N-job, m-macine lot streaming problem with learning effects

The abilities of workers for performing same or similar tasks can be improved by repeating them. This phenomenon is recognized as learning effects. Many researches performed on the effects of learning in scheduling problems. However, there is not any study about lot streaming problem with learning considerations. In this study, we develop mixed-integer mathematical models for multiple products and multiple machines lot streaming problem with learning considerations. With the proposed model formulation, five goals of problem, namely determining the sequence among the sublots, optimal number of sublots for each lot, the size of the each lot, inventory levels and the size of the individual sublots, are solved simultaneously. Proposed models are tested by several numerical examples and results are presented

Integration of lot sizing and flow shop scheduling with lot streaming

We will develop a mathematical model for the integration of lot sizing and flow shop scheduling with lot streaming. We will develop a mixed-integer linear model for multiple products lot sizing and lot streaming problems. Mixed-integer programming formulation is presented which will enable the user to find optimal production quantities, optimal inventory levels, optimal sublot sizes, and optimal sequence simultaneously. We will use numerical example to show practicality of the proposed model. We test eight different lot streaming problems: (1) consistent sublots with intermingling, (2) consistent sublots and no intermingling between sublots of the products (without intermingling), (3) equal sublots with intermingling, (4) equal sublots without intermingling, (5) no-wait consistent sublots with intermingling, (6) no-wait equal sublots with intermingling, (7) no-wait consistent sublots without intermingling, and (8) no-wait equal sublots without intermingling. We showed that the best makespan can be achieved through the consistent sublots with intermingling case

A comparison on the capabilities of Malaysian SMEs with different equity structure in implementing advanced manufacturing technologies

The principal ownership of firms by equity structure or country reflects the differences in management styles and practices. Based on a “culture” of origin, many researchers have argued that national culture and different equity structure have an impact on management strategies and practices. In Malaysia, different equity structure based on the Bumiputra (the people of the land) and non-Bumiputra may have an influence in the implementation process of advanced manufacturing technology. Since the SMEs in Malaysia play a vital role in developing the economy, the use of technologies has been one of the main focuses by the government. Using data collected from 136 manufacturing companies in Malaysia, this paper presents the results of a study on the differences between the Bumiputra and Non-Bumiputra SMEs implementing Advanced Manufacturing Technology (AMT). The survey results showed that although the Bumiputra scored better in its organizational structure planning, provisions and training, it has less number of AMTs, mostly stand alone compared to the non-Bumiputra companies. However, both group of companies focused on short term solutions, rather than planning for the future with the AMTs they implemented. Also, the results indicated that the changes in nonBumiputra can be significantly correlated with AMT, but not so in the case of Bumiputra companies. Based on indices developed for organizational (O) requirements (culture, structure, workers skill) and technology (T) (integration of functions using computer, levels of computer usage), the fit between organization and technology was determined by regression analysis and compared between the two groups. The O-T map showed that most of the Bumiputra companies were in the stage 1 of technology implementation (stand-alone technology), while non-Bumiputra companies lie in stage 2 (having ‘Islands’ of automation). The R-squared value for the non-Bumiputra companies (0.4584) is much higher than the Bumiputra companies (0.2516) indicating that the non-Bumiputra companies has a higher fit between organization and technology. A fit between technology and organization has been shown by many researches as having positive contributions from AMT implementation. The results of the study have provided a better understanding of the underlying factors in these companies in the implementation of technologies, and thus, would enable the government to structure appropriate policies and programs for each group

Descriptive comparison of SME performance between Iran and UK

This paper is a part of an on-going research effort to derive, characterise and employ an empirically-based development taxonomy for Small and Medium Enterprises (SMEs) aim to help the government SMEs strategists within which the companies operating to benchmark and to determine the level of their success potential and relate it to the benefit to the region. This research attempt to examines the general characteristics and performance capabilities of Chief Executive Officer (CEO) of Iranian SMEs compared with SME CEOs of United Kingdom (UK) using data made through independent SME studies in Iran and UK. Data from 321 SME CEO in Iran and 132 SME CEO in UK analysed. Descriptive statistics for various enterprise performance potential and CEO's characteristics facilitate provide a comparison analysis between Iranian SMEs and UK's. Main result of this study is a deep understanding of SME capacities in Iran and UK

Evaluation of approaches to safety in lean manufacturing and safety management systems and clarification of the relationship between them

