Ike C. Ehie

Advanced manufacturing technologies: Determinants of implementation success

Observes that in response to the growing global competition, many manufacturing companies are in the process of adopting advanced manufacturing technologies (AMT) to improve their business operations. Notes that, despite the increasing interest in AMT, few empirical studies have been conducted to determine key success implementation factors. Presents the results of an empirical study which surveyed manufacturing companies in the USA to determine the critical success factors in the implementation of AMT. Uses tangible and intangible benefits as indicators of AMT implementation success measures. Classifies the determinants of AMT implementation success under four broad categories: the triple “C” factors (communication, commitment and co‐ordination), the housekeeping factors (action plan, effective team, vendor support, cost justification, functions integration and effective facilitator), the self‐interest factors (employee moral, satisfaction, belief in AMT and appropriate reward), and the literacy factors (understanding of firm’s business, training clarity of goals/objectives of AMT). Reveals from analysis of the responses that about 70 per cent of the variances in the success measures were explained by those determinants of AMT identified in the study.

Developing a Management Information Systems (MIS) Curriculum: Perspectives From MIS Practitioners

Abstract The demand for management information systems (MIS) graduates has increased recently because the MIS degree tends to integrate knowledge of computer technology with business skills. MIS program directors must constantly update their programs to keep pace with the rapid rates of change in the information systems sector. In this study, the author discusses the process and results of the development of an undergraduate MIS program grounded in the industrys expectations and reflecting the perspectives of a select group of individuals from major organizations that employ MIS graduates. Results show that employers are looking for individuals with a strong systems orientation and a good understanding of an integrative business value-chain.

Business Faculty Performance Evaluation Based on the New AACSB Accreditation Standards.

Abstract In 1991 the American Assembly of Collegiate Schools of Business (AACSB)—the major accrediting agency of collegiate business programs—adopted a new set of accreditation standards. The new standards, in contrast to the old ones, which were applied uniformly and distinguished only between undergraduate and graduate programs, place considerable emphasis on an institutions mission. This study attempts to determine how deans of business schools perceive, under the new standards, the relative importance of the three factors of instructional responsibilities, intellectual contributions, and service, as well as various subfac-tors, when evaluating business faculty. The determination of relative weights is made through the use of the analytical hierarchy process (AHP). Several comparisons of groups of schools are made on the basis of these factors.

Critical success factors for advanced manufacturing systems

Abstract This is a field study that surveyed several United States manufacturing firms to investigate the relationship between advanced manufacturing systems (AMS) implementation success and factors that may affect implementation success. Success is measured by such indicators as better return on equity, reduced throughput, and reduced cost, improved quality, enhanced competitiveness, improved work conditions, better control, and quick response. The determinants of AMS implementation success fall into four categories: the triple “C” factors (communication, commitment, coordination), the housekeeping factors (action plan, effective team, vendor support, cost justification, functions integration, and effective facilitator), the self interest factors (employee morale, satisfaction, belief in AMS, appropriate reward), and the literacy factors (understanding of AMS, understanding of firms business, training, clarity of goals/objectives of AMS, expectations).

An integrated multiobjective planning model: A case study of the Zambian copper mining industry

Abstract This study outlines a planning methodology that formally integrates major societal dimensions with mathematical programming in industry planning for a low-income developing country. An integrated approach involving the Analytic Hierarchy Process (AHP) and Linear Goal Programming (LGP) is employed. Development objectives are classified under economic, technological, social and political factors and are prioritized using the AHP according to their degree of importance. The priority structure is incorporated into the LGP framework to develop a multiobjective planning model. The application of the model is demonstrated using data from an export-oriented, semi-industrial and dominant copper mining sector in a low-income developing country in Sub-Saharan Africa.

Prioritizing development goals in low-income developing countries

This paper outlines a systematic approach to prioritizing the multiple and often conflicting development goals and objectives in a typical low-income developing country (LDC). First, a hierarchy of development goals and objectives is developed from an extensive review of the literature. Then, Analytic Hierarchy Process (AHP) is utilized to analyze the judgement elicited from World Bank experts and a priority structure established reflecting the perceived importance of these development goals and objectives. This methodology can assist development planners in LDCs in formulating developement plans consistent with national objectives.

Reliability of information flow in a CIM system

Abstract Computer-integrated manufacturing (CIM) systems provide a shared database management capability, and an information flow network that links automated manufacturing subsystems such as computer-aided design (CAD), flexible manufacturing systems (FMS), manufacturing resource planning (MRP II), computer-aided manufacturing (CAM), and group technology (GT) into a unified, well-coordinated system. Integration in a CIM environment is the sharing of information among different subsystems of the manufacturing system. The success of a CIM often depends on how well the subsystems are integrated in the communication network. This study employs the method of system reliability to the analysis of information flow in a CIM network.