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Sunday, 8:15 – 9:45 Room: Encino

Title: Reengineering Case Studies and Simulations

Chair: Jose Antonio Dominguez Machuca, University of Sevilla

SA1D1 Applications of Mass Customization to Small Manufacturing, A. Kimbrough Sherman, Loyola College, Baltimore, MD 21210, aks@loyola.edu, Harsha B. Desai, Loyola College, Baltimore, MD 21210, desai@loyola.edu, Kiran Desai, University of Memphis, Memphis, TN 38152, mmkjd@mindspring.com.

Since 1996, Igneous, Inc., a manufacturer of skis for extreme downhill freeskiers, has sought entry into the market by producing a "custom crafted" product. Manufacturing one ski at a time by hand provides little margin and consumes most of Igneous’ resources. In this case study we explore the quest for an appropriate technology and production method by the president of Igneous to improve the fledgling company’s ability to meet a swiftly rising demand. We discuss the existing and the improved process flows, working to maintain the "custom" nature of the product. We conclude with recommendations that can be applied to similar small, niche manufacturers.

SA1D2 Process Re-engineering a Chemical Plant Equipment Maintenance Activity, Han P. Bao, Old Dominion University, Norfolk, VA 23529, bao@mem.odu.edu, Uday Kulkarni, Old Dominion University, Norfolk, VA 23529, ukulk001@odu.edu.

Process Reengineering is an approach to dramatically improve operating effectiveness through redesign of critical processes. This paper is about a case study involving the application of Process Model^TM to a petrochemical industry equipment maintenance activity. The main purposes were to create and validate the process model against real time data, then set up a series of simulation runs to identify solutions for solving bottlenecks and hidden problems in the process. The modeling process includes consideration of time-constrained resources and stochastic maintenance duration times. The simulation results compare favorably with actual incidences observed at this facility.

SA1D3 A Process Improvement Methods Study: Splicing Belts, Mary Gander, Winona State University, Winona, MN 55987, mgander@vax2.winona.msus.edu

This paper describes how a process improvement team of machine operators at a composites materials manufacturing company learned process improvement methods in a course provided by their company, and applied these methods in a successful project involving their splicing belts. A description of the situation prior to improvements is given along with data gathered by the team. A detailed description of what the team did, in sequence, and what they discovered, how they arrived at their improvement strategies, and how these were implemented, along with the results and supporting data, are given in the paper.

SA1D4 System Configuration and Customer Service Levels in Dial-up Modem Pools, Paul Schikora, Indiana State University School of Business, Terre Haute, IN 47809, schikora@indstate.edu.

Growth in the Internet user base has led to an explosion in demand for the dial-up modem access to Internet Service Providers (ISP). At times, this growth has left ISPs with insufficient capacity to meet short-term demand. The traditional response has been to add capacity, but such a response may not be feasible over finite horizons. This leads to imposing connect-time limits to more equitably distribute resources among the customer base. This research examines the effect of time limits and modem pool configurations on two key customer service measures.

Sunday, 8:15 – 9:45 Room: Sabino

Title: Knowledge Management and Learning

Chair: Joyce Hoffman, Stephen F. Austin State University

SA2D1 Production as Serial Reconception, Robert Austin, Harvard Business School, Boston, MA 02163, raustin@hbs.edu, Lee Devin, Swathmore College/The People’s Light and Theatre Company, Swarthmore, PA 19081, ldevin1@swarthmore.edu, Jonathan West, Harvard Business School, Boston, MA 02163, jwest@hbs.edu.

We propose a framework for understanding a category of production processes that are increasingly important, those in which the product is emergent rather than formally predefined. By juxtaposing and exploring similarities between processes for developing open source software, producing premium wines, and mounting theatrical productions, we derive shared characteristics which together define a mode of production we call “reconception.” Reconception can be contrasted with the “replication” mode that has traditionally been favored in operations settings, which is typified by mass production. Production structured to facilitate reconception may be more useful than those structured to facilitate replication in a variety of contexts.

SA2D2 Learning, Product Integration, and the Dynamics of the Make/Buy Decision, Geoffrey G. Parker, Tulane University, New Orleans, LA 70118, geoffrey.parker@tulane.edu, Edward G. Anderson, The University of Texas at Austin, Austin, TX 78712, edAnderson@mail.utexas.edu.

