuity planning (LBCP) construct., – Using survey data from 106 firms in transportation and warehousing industry the psychometric properties of the proposed LBCP scale have been evaluated. The structure of the LBCP construct is also assessed. Three competing construct structures – Model A: hypothesized multidimensional second‐order factor model; Model B: first‐order multidimensional factor model; and Model C: first‐order unidimensional factor model – are proposed and then evaluated using structural equation modeling analyses., – The results indicate that the proposed scale has adequate psychometric properties. Furthermore, the results show that the hypothesized second‐order multidimensional model is the best‐fit and most parsimonious model., – The paper contributes to the knowledge on supply chain risk management by providing empirically validated measures for the LBCP construct. This scale provides a clear conceptualization of LBCP and should allow the authors to explore the nomological net around LBCP which is central to the survival of many organizations.

A COMPETITIVE PROGRESSION PERSPECTIVE OF JIT SYSTEMS: EVIDENCE FROM EARLY US IMPLEMENTATIONS

This study investigates the holistic implementation of just-in-time (JIT) manufacturing. We contend that the most important elements of holistic JIT systems – focused factory, reduced setup times, group technology, total productive maintenance, multifunction employees, uniform workload, just-in-time purchasing, Kanban, total quality control and quality circles – should be implemented in a sequential manner for a firm to reap sustainable operational gains. The right sequence of implementation of JIT practices is derived using the theory of competitive progression and based on four JIT practice bundles – conformance quality related practices, delivery reliability related practices, volume flexibility related practices and low cost related practices. Data collected in a cross-sectional field study of US manufacturers are used to test the suggested implementation sequence of JIT practices and the impact of the JIT practice bundles on improvement in non-value added performance. The results indicate that implementations of JIT management practices should be in the order – first, conformance quality related practices; second, delivery reliability related practices; third, volume flexibility related practices and; finally low cost related practices. In addition, significant improvement in operational performance, as reflected in improvement of non-value added performance, is achieved via the cumulative capability building.

Managing demand variability using requisite variety for improved workflow and operational performance: the role of manufacturing flexibility

In this study, we use the law of requisite variety to investigate the effect of manufacturing flexibility on workflow and operational performance. After developing a requisite variety construct using a parsimonious conceptualisation of manufacturing flexibility, we test our research model with data collected from US manufacturers. The results of the analysis using structural equation modelling support our hypotheses. Our study makes three important contributions. First, we provide a more complete understanding of manufacturing flexibility and its relationship to operational performance. By empirically testing our model, we develop support for manufacturing flexibility as a workflow regulator which provides an organisation with the necessary variety in its response-repertoire to effectively manage demand variability. Second, our analysis of our requisite variety construct allows us to better understand the complex relationship between manufacturing flexibility and efficiency. Our findings suggest that the trade-off between manufacturing flexibility and efficiency can be attenuated. Third, we provide evidence to show that manufacturing flexibility positively influences performance by increasing the speed of material flow and improving organisational efficiency.

Conceptualising complementarities in manufacturing flexibility: a comprehensive view

In this paper, we develop an extended view of the manufacturing flexibility construct. Instead of a sequential view as emphasised with the competence-capability perspective, the model presented in this study suggests a holistic view of manufacturing flexibility comprised of six complementary dimensions. We contend that the complementary view of manufacturing flexibility (MFLX) consisting of six dimensions – product-mix flexibility (PMX), routing flexibility (RTG), equipment flexibility (EQP), volume flexibility (VOL), labour flexibility (LBR), and supply management flexibility (SPM) – provides a path to implementation of manufacturing flexibility. Manufacturing flexibility is hypothesised as a second order construct comprised of the six complementary dimensions. We test our proposed model using data collected from US manufacturing organisations. Structural equation modelling was used to analyse the data. The results of confirmatory factor analysis support our hypothesis of a second order multi-dimensional construct structure. This comprehensive conceptualisation of manufacturing flexibility should help researchers evaluate the effect of manufacturing flexibility on operational and financial performance.

Information processing-related infrastructural antecedents of manufacturing flexibility – a real options perspective

The relationship between manufacturing flexibility and environmental uncertainty has been widely studied; however, research involving manufacturing flexibility and associated infrastructural antecedents is sparse. In this paper, using the real options perspective, we develop a research model to explicate management support’s influence on an organisation’s manufacturing flexibility. We use a second-order, multi-dimensional construct and survey data collected from US manufacturers to test our hypotheses. The study provides evidence to suggest that management support through teamwork, information systems effectiveness, and integrated supply chain effectiveness enhances an organisation’s manufacturing flexibility.

Impact of logistical business continuity planning on operational capabilities and financial performance

Purpose – Organizations have long employed business continuity planning (BCP) to prevent disruption to their operations. The authors seek to extend existing theory by examining the impact of logistical business continuity planning (LBCP) – BCP in the context of logistics – on firms’ operational capabilities and financial performance.Design/methodology/approach – Using data of firms operating in the US transportation and warehousing industries, the authors empirically test LBCPs affect on their business units’ financial performance.Findings – The authors’ findings suggest that LBCP influences financial performance via improvement in logistical competitive capability and enhanced disaster immunity. Further, the findings indicate that when a firm employs mindful‐planning processes, an important element within LBCP, it can avoid the trade‐off between risk management and efficiency. The authors proffer that LBCP processes are dynamic capabilities because of improvement in logistical competitive capabilities a...

Transformational leadership and supply chain ambidexterity: Mediating role of supply chain organizational learning and moderating role of uncertainty

Abstract This paper examines the impact of top management transformational leadership on supply chain organizational learning and supply chain ambidexterity. We also evaluate the influence of uncertainty, present in the operating environment, on these relationships. Integrating multiple perspectives of organizational behavior relating to learning and leadership, we develop our research model and evaluate it using survey data. Results from our analysis support the notion that supply chain organizational learning orientations fully mediate the relationship between transformational leadership and supply chain ambidexterity. Also, uncertainty in the operating environment positively moderates the relationship between transformational leadership and supply chain learning.

Managing Continual Disruption through Innovation Speed and Operational Flexibility in Service Firms

Service is the driver of worldwide and U.S. gross domestic product (GDP) and the digital economy will perpetuate service dominance over goods. Service businesses have unique advantages and challeng...