Bottleneck-based heuristic for three-machine flow shop scheduling

This paper considers a 3 machine flow shop (M1M2M3) with tendency of dominant (bottleneck) machine at M1. The developed bottleneck based heuristics from previous studies are considered in this case by Hezzeril (2010) and Irwan (2010), but were only tested for dominant machine at M2 and M3 respectively. The heuristics have successfully produced 67.24% of optimum solution at the middle process or M2 and 90.80% at the last process or M3 for 6 jobs problem. While for 10 jobs problem, the heuristics can produce 14.64% at M2 and 90.98% at M3. As an extension of this study, the bottleneck based heuristic scope is enlarged by developing a new heuristic for dominant machine at M1 and combining it with the previously developed heuristics for dominant machine at M2 and M3. The main objective is to develop scheduling heuristic to evaluate the performance at M1 based on bottleneck analysis for M1M2M3 flow shop and to combine with the developed heuristics from previous studies. The computer program involved were Microsoft Excel and Visual Basic for Applications (VBA) and the test of performance were conducted at 6 and 10 jobs problem. A simulated random data within specific limitation being assigned at each job’s processing time produces new recommended job arrangements. The generated makespan was compared with optimum makespan from complete enumeration and lower bound (LB) analysis. Total sets of 1000 simulated data at 6 and 10 jobs were allocated into 3 dominance level of P1DL; weak, medium, and strong. Optimal solutions were obtained based on the total results data that produce the ratio of 1. Based on the results, 62.40% of the solution generated is optimum result for 6 jobs while 56.33% of the solution generated equals to lower bound for 10 jobs. The heuristic performed moderately and decreased slightly when number of jobs increased, showing that BMM1 heuristic is more suitable for lesser number of jobs

Performance measurement systems and metrics: a framework for monitoring oil operations

Oil operations involve high levels of capital equipment and high capacity production processes for which performance measures can assist with monitoring production throughout the oil industry stages. The approach taken in this paper is to utilise the lifecycle approach of asset management as well as organisational resource factors in an integrative manner. This research will examine the use of performance measurement in both private and public oil companies with a focus on Developing Countries. National Oil companies are of national economic importance in Developing Countries. Thus purpose of this paper is to develop a conceptual framework for performance measures of current and future oil operations and the associated asset management for field operations. The approach taken is to recognise the national context and strategic drivers and then to examine within this context the three areas of: Asset Management; Oil Operations (including Technology and Development; Management approaches; Partnerships) and Performance Outcomes

Double Bottom Line Progress Report: Assessing Social Impact in Double Bottom Line Ventures, Methods Catalog

Outlines methods for social entrepreneurs and their investors to define, measure and communicate social impact and return in early-stage ventures

Organisational culture in airworthiness management programs: Developing a measurement model

All civil and private aircraft are required to comply with the airworthiness standards set by their national airworthiness authority and throughout their operational life must be in a condition of safe operation. Aviation accident data shows that over twenty percent of all fatal accidents in aviation are due to airworthiness issues, specifically aircraft mechanical failures. Ultimately it is the responsibility of each registered operator to ensure that their aircraft remain in a condition of safe operation, and this is done through both effective management of airworthiness activities and the effective program governance of safety outcomes. Typically, the projects within these airworthiness management programs are focused on acquiring, modifying and maintaining the aircraft as a capability supporting the business. Program governance provides the structure through which the goals and objectives of airworthiness programs are set along with the means of attaining them. Whilst the principal causes of failures in many programs can be traced to inadequate program governance, many of the failures in large scale projects can have their root causes in the organisational culture and more specifically in the organisational processes related to decision-making. This paper examines the primary theme of project and program based enterprises, and introduces a model for measuring organisational culture in airworthiness management programs using measures drawn from 211 respondents in Australian airline programs. The paper describes the theoretical perspectives applied to modifying an original model to specifically focus it on measuring the organisational culture of programs for managing airworthiness; identifying the most important factors needed to explain the relationship between the measures collected, and providing a description of the nature of these factors. The paper concludes by identifying a model that best describes the organisational culture data collected from seven airworthiness management programs

espida Bibliography

This is the bibliography pulled together during research for the espida Project

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)

Community Development Evaluation Storymap and Legend

Community based organizations, funders, and intermediary organizations working in the community development field have a shared interest in building stronger organizations and stronger communities. Through evaluation these organizations can learn how their programs and activities contribute to the achievement of these goals, and how to improve their effectiveness and the well-being of their communities. Yet, evaluation is rarely seen as part of a non-judgemental organizational learning process. Instead, the term "evaluation" has often generated anxiety and confusion. The Community Development Storymap project is a response to those concerns.Illustrations found in this document were produced by Grove Consultants