Everyone agrees that the decision to make or buy product components is of paramount importance to firms. However, most normative theory on outsourcing ignores how learning affects product design over time. By opening the economic black box of the firm to include the effects of learning on both component production and the integration of components into a complete product, we develop a model of sourcing that better explains certain real-world phenomena. In particular, we show how sourcing decisions that improve a firm’s short-run performance can have a long-run performance penalty. Additionally, we explain how outsourcing part of a component run can outperform either complete outsourcing or complete insourcing.

SA2D3 The Effect of Knowledge Management on the Performance of NPD, Yang Jie, The Chinese University of Hong Kong, Hong Kong, China,Yangjie@baf.msmail.cuhk.edu.hk.

Awareness of the importance of knowledge management (KM) is at a high level. Activities underlying Knowledge Management in an organization comprise acquisition, innovation, protection, integration and dissemination. Arguing that KM affects key new product development (NPD) process by influencing the input and output of knowledge. Employing factor analysis and regression model, this paper examines the relationship between KM and NPD performance, and finds some interactions between KM and moderators also have significant effect on the performance of NPD. These findings imply that if organizations fail to understand the subtle ways in which different features of KM influence product development, they may fail to harvest the full value of organizational learning.

SA2D4 Inward Operational Technology Transfer: An Information Based Typology, Gregory N. Stock, Hofstra University, Hempstead, NY 11549, mgbgns@hofstra.edu, Mohan V. Tatikonda, University of North Carolina, Chapel Hill, NC 27599, mohan-tatikonda@unc.edu.

This paper develops a conceptual typology of inward operational technology transfer. The typology applies general theories of organizational information processing and interdependence to the specific context of inward technology transfer. We characterize the three dimensions of the typology: technology uncertainty of the technology that is transferred, organizational interaction between the technology source and recipient, and transfer effectiveness. Appropriate matches of technology uncertainty and organizational interaction result in four archetypal cases called “transfer process types” which represent effective technology transfer. We present stylized and real-life examples of effective matches, and the paper concludes with implications for theory and practice.

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Sunday, 8:15 – 9:45 Room: Suite 415

Title: Cutting Edge Issues in Operations Strategy

Chair: Kasra Ferdows, Georgetown University

SA8A1 The Role of Operations Managers in the Massive U. S. Trade Imbalance: How Much is Our Fault? Wickham Skinner, Harvard University (emeritus), HC61 Box 282B, St. George, ME, 04557, wskinner@saturn.caps.maine.edu

The U. S has been running an enormous unfavorable trade balance, with imports of manufactured goods at unprecedented levels, massively outrunning our ability to export. The result is a need for an offsetting flow of funds into the U. S., which, gigantic in scale, has been provided by foreign investments. The situation is precarious, depending on foreign investor confidence to continue.

Our inability to compete in many industries is central to the situation. Why can't we do better? How much of the competitive disadvantage can be laid at the feet of the operations function? How much are we simply victims of forces beyond our control? This paper explores these issues at both a macro and micro level.

SA8A2 Managing Operational Knowledge in Global Networks, Kasra Ferdows, McDonough School of Business, Georgetown University, Washington, DC, 20057, ferdowsk@msb.edu

What is the best way to manage operational knowledge, especially when a company has many factories or other operating units around the world? I suggest (i.e., hypothesize) that the approach should depend on two key attributes of this knowledge: first, to what extent it is explicit and second, how fast it is changing. Operational knowledge is the real know-how of the company—how to do things—and is different from causal and situational knowledge.

I use published data on multinational subsidiaries to test the hypothesis. Four generic types of operational knowledge, depending on its explicability and volatility, are then identified, and it is shown why each requires a different approach for managing the knowledge. I illustrate these approaches through four case examples (AOL, Club Med, McDonald’s and Dell). Finally, I suggest four generic network architectures that would fit each approach.

