W. Rocky Newman

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.

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.

Linking manufacturing planning and control to the manufacturing environment

A manufacturing planning and control (MPC) system is a major part of the infrastructure used by a firm to enhance its competitive position. Although a clear understanding of the mechanics and benefits of alternative MPC systems exists, very little is known about the relationships between such systems, the strategic environment faced by the user‐firms, and their performance in achieving cost/competitive advantage. Historically, the choice of an MPC system appears to have been made based solely on available in‐house expertise, industry trends, or plain inertia. Reports a summary of the results of a survey conducted to explore empirically the relationship between the environmental characteristics faced by the manufacturing function and manufacturing performance of firms using alternative MPC systems. Presents the results of an analysis of the environment faced by best and worst performers using different MPC systems. The results indicate key linkages between the MPC systems, environment, and performance.

Charting Supply Chain Management Integration and Initiatives: A Framework to Guide Implementation

This paper proposes a framework that describes the boundary spanning supply chain management (SCM) initiatives taken by leading companies. Supported by existing literature and interviews with managers from large companies reflecting a cross section of businesses, the framework suggests four motivating domains or factors that could support SCM initiatives. They are supply chain understanding, design, improvement, and coordination. Based on the sand cone model, the framework also suggests four levels of SCM integration over which these motivating factors are relevant to the firm and/or supply chain. They range from no integration outside the functional silos of a single firm to a fully integrated multi-tier supply chain. Unlike existing frameworks that are based upon the flow of material and information through the supply chain, our framework is derived by combining the concept of integration with the motivating domains that characterize SCM initiatives. It captures the combined and overlapping impact of supply chain initiatives from a more strategic perspective and is a useful additional resource for practitioners who seek to chart potential improvements to their supply chain from a competitive standpoint.

Understanding the Impact of Proactive Personality on Job Performance The Roles of Tenure and Self-Management

The current study investigated the moderating impact of job tenure and the mediating process of self-management on the relationship between proactive personality and performance. Using a sample of 95 sales executives, results indicated a significant interaction between proactive personality and job tenure. In addition, there was an indirect effect of self-management behavior on the relationship between proactive personality and performance. Such findings suggest that a proactive personality may be differentially related to performance dependent on job tenure and that self-managing behaviors may be a key linking mechanism between proactive personality and performance. Implications for both research and practice are discussed.

Managing the job shop: simulating the effects of flexibility, order release mechanisms and sequencing rules

Examines the relative effects of alternative approaches to dealing with the intractable problem of managing a job shop. The effect of routing flexibility, simple order release mechanisms based on aggregate shop load, and local job prioritizing rules are examined together. While the impact of each experimental parameter is found to be significant, the impact of flexibility greatly overshadows those of the other parameters. These results support further examination and more normative understanding of how flexibility and better production planning and control may best be used in various competitive situations.

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.

Implementation of new technology: towards greater manufacturing flexibility

Abstract Changes in market characteristics over the past several years are forcing firms to eliminatesminimize dependency on costly buffers of capacity, lead time, or inventory. One way to accomplish this is via appropriate adaptation and enhancement of existing technological infrastructure. Recent technological advances present firms with a wide array of alternative technologies. In this paper, we discuss the impact of new technology on the manufacturing environment and the problems associated with its implementation. We present an integrated framework for implementing such technology based on a consistent hierarchy of organizational objectives and a general foundation of constraint theory.