Fariborz Y. Partovi

Classifying inventory using an artificial neural network approach

This paper presents artificial neural networks (ANNs) for ABC classification of stock keeping units (SKUs) in a pharmaceutical company. Two learning methods were utilized in the ANNs, namely back propagation (BP) and genetic algorithms (GA). The reliability of the models was tested by comparing their classification ability with two data sets (a hold-out sample and an external data set). Furthermore, the ANN models were compared with the multiple discriminate analysis (MDA) technique. The results showed that both ANN models had higher predictive accuracy than MDA. The results also indicate that there was no significant difference between the two learning methods used to develop the ANN.

Quality function deployment for the good of soccer

Abstract This article presents a model for prioritizing and designing rule changes for the game of soccer in order to make it more attractive to soccer enthusiasts. The model, which is loosely based on quality function deployment (QFD), incorporates market segments, sports enthusiast interests, soccer activities, and rules of the game as rows and columns of interconnected QFD matrices. In addition, analytic hierarchy process (AHP) is used to determine the intensity of the relationship between the row and column variables of each matrix, while analytic network process (ANP) is used to determine the intensity of synergy effects among column variables. Finally, a trend extrapolation forecasting technique is used to suggest rule change specifications. The model fine-tunes and adds precision to the otherwise ad hoc process concerning the improvement of the game of soccer, and can provide insight about improvements in other professional sports.

Determining What to Benchmark: An Analytic Hierarchy Process Approach

Presents a model for strategic selection of processes for benchmarking. The process selection methodology, which incorporates Saaty′s Analytical Hierarchy Process, starts with situation analysis, is followed by the differentiation of target customer wants, and concludes with the prioritization of the value chain processes to be benchmarked. The proposed methodology was implemented in a manufacturing setting. Sensitivity analysis was carried out to test the robustness of the results. The feedback from the managers who participated in the selection process confirmed the utility of this approach.

USING THE ANALYTIC HIERARCHY PROCESS FOR ABC ANALYSIS

Presents a multicriteria approach to the ABC classification problem in inventory control. The proposed method, based on Saaty′s Analytic Hierarchy Process, rates items on both qualitative and quantitative criteria. Demonstrates the model through an example, using real data from the maintenance department stock room of a pharmaceutical company. A series of simulation experiments show how the resulting classification can benefit inventory control in this company.

An analytic model to quantify strategic service vision

This article presents an analytical method for quantifying Heskett’s “Strategic service vision”. The model, which is based on quality function deployment (QFD), and benchmarking, starts with two matrices in series to relate market segments, service concepts, and various processes, as rows and columns of interconnected QFD matrices. In addition, analytic hierarchy process (AHP), a decision‐making tool, is used to determine the intensity of the relationship between the row and column variables of each matrix, while analytic network process (ANP), an extension of AHP, is used to determine the intensity of synergy effects among column variables. Finally, benchmarking is used to suggest potential breakthroughs in service delivery. Ultimately, the goal of these matrices and benchmarking is to add fine‐tuning and precision to an otherwise qualitative strategic decision making process. To demonstrate the applicability of our proposed model to service organizations we develop its basic concepts within the framework of a specific example serving as a background.

Application of Analytical Hierarchy Process in Operations Management

The use of Analytical Hierarchy Process (AHP) is an effective way to deal with qualitative decision areas of operations management. Four published applications of AHP are briefly reviewed in forecasting, supplier selection, facility location, and choice of technology. Furthermore, four more potential applications are suggested in other areas of operations management, including product design, plant layout, maintenance frequency selection, and choice of logistic carrier. In addition, suggestions for other areas of research are discussed.

Integrating manufacturing strategy and technology choice

Abstract This paper presents a prescriptive methodology relating marketing and manufacturing strategy to choice of technology. The methodology developed in this paper is based on Ackoffs interactive planning process. A computer model is developed for evaluating alternative technologies based on Saatys Analytical Hierarchy Process. This model, unlike most technological selection and justification models which are based on cost alone, provides a general framework for strategic evaluation of competing technologies.

A QUALITY FUNCTION DEPLOYMENT APPROACH TO STRATEGIC CAPITAL BUDGETING

ABSTRACT This paper presents a new analytic method of capital budgeting that takes into account both customer “wants” and competitors status (or relative position and strength. The model, which is loosely based on quality function deployment (QFD), incorporates market segments, customer “wants,” design specifications, various manufacturing processes, and capital budgeting projects as rows and columns of interconnected QFD matrices. In addition, we have used the analytic hierarchy process (AHP) to determine the intensity of the relationship between the variables involved in each matrix of the model. Ultimately, the goal of these matrices is to prioritize projects and ensure that the projects funded are focused on satisfying customer “wants.” Project priorities calculated from the interconnected matrices are used as the objective function in a 0–1 integer program to determine funding allocation levels for various capital budgeting projects. A practical example shows the applicability of the model to manufa...

Leadership practices, competitive priorities, and manufacturing group performance

Purpose – The purpose of this paper is to examine the role of manufacturing leadership in enhancing manufacturing performance for different manufacturing configurations.Design/methodology/approach – Survey data collected from three levels of respondents in excess of 480, from 98 manufacturing units in the USA are used to test the study hypothesis using the cluster analysis and regression models.Findings – Effective leadership is positively associated with overall manufacturing performance beyond the fixed effects of organizational variables, such as competitive orientation and industry membership. The manufacturing leadership, however, does not seem to affect customer satisfaction.Research limitations/implications – The paper illustrates the use of behavioral theory of leadership in the context of managing operations with varying competitive orientations in different industries. Future research should, however, attempt to match different leadership practices/styles to different competitive orientations, a...

Timing of monitoring and control of CPM projects

The timing of monitoring and control of critical path method (CPM) projects is discussed. After describing the necessity for monitoring and controlling activity performance in a project and discussing issues related to monitoring and control of CPM projects, a simulation study is used to compare five different mechanisms for timing the updates of project schedules. Comparison is done with respect to the amount of overrun time, policies incurred, and the amount of crashing effort they require. The policies compared are the following: no monitoring and control, monitoring and control at equal intervals, end-loaded (which advocates a less intensive review in the early stages and more frequent review toward completion of the project), front-loaded (which assumes more frequent review at the beginning and less review toward completion), and completely random monitoring. The results indicate that although there were no significant differences among the policies in the amount of crashing effort spent, the end-loaded mechanism performs best in preventing time overruns. >