SA8A3 A Decomposition Approach to Linking Strategic Objectives with Preliminary Manufacturing Design Decisions, James W. Duda, 77 Massachusetts Avenue, Building 35-135, Massachusetts Institute of Technology, Cambridge, MA 02139, jwduda@mit.edu ; David S. Cochran, 77 Massachusetts Avenue, Building 35-130, Massachusetts Institute of Technology, Cambridge, MA 02139, dcochran@mit.edu

In the early stages of production system design it is critical that designers understand how decisions regarding system configuration will impact the ability to meet strategic objectives. A general decomposition of the requirements and design elements of a manufacturing system is used to link preliminary design decisions with the firm's strategy. It will be shown how the selection of a manufacturing system configuration (job shop, FMS, "lean" cell, etc.) can impact the system's ability to satisfy the general requirements. These general requirements can then be related to aspects of manufacturing strategy (cost, quality, flexibility, etc.).

SA8A4 Measuring Strategy, Challenging Strategy, Andrew Neely, Center for Business Performance, Cranfield School of Management, Cranfield, MK43 OAL, UK, a.neely@jims.com.ac.uk , Mohammed Al Najjar, Judge Institute of Management Studies, University of Cambridge, Trumplington Street, Cambridge, UK.

Organizations the world over are re-engineering their measurement systems. Often in an attempt to move away from financially oriented, historically focused measures, to those that better reflect the value customers receive through the products and services they experience. Commentators in the field acknowledge that appropriate measures allow managers not only to monitor the implementation of strategy, but also to influence it. Even more recently, people have begun to argue that appropriate measures furnish managers with the data they need to challenge their strategies. This paper presents data gathered over a three-year period that demonstrate how managers can use their measurement data to challenge their organisation's operations strategies, and explores the reasons why more managers do not do that.

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Sunday, 8:15 – 9:45 Room: Carranz

Title: Environment and Administrative Issues

Chair: Lawrence Fredendall, Clemson University

SA4F1 Evaluation of the Integration of the Management of Safety of the Work to the ISO9000/CD2-2000 and BS8800, in a Company of the Building Site Section, Sub-Section Constructions, in the City of Rio de Janeiro: A Study of Case, James Hall, Universidade Federal Fluminense, Rua Passo da Patria, 156 Bloco D, Sala 240, Sao Domingos, Niteroi, RJ, Brasil CEP 24.240-210, Quelhas@civil.uff.br, Sérgio R. Leusin, Universidade Federal Fluminense, Rua Passo da Patria, 156 Bloco D, Sala 240, Sao Domingos, Niteroi, RJ, Brazil CEP 24.240-210

This work will evaluate the insertion of the management of the safety of the work in a context integrated with ISO9000 Norm (with its revisional process for CD2-2000) and BS8800 Guide-Norm in a company, analyzing it and positioning it in a context of competitive advantage for reduction of accidents and occupational diseases. It will allow the direct management in the "construction sites" to become more preventive and safe. This evaluation will act since the Anticipation or Planning phase will consolidate during the productive process.

SA4F2 The introduction of an Information-based Environmental Management System with Work Groups, Peter Letmathe, Clemson University, 107 Sirrine Hall, Clemson, SC 29634-1305, pletmat@clemson.edu. Lawrence Fredendall, Clemson University, 123A Sirrine Hall, Clemson, SC 29634-1305, flawren@clemson.edu.

This paper examines the use of an Environmental Management System (EMS) to achieve both environmental protection and economic objectives. This paper explores 3 variables: 1) the advantages/disadvantages of an EMS based on the ISO 14001 standards; 2) the use of work groups to involve employees; and, 3) the use of an environmental cost accounting system. Environmental cost systems are an extension of traditional cost accounting systems to document all environmentally significant flows of material and energy and measure their costs. This paper explores the proposition that the use of a formal EMS, an environmental cost accounting system and the use of work groups for EMS implementation increases a firm's competitive advantage.

