Douglas N. Hales

The evolution of manufacturing cells: An action research study

Abstract This study seeks to explain how and why manufacturing cells evolve over time. The purpose is to prevent many of the cellular manufacturing failures reported in industry. We conclude that manufacturing cells go through, somewhat overlapping, evolutionary stages before they begin to perform at the optimal level. It is important to recognize these evolutionary stages because they must be properly managed in order to reap the benefits of cell implementation efforts. In the first stage, both human and technical problems exist; however human problems dominate – requiring conflict management skills to resolve. In the second stage, human problems improve, and technical problems persist, requiring formal problem-solving methods to resolve. Finally, in the third stage, both human and technical problems improve, and cells begin to perform at the optimal level.

How problem-solving really works

Over the years, many researchers have proposed theoretical models of problem-solving. These models work a problem in a sequential and rational manner. Through our professional experience and an action research study, we discovered fundamental differences between what these models describe and what actually happens when problems are solved in a real-world setting. Assisting with a process improvement experience in a plastics company, we discovered that when a problem is properly identified, problem-solving generally follows the theoretical models. However, when a problem is difficult to identify, problem-solving proceeds in a cyclical and apparently irrational manner. Cyclical problem-solving increases the average time of problem-solving and production cost. The authors find that the relationships among the problem-solving steps are much more complex than implied in existing literature. Incorporating this new understanding into process improvement training reduced the variability of the problem-solving time from 44 to 21 min.

Testing the accuracy of employee-reported data: An inexpensive alternative approach to traditional methods

Although Information Technology (IT) solutions improve the collection and validation of operational data, Operations Managers must often rely on self-reported data from workers to make decisions. The problem with this data is that they are subject to intentional manipulation, thus reducing their suitability for decision-making. A method of identifying manipulated data, digital analysis, addresses this problem at low cost. In this paper, we demonstrate how one uses this method in real-world companies to validate self-reported data from line workers. The results of our study suggest that digital analysis estimates the accuracy of employee reported data in operations management, within limited contexts. These findings lead to improved operating performance by providing a tool for practitioners to exclude inaccurate information.

Mapping the Critical Links between Supply Chain Evaluation System and Supply Chain Integration Sustainability: An Empirical Study

Supply Chain Integration is widely advocated as an important factor to attain superior supply chain performance. While firms are able to achieve integration, they find it hard to sustain integration. In this paper, the authors argue that to sustain integration partner firms must establish a formal system to evaluate supply chain-wide performance. The authors draw on theories from a number of management disciplines to map the critical links between supply chain evaluation capability and supply chain integration sustainability. The authors develop and test the research model by conducting an empirical study involving 102 firms. The results of the study show that supply chains can sustain integration by establishing a supply chain wide evaluation system.

Cloud computing and its impact on economic and environmental performance

For many organizations, managing both economic and environmental performance has emerged as a key challenge. Further, with expanding globalization organizations are finding it more difficult to maintain adequate supplier relations to balance both economic and environmental performance initiatives. Drawing on transaction cost economics, this study examines how novel information technology like cloud computing can help firms not only maintain adequate supply chain collaboration, but also balance both economic and environmental performance. We analyze survey data from 247 IT and supply chain professionals using structural equation modeling and partial least squares to verify the robustness of our results. Our analyses yield several interesting findings. First, contrary to other studies we find that collaboration does not necessarily affect environmental performance and only partially mediates the relationship between cloud computing and economic performance. Secondly, the results of our survey provide evidence of the direct effect of cloud computing on both economic and environmental performance. Cloud computing is positively associated with collaboration.Cloud computing is positively associated with economic and environmental performance.Collaboration mediates cloud computing and economic performance relationship.

Sustainability of process improvements: an application of the experiential learning model (ELM)

Despite the pervasiveness of process improvement (Lean or Six Sigma) programmes, there is a rising concern regarding the sustainability of these programmes. Several studies point out that initial operational efficiency gains as a result of these programmes simply disappear over time. Using process improvement implementation experiences in an aircraft manufacturing and distribution operation, we studied long-term sustainability of process improvement events. We found that process owners of successful improvement events applied experiential learning model (ELM). The ELM is a cycle of – (1) concrete experience, (2) reflective observations, and (3) abstract conceptualizations, and (4) active experimentation. This study finds that when the ELM cycle is repeated many times over an extended period to continuously improve, and documented using A3 reports, that the improvement is sustained.

An empirical test of the balanced theory of port competitiveness

The purpose of this paper is to empirically test a new theory called the balanced theory of port competitiveness.,Data were collected from multiple respondents in 72 of the largest container ports. The instrument was translated into English, Simplified Chinese, Korean, and French. The data were collected through online and paper-based surveys. The data were analyzed using analytical hierarchy process.,The theory was shown to explain the behavior of port stakeholders in improving competitiveness by balancing the need to attract new customers with that of attracting new investors when making decisions, which can often be contradictory. The analysis showed significant effects for the five variables of volume competitiveness (VC) and the five variables of investment competitiveness.,This study is limited in that it only tested the balanced theory on the largest container ports. The decisions by port managers may differ at smaller ports or those that do not handle containers.,Port stakeholders now have a ten-variable model of the factors needed to attract new customers and investors. These variables, and their tradeoffs, can evaluate the impact of managerial decisions on port competitiveness.,This study informs the literature by being the first to test a new theory that explains a greater level of port stakeholder behavior when improving competitiveness. Prior to this study, VC and investor competitiveness had only been studied separately, although they were related in practice.

Sustaining process improvement: the Red Queen effect

Abstract The purpose of this study is to demonstrate how the concept of the Red Queen is used to sustain improved performance in a production/maintenance operation. In doing so, this research contributes in two ways. For practitioners, this research creates a model so that practitioners may implement to ensure the sustainability of programme benefits over the long term. For academicians, this research theoretically explains why the benefits of some process improvement efforts are not sustained, while others are sustained for years.

Lean systems: Soft OR in practice

Lean implementation involves eliminating all forms of waste (for example, defects or overproduction) and consists of many improvement strategies or systems such as mistake proofing (Poka-Yoke) and Single Minute Exchange of Die (a.k.a. quick changeover). The purpose of this study is to discuss a successful lean or waste elimination initiative for a building products company. Specifically, this study describes how mistake proofing and quick changeover systems were implemented using soft OR practices or Soft Systems Methodology (SSM). Essentially, SSM consisted of four sequential stages, namely (1) problem identification, (2) basic approaches to improvement, (3) making plans for improvement, and (4) translating improvement plans into reality. The study contributes in two ways: for practicing managers, it shows that at the core of lean is soft OR practices, and for academicians, it provides directions for future research.

Improving labour relations performance using a Simplified Drum Buffer Rope (S-DBR) technique

The purpose of this research is to describe an implementation of Simplified Drum Buffer Rope (S-DBR), a scheduling methodology under Theory of Constraints, in service operations of a US military base. In doing so, this research contributes in two ways. For practitioners, this research is the first to show how S-DBR methodology can be utilised to improve the performance of labour relations. For academicians, this research is one of only a few to address the how questions of S-DBR use in a service context.