Haptic-enabled virtual planning and assessment of product assembly

Purpose: This study aims to present a new haptic-enabled virtual assembly system for the automatic generation and objective assessment of assembly plans. The system is intended to be used as an assembly planning tool along the product development process. Design/methodology/approach: The generation of product assembly plans is based on the analysis of the assembly movements and operations performed by the user during the virtual assembly execution, and the objective assessment of product assembly is based on the definition and computation of new proposed assembly metrics. Findings: To evaluate the system, a case study corresponding to the assembly of a mechanical component is presented and analyzed. The results demonstrate that the proposed system is an effective tool to plan and evaluate different product assembly strategies in a more practical and objective approach than existing assembly planning methods. Research limitations/implications: Although the virtual assembly execution time is larger than the real assembly execution time, the assembly planning and evaluation results provided by the system are valid. However, the development of higher performance collision detection algorithms is needed to reduce the simulation time. Originality/value: The proposed virtual assembly system is able to not only simulate and automatically generate assembly plans but also objectively assess them from the virtual assembly task execution. The introduction and use of several assembly performance metrics to objectively evaluate assembly strategies in virtual assembly also represents a novel contribution

HR Metrics and Strategy

[Excerpt] The idea that an organization\u27s people represent a key strategic resource is widely accepted. The business press is filled with examples of top executives proclaiming how important it is to engage people\u27s minds and spirits in the quest for competitive advantage (Boudreau & Ramstad, 1997; Boudreau, 1996). There is also mounting scientific evidence that certain bundles of high-performance work practices (e.g., performance-contingent pay, team-based work structures, selective recruitment and hiring, extensive training, etc.) are associated with higher organizational financial performance (Becker & Huselid, forthcoming; Ichniowski, Arthur, MacDuffie, Welbourne & Andrews)

Generic approach for deriving reliability and maintenance requirements through consideration of in-context customer objectives

Not all implementations of reliability are equally effective at providing customer and user benefit. Random system failure with no prior warning or failure accommodation will have an immediate, usually adverse impact on operation. Nevertheless, this approach to reliability, implicit in measurements such as ‘failure rate’ and ‘MTBF’, is widely assumed without consideration of potential benefits of pro-active maintenance. Similarly, it is easy to assume that improved maintainability is always a good thing. However, maintainability is only one option available to reduce cost of ownership and reduce the impact of failure. This paper discusses a process for deriving optimised reliability and maintenance requirements through consideration of in-context customer objectives rather than a product in isolation

Global Human Resource Metrics

[Excerpt] What is the logic underlying global human resources (HR) measurement in your organization? In your organization, do you measure the contribution of global HR programs to organizational performance? Do you know what is the most competitive employee mix, e.g., proportion of expatriates vs. local employees, for your business units? (How) do you measure the cost and value of the different types of international work performed by your employees? In the globalized economy, organizations increasingly derive value from human resources, or “talent” as we shall also use the term here (Boudreau, Ramstad & Dowling, in press). The strategic importance of the workforce makes decisions about talent critical to organizational success. Informed decisions about talent require a strategic approach to measurement. However, measures alone are not sufficient, for measures without logic can create information overload, and decision quality rests in substantial part on the quality of measurements. An important element of enhanced global competitiveness is a measurement model for talent that articulates the connections between people and success, as well as the context and boundary conditions that affect those connections. This chapter will propose a framework within which existing and potential global HR measures can be organized and understood. The framework reflects the premise that measures exist to support and enhance decisions, and that strategic decisions require a logical connection between decisions about resources, such as talent, and the key organizational outcomes affected by those decisions. Such a framework may provide a useful mental model for both designers and users of HR measures

Goals/questions/metrics method and SAP implementation projects

During the last years some researchers have studied the critical success factors (CSFs) in ERP implementations. However, until now, no one has studied how these CSFs should be put in practice to help organizations achieve success in ERP implementations. This technical research report attempts to define the usage of Goals/Questions/Metrics (GQM) approach in the definition of a measurement system for ERP implementation projects. GQM approach is a mechanism for defining and interpreting operational, measurable goals. Lately, because of its intuitive nature the approach has gained widespread appeal. We present a metrics overview and a description of GQM approach. Then we provide an example of GQM application for monitoring sustained management support in ERP implementations. Sustained management support is the most cited critical success factor in ERP implementation projects.Postprint (published version

Strategic Human Resource Management Measures: Key Linkages and the PeopleVantage Model

The field of human resource management faces a significant dilemma. While emerging evidence, theory and practical demands are increasing the visibility and credibility of human capital as a key to organizational success, the measures used to articulate the impact of human resource management decisions remain misunderstood, unwanted by key constituents, or even counter-productive. This article proposes that the key to creating meaningful HR metrics is to embed them within a model that shows the links between HR investments and organizational success. The PeopleVantage model is proposed as a framework, the application of the model is illustrated, and the potential of the model for guiding research and practical advances in effective HR measures is discussed