SA4F3 The Impact of the ISO 14001 Environmental Management System on Plant Operations, Gyula Vastag, Department of Marketing and Supply Chain Management The Eli Broad Graduate School of Management, N 370 NBC
Michigan State University, East Lansing, MI 48824, vastag@msu.edu; Dennis A. Rondinelli, Kenan Institute of Private Enterprise Kenan-Flagler Business School, Campus Box 3440, University of North Carolina, Chapel Hill, NC 27599-3440,
dennis_rondinelli@unc.edu

Using a case study of a manufacturing plant that was among the first in the United States and the world to certify its environmental management system (EMS) under ISO 14001 standards, we examine the impacts of the (EMS) and the  ISO certification on plant operations.  We use a structured conceptualization method, involving five managers and ten Pollution Prevention (P2) team members from the plant, to define and analyze the conceptual domain of the impacts.  The analysis shows that as a result of the certification process, employees and managers experienced attitudinal changes and the plant realized operational improvements.  The attitudinal changes were related to increased awareness of environmental matters both among employees and managers.  The operational improvements increased the plant's effectiveness and efficiency.  _________________________________________________________________________

Sunday, 8:15 – 9:45 Room: Villa

Title: Leaving From Platform Nine and Three-Quarters: Innovations in Experiential Learning Techniques for Teaching Supply Chain Management

Chair: M. Eric Johnson

SA5G1 The Internet Beer Game and a New E-Business Simulator, F. Robert Jacobs, Kelly School of Business, Indiana University, 1309 E. Tenth St., Bloomington IN 47405. 812-855-8440, Fax: 812-856-5222. jacobs@indiana.edu.

This presentation describes an Internet implementation of the Beer Distribution Game. Many teachers demonstrate the bullwhip effect that is often observed in supply chains by playing this game with their students. This implementation has the advantage of considerably reducing the time required to play the game.

In addition, a new Internet based game called the E-Business Simulator will be demonstrated. This game closely models the action of an Internet business where sales and purchases are made through e-commerce sites such as e-STEEL or VerticalNet. The player must make purchasing, production and sales decisions as part of the simulation.

SA5G2 Learning Exercises using Siemens Supply Chain Simulator as a Platform, Joyce S. Mehring, College of Management, University of Massachusetts Lowell, One University Avenue, Lowell, MA 01854, Joyce_Mehring@uml.edu, 978-934-2760.

Siemens Supply Chain Simulator, a physical model of a complete supply chain, provides a setting for instructors to teach a variety of supply chain issues. This paper describes our experience with two exercises that we developed and used with the game: an undergraduate exercise to introduce students to supply chains and a graduate exercise to study the coordination of supply chain activities.

SA5G3 The Integration Aspect of Supply Chain Management: A Framework and a Simulation, Ram Ganeshan, PO Box 8975, School of Business, College of William and Mary, Williamsburg, VA 23185. (757) 221 1825; ram.ganeshan@business.wm.edu; Tonya Boone, PO Box 8975, School of Business, College of William and Mary, Williamsburg, VA 23185. (757) 221-2073; tanya.boone@business.wm.edu; Alan J. Stenger, 509 BABI, Smeal College of Business, Penn State, University Park, PA 16802. (814) 865-3923; ajs@psu.edu.

The concept of supply chain management seems to be an essential element in many of today's operations and logistics management programs. Yet, there is still a lack of integrative frameworks and teaching tools that specifically tie different supply chain concepts together. This paper has two specific objectives. First, we describe an intuitive hierarchical framework that instructors can use as a convenient "road map” to classify and categorize supply chain concepts. Second, and also the focal point of this paper, we will describe in detail a tool, the Supply Chain Simulator (SCS), that helps the student appreciate the scope of decisions that need to be made, and their impact on managing today's complex supply chains. The supply chain simulator is based on the hierarchical approach, and has been successfully used to teach supply chain management to students at the undergraduate, MBA, and at the executive levels of education.

SA5G4 Experiential Learning Techniques for Supply Chain Concepts, M. Eric Johnson and David Pyke, Tuck School of Business, Dartmouth College, Hanover, NH 03755. 603-646-0526, Fax: 603-646-1308. M.Eric.Johnson@Dartmouth.EDU.

Many schools of management and engineering are adopting integrated curricula that prepare students to design and manage complex global webs of material and information. In a newly released book, we present the curriculum used by many top engineering and graduate business schools for courses in supply chain management. In this session we will discuss some of novel learning techniques described in that book.

