Bal tool in flexible manufacturing systems

A tool for performance evaluation, called BAL, will be presented in this paper. The BAL tool works with systems specification by means of the timed process algebra BTC so that it is able to consider the duration of actions and the context (resources) in which processes are executed. BAL begins by first making the syntactic analysis of the system specification, and then draws up its relevant transition graph by applying the rules of the operational semantics and solves a performance optimization problem relevant to the minimization of the maximum completion time. We will then consider the application of BAL in Flexible Manufacturing Systems (FMS)

Tool sharing in an FMS — a feasibility study

In a flexible manufacturing system, cylinder blocks and heads are processed in batches by four machine in line. Each part is fully processed on one machine only. During batch production the tool magazines contain the same set of tools. This paper reports on a simulation study to investigate the possibility of reducing the investment in tools by sharing the tools among the machines by means of an automated tool transporting vehicle.\ud \ud The performance of the system is measured by the fraction of time that machines must wait for a tool required for the next imminent operation. These waiting (i.e. idle) times, which characterize the productivity loss, will depend on the selected tool mix, that is the number of tools (<4) per tool type.\ud \ud The input to the simulation program consists of the process plan, tool lives, tool transport and handling times and the tool mix. Machines may break down due to tool breakages. The transport device carries one tool at a time.\ud \ud Special attention is given to the allocation policy of tools, which plays a central role during real-time operations. Since the process plans are fixed, the times when specific tools are required are known in advance. However, these “events” must be updated continually, due to waiting and breakdown periods. Since the lengths of these periods are not known in advance, updating takes place at the end of such periods. A “look- ahead” policy is defined based on the events.\ud \ud Results show that the system can be operated with considerable less investment in tools while maintaining a small fraction of machine idle times. The reduction in the tool investment out- weighs the extra investment in the tool transport device

Virtual teams for new product development: an innovative experience for R&D engineers

New interaction tools such as internet allow companies to gain valuable input from research and development (R\&D) engineers via virtual teams. Consequently, engineers also get more expertise in diminutive time frames. Virtual R\&D teams present the key impetus to the technology acquisition process. The present knowledge-economy era is characterized by short product life-cycles. Virtual R&D teams may reduce time-to-market, make available a large pool of new product know-how and provide greater flexibilities, which are the key success factors in a competitive market. This comprehensive review contains almost 100 references and covers the recent literature with emphasis on the topic. The review has focused on authentic and reputed publications and extracts the results. This article presents the type of virtual teams and their main features and explains how virtual R&D team can play a prominent role in developing new products. The article is evolved future study guideline and also illustrates how to apply virtual interaction tools and integrate engineers into the innovation process. Management of virtual R&D teams in new product development (NPD) processes in an innovative, effective and efficient is of a high importance, but the issue has been poorly addressed in the previous studies. Findings show that virtual R&D team provides valuable input for new product development and R&D engineers are able to attain virtual experience

Virtual teams: A literature review

In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted.Virtual team, Literature review, Effective virtual team,

An expert system for a local planning environment

In this paper, we discuss the design of an Expert System (ES) that supports decision making in a Local Planning System (LPS) environment. The LPS provides the link between a high level factory planning system (rough cut capacity planning and material coordination) and the actual execution of jobs on the shopfloor, by specifying a detailed workplan. It is divided in two hierarchical layers: planning and scheduling. At each level, a set of different algorithms and heuristics is available to anticipate different situations.\ud \ud The Expert System (which is a part of the LPS) supports decision making at each of the two LPS layers by evaluating the planning and scheduling conditions and, based on this evaluation, advising the use of a specific algorithm and evaluating the results of using the proposed algorithm.\ud \ud The Expert System is rule-based while knowledge (structure) and data are separated (which makes the ES more flexible in terms of fine-tuning and adding new knowledge). Knowledge is furthermore separated in algorithmic knowledge and company specific knowledge. In this paper we discuss backgrounds of the expert system in more detail. An evaluation of the Expert system is also presented

Virtual teams: A literature review

In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted

The role of supply chain integration in achieving competitive advantage: A study of UK automobile manufacturers

The competitive nature of the global automobile industry has resulted in a battle for efficiency and consistency in supply chain management (SCM). For manufacturers, the diversified network of suppliers represents more than just a production system; it is a strategic asset that must be managed, evaluated, and revised in order to attain competitive advantage. One capability that has become an increasingly essential means of alignment and assessment is supply chain integration (SCI). Through such practices, manufacturers create informational capital that is inimitable, yet transferrable, allowing suppliers to participate in a mutually-beneficial system of performance-centred outcomes. From cost reduction to time improvements to quality control, the benefits of SCI extend throughout the supply chain lifecycle, providing firms with improved predictability, flexibility, and responsiveness. Yet in spite of such benefits, key limitations including exposure to risks, supplier failures, or changing competitive conditions may expose manufacturers to a vulnerable position that can severely impact value and performance. The current study summarizes the perspectives and predictions of managers within the automobile industry in the UK, highlighting a dynamic model of interdependency and interpolation that embraces SCI as a strategic resource. Full commitment to integration is critical to achieving improved outcomes and performance; therefore, firms seeking to integrate throughout their extended supply chain must be willing to embrace a less centralized locus of control

Panel on future challenges in modeling methodology

This panel paper presents the views of six researchers and practitioners of simulation modeling. Collectively we attempt to address a range of key future challenges to modeling methodology. It is hoped that the views of this paper, and the presentations made by the panelists at the 2004 Winter Simulation Conference will raise awareness and stimulate further discussion on the future of modeling methodology in areas such as modeling problems in business applications, human factors and geographically dispersed networks; rapid model development and maintenance; legacy modeling approaches; markup languages; virtual interactive process design and simulation; standards; and Grid computing