This paper discusses the relationship between Lean Manufacturing environments and Safety Management Systems. The creation of a Lean environment in a workplace requires employee motivation and good management. All the different levels of an organization need to put forth their best efforts on a day-to-day basis and work together toward achieving improved performance and reducing waste. 5S (Sort, Set in order, Sweep, Standardize, Sustain) is one of the most effective tools of Lean manufacturing because it is the basis for an effective Lean implementation. Recently 5S was changed to 6S (5S+Safety). In this paper, approaches to Lean Manufacturing, workplace organization (in terms of 5S and 6S), Environmental Management Systems, Environmental Health and Safety and Safety Management Systems are described and their relationship is discussed. It was demonstrated that 6S is the foundation for all improvement programs: waste reduction, cleaner and safer work environment, reduction in non-value added time, effective work and visual workplace vision. So 6S can be used instead of a Safety Management System in organizations and be considered as one of the Lean tools and techniques

Supplier selection in a sustainable supply chain

Supplier selection is a process by which the firms identify, evaluate, and select the suppliers of their required raw materials. Although this process deploys an overwhelming amount of any firm’s financial resources, it would give substantial advantages if suppliers with high value are selected. Moreover, with paying more attention to the exhaustible natural resources and industrial pollution, sustainable supply chain management and sustainable supplier selection have significantly attracted the academic and corporate attention in recent years. Besides conventional criteria such as price and quality, sustainability cares about environmental and ecological respects of industrial activities. Reviewing the literature and considering the previous proposed frameworks for sustainable supply chain, this paper firstly aims at presenting a new structure which considers all of the influential relations between the members of the supply chain. Secondly, based on the new framework, the essential supplier selection measures and criteria are discussed. As the result, the offered scheme can be used by the manufacturers to select the most appropriate suppliers who contribute to the movement of the supply chain toward sustainability

Conceptual framework for success drivers of NPD process

The literature emphasizes the great importance of new product development (NPD) for the continuing success of a business. Its contribution to the growth of companies, its influence on profit performance, and its role as a key factor in business planning have been well documented.The competitive environment in which new products are marketed is undergoing fundamental changes. These changes are the key factors driving the NPD activities in service and manufacturing industries. New product development has been an important managerial issue for many firms as the number of new products marketed has grown and product life cycles have shortened. Therefore, the study of NPD and the processes through which they emerge is important.In recent years, much research has been directed towards uncovering the secrets to new product success.Organizations are looking for a steady stream of successful and profitable new products.The challenge is to successfully manage the development of the product from research and development to market launch. Despite the extensive research on how to achieve success in NPD, firms continue to deliver products that fail and therefore NPD ranks among the riskiest and most challenging tasks for most companies.As the number of dollars invested in NPD goes up, the pressure to maximize the return on those investments also goes up.It becomes worse as estimated 46 percent of all the resources allocated to NPD by firms are spent on products that are canceled or fail to yield an adequate financial return. This is a shocking statistic when one considers the magnitude of human and financial resources invested and wasted.This paper explores and analyzes the NPD process in detail. The focus is to develop a hierarchy framework that identifies the critical success factors (CSF) of each phase in the NPD process, and proposes metrics to measure them

An integrated model for production planning and cell formation in cellular manufacturing systems

Cellular manufacturing (CM) is a production approach directed towards reducing costs, as well as increasing system's flexibility in today's small-to-medium lot production environment. Many structural and operational issues should be considered for a successful CM design and implementation such as cell formation (CF), production planning, and facility layout. Most researchers have addressed these issues sequentially or independently, instead of jointly optimizing a combination of these issues. In order to attain better results to ensure that the system will be capable of remaining efficient in unknown future situations, these issues should be addressed simultaneously. In this paper, a mathematical model is developed using an integrated approach for production planning and cell formation problems in a CM. A set of numerical examples are provided from existing the literature in order to test and illustrate the proposed model. In order to evaluate and verify the performance of the proposed model, it is compared with a well-known cell formation methods (rank order clustering and direct clustering analysis), using group capability index (GCI) measure. The results and comparisons indicate that the proposed model has a significantly higher and satisfactory performance and it is reliable for the design and the analysis of CM systems

Effect analysis on strategy implementation drivers

Currently, the strategy implementation is believed to be a dynamic activity within strategic management process. The main objective of this research is to examine the structural relationships between strategy implementation and performance within the small and medium manufacturing firms. In order to implement strategy effectively, it is crucial to consider several organizational issues. The literature indicates that, several researchers have identified three fundamental factors in Strategy Implementation: the structure, leadership style and resources. The current research particularly discusses the main drivers of strategy implementation, prevailing in the smaller industries. In this regard, empirical relationships are established relating strategy implementation and performance of the firm. We provide a structural equation model on the relationship among drivers of strategy implementation and organization performance and also sensitivity analysis on the drivers