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Sunday 8:15 – 9:45 Room: Lantana

Title: Production Scheduling

Chair: Funda Sahin, Texas A&M University

SA6H1 Process Reengineering--Closing Circles with Waste Management, Predrag Jovani, ITNMS (Institute for Technology of Nuclear and Other Raw Mineral Materials), 86 Franche d' Esperey St., 11000 Belgrade, Serbia YUGOSLAVIA, pedjajov@tehnicom.net, Ozren Oci, NIS Refinery Pan~evo, Serbia /Yugoslavia.

Abstract: High operating rates of the refinery processes and associate high R&D costs, are probably the main reasons why process reengineering of the refinery need to involve waste treatment. This paper presents a study on a pilot plant level, considering the possibility of using pretreated refinery waste as the raw material. That includes slight improvements in the main refinery process to obtain what we called “controlled” waste, or “programmable” waste, which could be transformed into a secondary raw material. Several results were obtained during the pilot plant experiments. Spent catalysers were treated with the standard solvent extraction process for metal extraction, which was followed NaOH treatment for the g-Al₂O₃ extraction. Obtained raw materials, metals and g-Al₂O₃ ceramic, proved to be economically efficient.

SA6H2 Bicriteria Scheduling Using Genetic Algorithms, Murat Koksalan, Middle East Technical University, Industrial Engineering Department, Ankara, 06531 TURKEY, koksalan@ie.metu.edu.tr, Ahmet Burak Kaeha, Middle East Technical University, abkeha@isye.gatech.edu.

We develop genetic algorithms for two single machine bicriteria scheduling problems. In both problems we try to generate all efficient solutions. In the first problem we consider minimizing total flow time and number of tardy jobs and in the second problem total flow time and maximum earliness. Both problems are known to be NP-hard. We conduct experiments and compare the obtained results with those of come lower bounds and previous research. The results are favorable.

SA6H3 Optimal Production-Scheduling with Equipment Calibration, Cleanup, and Inspection Costs, Funda Sahin, Texas A&M University, Department of Information & Operations Management, Lowry Mays College and Graduate School of Business, College Station, Texas 77843, fsahin@cgsb.tamu.edu, Powell Robinson, Texas A&M University, probinson@cgsb.tamu.edu.

This paper considers a production-scheduling problem with equipment setup costs. In addition, a fixed cost, associated with equipment cleanup and end item inspection, is applied to each day’s production. Daily output is limited but can be expanded with overtime. The objective is to serve all demand while minimizing the sum of setup, overtime and inventory carrying costs. We develop an algorithm for solving the problem and apply it to a series of test problems facing two manufacturers of food products. The test results are promising with a potential 7% cost savings.

SA6H4 Scheduling Parts in a Robotic Cell Served by a Dual Gripper Robot, Chelliah Sriskandarajah, University of Texas at Dallas, P.O. Box 830688 - J04.7, Richardson, Texas 75083-0688, chelliah@utdallas.edu, Suresh P. Sethi, University of Texas at Dallas, sethi@utdallas.edu.

We consider the problem of scheduling multiple parts in a robotic cell served by a dual gripper robot. Both the robot move cycle and the sequence of parts to produce need to be chosen in order to minimize the cycle time required to produce a given set of parts which is equivalent to throughput rate maximization. We consider simple robot move cycles that produce one unit. Choosing such a cycle reduces the cycle time minimization problem to a unique part sequencing problem. We investigate the complexity status of the part sequencing problems and develop efficient solution procedures to solve them.

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Sunday, 8:15 – 9:45 Room: Suite 405

Title: Manufacturing Cell Design

Chair: J. T. Black

SA7C1 Manufacturing Cell Design for Lean Production Systems, J. T. Black, 307

Dunstan Hall, Auburn University, AL 36849, (334) 844-1375, email: jblack@eng.auburn.edu, David S. Cochran, M.I.T. Room 35-132, 77

Massachusetts Avenue, Cambridge, MA 02139, Tel: 617-258-6769, Fax:

617-258-7488, email: dcochran@mit.edu.

