Stephen Eldridge

Hardware implementation of Montgomery's modular multiplication algorithm

Hardware is described for implementing the fast modular multiplication algorithm developed by P.L. Montgomery (1985). Comparison with previous techniques shows that this algorithm is up to twice as fast as the best currently available and is more suitable for alternative architectures. The gain in speed arises from the faster clock that results from simpler combinational logic. >

A faster modular multiplication algorithm

This paper describes a method for quickly computing AB mod N where N is odd. It is shown to have significant advantages over other algorithms which make it suitable for use in hardware for public key encryption. Such hardware could run at approximately twice the speed of the best currently available.

Optimal Left-to-Right Pattern-Matching Automata

We propose a practical technique to compile pattern-matching for prioritised overlapping patterns in equational languages into a minimal, deterministic, left-to-right, matching automaton. First, we present a method for constructing a tree matching automaton for such patterns. This allows pattern-matching to be performed without any backtracking. Space requirements are reduced by using a directed acyclic graph (dag) automaton that shares all the isomorphic subautomata which are duplicated in the tree automaton. We design an efficient method to identify such subautomata and avoid duplicating their construction while generating the dag automaton. We conclude with some easily computed bounds on the size of the automata, thereby improving on previously known equivalent bounds for the tree automaton.

A verification of brickell's fast modular multiplication algorithm

This paper refers to the algorithm and its hardware implementation described by Brickell [1] for modular multiplication in N+10 clock pulses where N is the number of bits in the binary integers involved. Brickell [1] uses a delayed carry representation which consists of two registers of N bits each—one for the uncarried carries. Of course, up to N clocks ticks may eventually be required to assimilate the carries at the end of the computation. Several sources of possible error are reported here—one in the hardware, one in the specification which the intended hardware satisfies, and one in the definition of the control variables T 1 and T 2. Our main contributions are the supply of further detail to remove such ambiguities, a determination of the minimum number of extra bits required during the calculation, a verification of the more detailed system, and its extension to an integer division procedure. The existence of a proof enables it to be used reliably for its intended purpose in applications such as cr...

How an unlearning context can help managers overcome the negative effects of counter-knowledge

Customer relations provide a valuable link between customers and the companies who produce the products they buy and the services they use. Every organisational member carries out actions which reflect the existence of counter-knowledge (i.e., obsolete knowledge and inappropriate knowledge structures) which in turn can lead to detrimental effects on customers. A decision to reorientate counter-knowledge takes an extended period of time to produce significant results as this process involves the integration of existing capabilities with newly acquired knowledge. Crucially, however, it also involves the unlearning of capabilities which are no longer relevant. Unlearning is the process by which firms eliminate old logics and behaviours and make room for new ones. With the development of this paper, we intend to address the following question: How can managers help to correct counter-knowledge in order to foster customer relations? These relationships are examined through an empirical investigation of 164 small and medium enterprises in the Spanish construction industry. Our results show that an unlearning context (i.e., the examination of lens fitting, the framework for changing individual habits and the framework for consolidating emergent understandings) is an important solution for the process of counteracting the negative effects of counter-knowledge (e.g., misunderstandings and misconceptions). The results also shed light on a tangible means for managers to enhance customer relations through unlearning practices.

New product introduction and supplier integration in sales and operations planning:evidence from the Asia Pacific region

Purpose – The purpose of this paper is to investigate the implementation and performance benefits of sales and operations planning (S & OP) within organizations in Asia Pacific. Design/methodology/approach – A case study method was used, with two companies selected. The first company had recently commenced S & OP and applied it to facilitate new product introduction, while the second had integrated its supplier into an existing S & OP program. Supply chain performance data were collected and analyzed in the context of an S & OP maturity framework. Findings – Both cases show significant improvements in supply chain performance. In one case, the implementation of a common form of S & OP resulted in a 67 percent reduction in order lead time for newly introduced products. The second case demonstrated a 30 percent reduction in inventory levels and a 52 percent improvement in forecast accuracy through more advanced S & OP processes. Research limitations/implications – This paper studies just two companies and is not intended to be representative of outcomes at all companies implementing S & OP. Further studies are required for a more generalized picture of S & OP implementations in the Asia Pacific region to emerge. Practical implications – The findings illustrate the potential quantitative benefits of adopting S & OP and the circumstances under which these benefits may be achieved. The results are also supportive of the notion of a maturity model for S & OP implementations. Originality/value – This paper strengthens the link between practitioner and academic literature by providing empirical evidence of the benefits of S & OP. Furthermore, the findings are derived from the Asia Pacific region for which there have been few academic studies on S & OP to date.

TQM and business success: Do all the TQM drivers have the same relevance? An empirical study in Spanish firms

Purpose – Prior studies by Salaheldin (2009) and Talib et al. (2011) have assessed the relationships between TQM critical success factors (CSF) and business results. The purpose of this paper is to build upon this research by considering the relationships between these CSFs and their sequencing during the implementation of TQM. Furthermore, the influence exerted by the maturity of TQM implementation on the link between instrumental drivers and performance is explored. Design/methodology/approach – The TQM drivers are clustered by means of three constructs: strategic enablers, tactical drivers and instrumental drivers and a model employed in which the strategic and tactical factors are treated as antecedents of the instrumental drivers. The direct effect of each cluster on business results and the indirect relationship of strategic and tactical factors via the mediating role of the instrumental drivers are assessed. These assessments use the partial least squares (PLS) approach which is a variance-based st...

An investigation into the application of QFD in e-commerce

As the nature of business has changed over the last 50 years, with a shift away from manufacturing towards service sector industries, quality management has changed with it. Traditional quality management tools, such as quality function deployment (QFD), which were originally developed within manufacturing, have since become popular in assessing quality in the delivery of a service. Although recent research has highlighted the difference between physical service delivery and service delivery in e-commerce (Parasuraman et al., 2005; Barnes and Vigden, 2002, 2005), there is little documented evidence of these techniques being applied to e-commerce. This study has developed this research further, ultimately demonstrating how organisations can adapt traditional quality management tools to measure quality and guide improvement efforts in an e-commerce environment.

Integrating SWOT analysis into the FMEA methodology to improve corrective action decision making

Improving the method for selecting risk-based competing improvement strategies has equal importance with failure risk quantification in the FMEA methodology. Nevertheless, there are few studies which focus on this issue. Furthermore, the influence of factors relating to the business environment which may support or derail improvement efforts is not considered in previous studies. In order to address these limitations, a model is proposed in which the impact of environmental factors is considered by integrating SWOT analysis into the FMEA method in order to support the appraisal of competing risk-based improvement efforts. The impact of SWOT variables is deployed using a decision support model based upon the benefit, cost, opportunity, risk and organisational readiness index (BCOR2) approach in order for the FMEA team to select from competing corrective actions. A case example from industry is provided in which the proposed model is applied. This example illustrates that this new model contributes successfully to good practice by identifying the most appropriate corrective action option to take and improves upon the decisions provided by existing developments of the FMEA methodology.

The development of an e-commerce failure mode and effects analysis

In the last 50 years, the nature of business has changed, with a shift firstly from manufacturing towards service sector industries, and again more recently towards e-commerce. Traditional quality management techniques, such as failure mode and effects analysis (FMEA), although developed in manufacturing, have since proved effective and popular in measuring quality in the physical delivery of a service. There is, however, little research into the application of such techniques in e-commerce. Parasuraman et al. (2005) highlighted the differences between physical service delivery and online service delivery, resulting in the e-SERVQUAL scale of customer requirements. This study has developed this research further into a practical tool for organisations to measure quality and guide improvement efforts in an e-commerce environment.