Using the Brain as a Metaphor to Model Flexible Production Systems

Manufacturing flexibility is critical for survival in industries characterized by rapid change and diverse product markets. Although new manufacturing technologies make it possible to accomplish flexibility, their potential remains unrealized by firms whose organizational elements do not possess adaptive capabilities. We use the brain as a metaphor to generate insights on how firms might design flexible production systems. We chose the brain as a metaphor because it is a self-organizing system capable of responding rapidly to a broad range of external stimuli. The brain as a metaphor suggests that flexibility can be enhanced by employing practices that promote distributed processes occurring in parallel manner. Such practices lie in contrast to those employed by production systems built on scientific management principles that promote localized processes in a sequential manner. By exploring these contrasting modes of operation, we argue that the brain as a metaphor opens up new avenues for theory development related to the design of flexible production systems.Information Systems Working Papers Serie

Using the Brain as a Metaphor to Model Flexible Production Systems

Manufacturing flexibility is critical for survival in industries characterized by rapid change and diverse product markets. Although new manufacturing technologies make it possible to accomplish flexibility, their potential remains unrealized by firms whose organizational elements do not possess adaptive capabilities. We use the brain as a metaphor to generate insights on how firms might design flexible production systems. We chose the brain as a metaphor because it is a self-organizing system capable of responding rapidly to a broad range of external stimuli. The brain as a metaphor suggests that flexibility can be enhanced by employing practices that promote distributed processes occurring in parallel manner. Such practices lie in contrast to those employed by production systems built on scientific management principles that promote localized processes in a sequential manner. By exploring these contrasting modes of operation, we argue that the brain as a metaphor opens up new avenues for theory development related to the design of flexible production systems.Information Systems Working Papers Serie

Counteranion and Solvent Assistance in Ruthenium-Mediated Alkyne to Vinylidene Isomerizations

The complex [Cp*RuCl(iPr2PNHPy)] (1) reacts with 1-alkynes HC≡CR (R = COOMe, C6H4CF3) in dichloromethane furnishing the corresponding vinylidene complexes [Cp*Ru≡C≡CHR(iPr2PNHPy)]Cl (R = COOMe (2a- Cl), C6H4CF3 (2b-Cl)), whereas reaction of 1 with NaBPh4 in MeOH followed by addition of HC≡CR (R = COOMe, C6H4CF3) yields the metastable π-alkyne complexes [Cp*Ru(η2-HC≡CR)(iPr2PNHPy)][BPh4] (R = COOMe (3a-BPh4), C6H4CF3 (3b-BPh4)). The transformation of 3a-BPh4/3b-BPh4 into their respective vinylidene isomers in dichloromethane is very slow and requires hours to its completion. However, this process is accelerated by addition of LiCl in methanol solution. Reaction of 1 with HC≡CR (R = COOMe, C6H4CF3) in MeOH goes through the intermediacy of the π-alkyne complexes [Cp*Ru(η2-HC≡CR)(iPr2PNHPy)]Cl (R = COOMe (3a-Cl), C6H4CF3 (3b-Cl)), which rearrange to vinylidenes in minutes, i.e., much faster than their counterparts containing the [BPh4]− anion. The kinetics of these isomerizations has been studied in solution by NMR. With the help of DFT studies, these observations have been interpreted in terms of chloride- and methanolassisted hydrogen migrations. Calculations suggest participation of a hydrido−alkynyl intermediate in the process, in which the hydrogen atom can be transferred from the metal to the β-carbon by means of species with weak basic character acting as proton shuttles

From mass production to mass customization: The case of the National Industrial Bicycle Company of Japan

By means of a detailed study of the National Industrial Bicycle Company of Japan (NIBC), Suresh Kotha examines the dynamics of implementing mass customization in a firm that pursues both mass production and mass customization in two different factories. NIBC reaps superior returns by employing a 'system' which increases interaction between the mass production and mass custom factories and encourages knowledge creation. The author then considers the most important external (industry level) and internal (firm level) conditions which are necessary to successfully pursue mass customization, and points out that the interactions and interrelationships between them are important to a successful outcome too.

Managerial Actions, Stock Returns, and Earnings: The Case of Business-to-Business Internet Firms

and Abbie Smith and workshop participants at the University of Chicago. MANAGERIAL ACTIONS, STOCK RETURNS, AND EARNINGS: THE CASE O