In recent years, many POMS textbooks have published examples of U-shaped manned manufacturing cells without adequate explanation of how these cells work and what makes them unique. Manufacturing cells are designed for flexibility - changes in product design and external customer demand can be easily accommodated. The machine tools in the cells are designed with safety, quality, reliability and internal customer requirements (ergonomics) in mind. Two examples of manufacturing cells will be presented. The first example will be the widely published interim cell design which uses machine tools that were designed for job shops, not for cells but arranged in U-shaped designs and modified to meet system design constraints. The fundamental design equations for daily demand, machining time, processing time, and cycle time will be explained.

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Sunday, 10:15 – 11:45 Room: Encino

Title: Project Management

Chair: Robert L. Bregman, University of Houston

SB1H1 An Analysis of Preemptive Project Expediting, Robert L. Bregman, University of Houston, College of Business Administration, 4800 Calhoun Rd., Mail Stop 6282, Houston, Texas 77204-6282, rbregman@uh.edu.

With the fast pace of technological development in today’s economy, it is imperative that firms effectively manage project timelines to remain competitive. Usually, this is done in a reactive manner. That is, firms react to problems and expedite as necessary. An alternative preemptive expediting approach, where the probability of project completion is maximized by preemptively expediting project activities before problems are identified, is presented and tested with two experiments in this paper. The first experiment compares performance of the reactive and preemptive approaches. The second experiment further examines the merits of the preemptive approach with various levels of computer-based support.

SB1H2 Real-World Relative Robustness of Critical Chain Project Management Methods, Adrian Done, UESE- University of Navarra, Avda. Pearson, 21, 08034, Barcelona, Spain, adone@iese.edu; Jaume Ribera, UESE- University of Navarra, Avda. Pearson, 21, 08034, Barcelona, Spain, ribera@iese.edu

This study takes a hard look at how the acclaimed Critical Chain method compares to the more established Critical Path (CPM) and PERT methods for project management. Currently available software is used to manage a set of distinct projects, chosen for their spread of complexity and uncertainty.

Simulation runs subject the projects to varying conditions that could challenge the actual manager, and ultimate time and cost performance is determined for each project and management method used. Results show the relative robustness a project manager can expect from Critical Chain, CPM and PERT methods when faced with real-world conditions and expectations.

SB1H3 The Identification of Problems of Network Scheduling in Multiple Projects, Edward D. Walker II, Georgia Southern University, P.O. Box 8152, Management Department, College of Business Administration, Statesboro, Georgia 30460, edwalker@gasou.edu, James F. Cox III, University of Georgia, jcox@uga.edu.

In 1997 Goldratt published Critical Chain in which he applied the principles of theory of constraints to the management of single projects and revolutionized the way single projects are managed. However, there has been little research examining the issues of planning and controlling projects in the multiple project resource constrained environment. This presentation will seek to identify the network problems of multiple projects via a hands-on demonstration; the problems will then be discussed and verified using simple thought experiments.

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Sunday, 10:15 – 11:45 Room: Sabino

Title: Management Initiatives

Chair: Alex J. Ruiz-Torres, Florida Gulf Coast University

SB2D1 Future Research Directions in Project Management, Dwight Smith-Daniels, Arizona State University, Tempe, AZ 85287, dwight.smith-daniels@asu.edu.

During the past ten years there has been a renewal of interest in Project Management on the part of industrial firms, particularly in the high-technology sector. Relatively high failure rates for new product and process development projects has led to a variety of initiatives designed to improve the project management capabilities of these organizations. In this paper we briefly characterize and review the major research streams in project management literature during the past ten years, and suggest additions and extensions for the future.

SB2D2 Case Studies on the Effectiveness of Shopfloor Improvement Teams, Anton Grutter, University of the Western Cape, Belville 7535, South Africa, agrutter@uwc.ac.za, Norman Faull, University of Cape Town, Rondebosch 7701, South Africa, nfaull@gsb2.uct.ac.za.

This paper reports three case studies of firms that undertook significant efforts to implement teamwork on their shopfloor. The cases were all from large corporate manufacturers, but were chosen to represent different process types. Although the initiatives were all deemed successful, some complicating factors with respect to worker participation are reported on. Meredith's (1998) suggestion to use case studies as a basis for theory formulation is followed to generate the hypothesis that task orientation is associated with effective implementation and stakeholder orientation is associated with sustainability. A brief analysis of a fourth case is used to provide preliminary support for the hypothesis.

