Mark D. Hanna

Linking operational and environmental improvement through employee involvement

This paper uses data from 349 employee involvement (EI) team projects to explore the relationships between process type, operational performance, employee involvement, and environmental performance. We investigate the stated goals and outcomes of EI team projects and relationships among these. For repetitive manufacturing processes in particular, we find strong relationships between the operational goals and outcomes of teams and the positive environmental impact outcome. To the extent that environmental performance results from operational systems, this paper suggests that the continuous improvement efforts of operations managers, including EI team projects, can be a key source of environmental improvements. Managers who understand this will take overt steps to leverage their operational improvement systems for environmental gains. From a theory development standpoint, questions are raised regarding the areas of potential synergy between operational and environmental improvement.

Dealing with the Uncertainties of Manufacturing: Flexibility, Buffers and Integration

Provides an empirically based discussion of the uncertainties faced by typical manufacturing firms and how they attempt to accommodate that uncertainty through increased manufacturing flexibility. Suggests a dynamic equilibrium model which helps to illustrate the trade‐offs and interrelationships between the manufacturing flexibility inherent in a firm′s processes and infrastructure, the uncertainties faced by the firm, and the way in which the firm′s processes and infrastructures are buffered with inventory, lead time, and capacity. In addition, suggests a set of auditing checklists which build on earlier work by Skinner. This process helps the firm to identify its relative position in terms of the dynamic equilibrium model and also to identify long‐term objectives for improving its competitiveness within the marketplace.

Perceived relevance and quality of POM journals: a decade later

This research is a 10-year update on the rankings of perceived relevance and quality of selected Production and Operations Management (POM) journals that was reported by Barman et al. (1991) [Journal of Operations Management 10 (2), 194‐212)]. The results show some changes in the perceptions of journals over the past decade. Some journals are perceived to be extremely relevant to POM research, but not particularly of “high” quality. For other journals, the reverse is true — “high” quality is perceived but the published studies are not considered particularly relevant to POM. The Journal of Operations Management remained atop the relevance rankings and retained its position among the top three journals for quality. The study identifies factors that the respondents say influence their perception of journal quality. Finally, the paper finds some evidence that association with the editorial board of a journal affects one’s perceptions of the quality and relevance of that journal.

An empirical exploration of the relationship between manufacturing strategy and environmental management

Explores the interrelationships between environmental issues and manufacturing strategy. Based on the theoretical underpinnings of previous work in the field of manufacturing strategy and insights from an open‐ended and exploratory survey of strategic decision makers in a wide variety of manufacturing settings, attempts to illustrate the potential synergies between environmental management and manufacturing strategy. Expands the models of Wheelwright and Hayes (1985) and Hill (1994) in order to suggest that operational excellence may provide leverage towards environmental excellence for manufacturers.

Operations and environment: an expanded focus for TQM

Calls attention to an expanded focus for total quality management(TQM) which includes the environmental impact of manufacturing. Just as the concept of TQM forced a change in the economic paradigms of quality, provides empirical evidence that firms seeking a more globalized level of customer satisfaction, one which includes both cost competitiveness and environmentally sound products and processes, have overcome the traditional economic assumption that being environmentally sound reduces productivity. Provides an exploratory discussion which integrates environmental legislation, public concerns and consumer requirements with traditional operations management (OM) thinking in order to support the view of the potential role of TQM in developing synergies between operational performance and environmental excellence.

Including quality costs in the lot‐sizing decision

In the past, traditional lot‐sizing decisions were based on total cost functions that did not explicitly consider quality costs such as inspection of incoming materials and damage costs incurred when faulty material slipped through inspection. Rather, the cost of maintaining quality for a batch was incorporated into the fixed ordering costs of the batch. Provides an adaptation of the traditional lot‐sizing model that does explicitly consider quality costs. Derives an expression for the optimal lot‐size under such conditions. Bayesian methods are provided to estimate this expression. Includes examples to illustrate the use of this approach. Demonstrates that the traditional approach inappropriately inflates estimates of the economically optimal lot size.

Adapting traditional breakeven analysis to modern production economics: Simultaneously modeling economies of scale and scope

Abstract Although sophisticated models exists for the justification of advanced manufacturing technologies, practitioners often rely on simple tools, such as cost volume breakeven analysis (CVBA), to make initial comparisons between equipment alternatives. In the case of expensive automation technologies this initial comparisons may be followed by further attempts, using more sophisticated models, to define the costs and benefits of the alternatives remaining after CVBA. Ultimately, a leap of faith based upon some “intangible” benefits may underlie the actual adoption of new manufacturing technology (NMT). Finally, the implementation process determines the actual costs incurred and benefits derived from NMT. In this paper, we provide a historical perspective and show that CVBA is inadequate in the context of the process of justification for modern automation technologies. We also introduce an alternative to CVBA, cost volume flexibility breakeven analysis (CVFBA) and use examples to demonstrate its usefulness, particularly in the context of modern manufacturing technologies. CVFBA provides an approach which allows both economies of scale and economies of scope to be considered in initial comparisons between equipment alternatives. It may be applied at various levels of the managerial decision hierarchy.

Integrated Manufacturing Strategy: A Prerequisite for Environmental Excellence

This paper is based upon a framework which links the effective integration of manufacturing strategy into overall corporate strategy (Wheelwright and Hayes 1985) and corporate attainment of environmental excellence (Winsemius and Guntram 1992). By exploring the practical implications of this framework, the paper suggests that improvement of environmental performance may depend on adequate integration of manufacturing strategy into overall corporate strategy. Hence, situations may commonly exist where corporate goals for environmental excellence remain unachieved due to insufficient development of manufacturing strategy, and manufacturing strategy integration may be a critical prerequisite to environmental excellence.

A blueprint for mass customisation in higher education

Societal pressure for cost reduction has created an environment ripe for change in the value delivery system of higher education. When taken together, recent developments including massive open online courses (MOOCs), a strategy of flipping the classroom, and a changing focus from effective teaching to assurance of student learning, create an opportunity to address this societal pressure through mass customisation (MC). We use three elements of mass customisation (elicitation, process flexibility, and infrastructural logistics) and four approaches to MC (collaborative, adaptive, cosmetic, and transparent), to develop and discuss a blueprint for mass customisation in higher education.

Extending Cost-Volume Breakeven Analysis to Include Flexibility

Recently many manufacturers have emphasized the enhancement of customer service through increased manufacturing flexibility. Sophisticated models exist for the justification of modern automation technologies which could have an impact on manufacturing flexibility, but practitioners are more likely to utilize a simple tool such as cost‐volume break even analysis. Indeed, much of the difficulty that managers have in justifying modern automation technologies may be due to the shortsightedness of cost‐volume break even analysis. In this paper, we introduce an equally simple justification tool, cost‐volume‐flexibility break even analysis, and explain its use and the benefits accompanying its use.