SB2D3 Worker Discretion in Production Job Design, Robert F. Conti, Bryant College, Smithfield, RI 02917, rconti@bryant.edu.

Engineers design jobs, not just machines, and product and process designers need guidelines to achieve appropriate levels of worker discretion. Researchers agree that workers should exercise discretion in Continuous Improvement activities but there is disagreement regarding discretion in production tasks. In “The Machine That Changed the World”, Womack calls for “stamping out” craft work and worker discretion. In contrast, Lund, et al, recommend discretionary process changes by workers as a general principle in “Designed to Work”. The author studied job designs at several factories to formulate a preliminary discretion model: Jaguar Motors, Waterford Crystal, Hoshizaki Electric, Toyota Motors, Steuben Glass and Martin Guitars.

SB2D4 A Plant's Technology Approach and Emphasis: A Contextual View, Kathleen E. McKone, Babson College, Babson Park, MA 02457, kmckone@babson.edu, Roger G. Schroeder, University of Minnesota, Minneapolis, MN 55455, rschroeder@csom.umn.edu.

While research has identified potential benefits of specific technology development practices, the literature has largely failed to identify contextual issues that influence these practices. This paper explores the contextual differences of plants to better understand what types of companies have stronger technology development emphasis and approaches. We propose a theoretical framework for understanding the relationship between the context in which a plant operates and the practices that develop the technology base of the plant. We test this framework using data from 163 plants to determine what types of companies are most likely to aggressively pursue technology development at the plant-level.

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Sunday, 10:15 – 11:45 Room: Suite 415

Title: Workflow Scheduling and Process Design

Chair: Mary Gander, Winona State University

SB8D1 Flexibility in Assembly Lines: The Relationships Between Efficiency, Capacity and Product Mix Flexibility, Aaron Paul Blossom, Bristol Software, Inc., Rockford, MI 49341, apblossom@bristolsoftware.com, James R. Bradley, Cornell University, Ithaca, NY 14853, jrb28@cornell.edu.

The assembly line may be made much more flexible with regard to product mix by adding slack capacity and using a different sequencing algorithm. We have presented and quantified by simulating with manufacturers’ data a means by which a modest reduction in efficiency of the assembly line can lead to greater gains in the larger manufacturing system of which the assembly line is a part. The benefits of making an assembly line flexible include: reduced order fulfillment time, reduced dealer inventory costs, reduced transshipment costs between dealers, fewer obsolete units sold at a discount, and increased sales.

SB8D2 Scheduling N Products on a Single Facility with Time Varying Demands and Inventory/Backorder Penalties, Bajis Dodin, University of California Riverside, Riverside, CA 92521, Mohsen ElHafsi, University of California Riverside, Riverside, CA 92521.

We consider a single production facility capable of producing N products each demanded as a varying rate throughout the planning horizon. The production facility produces, with a fixed production rate, only one product at a time. Given the initial inventory for each product and a finite planning horizon, the problem is to identify the production schedule with the minimum inventory holding and backordering costs. Dominance relations between products and a strong lower bound on the optimal cost rate are derived. Together, they are used in a branch and bound algorithm to generate the optimal schedule. The computational results show that the dominance relations along with the bounding procedure are very effective in trimming down the branch and bound tree to a very small size, hence tremendously reducing the CPU time.

SB8D3 Leveraging The Potential Of Process Technology Through Workflow Scheduling: A Simulation Approach, Paulo J. Gomes, Boston University, Boston, MA 02215, pgomes@bu.edu.

The paper proposes that further improvements on the efficiency of process technology can be achieved by changing the rules and methods through which work is organized. The implementation of information-based process technology in a bank's check processing system provides the context for the study. I use a simulation approach to assess the benefits of introducing alternative workflow scheduling rules after implementation of the new technology. Results from a hypothetical setting, using data from an actual check processing center, demonstrate the cost advantages of introducing a priority-based scheduling rule. The implications and problems associated with practical implementation are discussed.

SB8D4 Work-In-Process Inventory: Where Does It Come From and Why Is There So Much Of It?, Joyce Hoffman, Stephen F. Austin State University, Nacogdoches, TX 75962, jhoffman@sfasu.edu, Joseph G. Ormsby Stephen F. Austin State University, Nacogdoches, TX 75962, jormsby@sfasu.edu.

Work-in-process inventory planning and control has been an on-going problem for the foundry division of a manufacturer of heavy machinery. The division, best described as a jobbing facility, produces castings using a no-bake sand molding process. This research examined and analyzed the process to positively identify the most critical areas of in-process inventory and to determine the best approach either through modern technology or smarter management techniques to aid in improving the process. Problems and constraints are identified and recommendations are made for both process and management.

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Sunday, 10:15 – 11:45 Room: Carranz

Title: Quality and POM in Perspective

Chair: Gyula Vastag, Michigan State University

SB4F1 Twentieth Century Bookends, Charles Gallagher, Andreas School of Business, Barry University, 11300 NE 2nd Avenue, Miami Shores, Florida, 33161,

Cgallagher@mail.barry.edu

With little exaggeration, it can be said that management theory in the twentieth century opened with Frederick Taylor's ideas and closed with those of W. Edwards Deming. Taylor's Scientific Management was quickly accepted. Deming, on the other hand, brought a subtle, more philosophical message. Only after the Japanese achieved post-World War II manufacturing success and credited Deming did his ideas gain currency.

This paper compares the management theories of these two titans, then looks at the limitations of science in management. As a new century begins, it may be these limitations which leave the door open to new management theories.

SB4F2 Looking Ahead by Looking Back: Swift, Even Flow in the History of Manufacturing, Roger W. Schmenner, Indiana University, Kelley School of Business, 801 W. Michigan St., Indianapolis, IN 46702, rschmenn@iupui.edu

Manufacturing history is too often neglected in operations management and its lessons lost. Its usefulness for testing theory is under-appreciated. This paper uses critical aspects of the history of manufacturing to provide support for the Theory of Swift, Even Flow as an explanation of productivity gain. The rise of Britain in the Industrial Revolution and the rapid overtaking of Britain by the United States and Germany are argued to be thoroughly consistent with Swift,

Even Flow, thereby vindicating both theory and the usefulness of history.

SB4F3 Is Anybody Listening? An Investigation into Popular Advice and Actual Practices, Gyula Vastag, The Eli Broad Graduate School of Management, Department of Marketing and Supply Chain Management, Michigan State University, East Lansing, MI 48824, vastag@msu.edu, D. Clay Whybark, Kenan-Flagler Business School, Campus Box 3440, University of North Carolina, Chapel Hill, NC 27599-3440, clay_whybark@unc.edu.

In the decade of the mid 1980s to the mid 1990s, management gurus and academics alike were touting the advantages of speed over quality and were suggesting other initiatives. Early in this period the Global Manufacturing Research Group gathered data on manufacturing practices and performance in non-fashion textile and small machine tool firms. Later, follow-up data were gathered from some of the same firms. Data from the two periods are used to determine the extent to which actual practices changed and what effect that might have had on performance. Personal interviews and case studies corroborate some of the findings in the survey data.

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Sunday, 10:15 – 11:45 Room: Villa

Title: Strategic Issues in Supply Chain Management

Chair: Aleda V. Roth, University of North Carolina at Chapel Hill

SB5A1 Revisiting Maquiladora Operations: Low Cost Production or World Class Suppliers? Vicki Smith-Daniels, Manufacturing Institute and Department of Management, Arizona State University, Tempe, AZ 85287-5106, vicki.smith-daniels@asu.edu

Fierce competition forces companies to rationalize their global production and supply chain strategies. Foreign direct investment in maquiladora operations has usually been directed toward low-skilled, low-value added assembly operations. As companies are finding that world class production capabilities are more critical to competitiveness than low costs, maquiladoras are undertaking a number of different strategies and developing manufacturing competencies beyond their exclusive low cost charter. Using data collected from 49 senior managers in Sonoran maquiladoras, this exploratory study investigates strategic and operational issues.

SB5A2 Distribution Channels as Multiple Strategic Options for the Firm: Emerging Issues for Operations Strategy, Eve D. Rosenzweig, Kenan-Flagler Business School, Campus Box 3490, McColl Building, University of North Carolina at Chapel Hill, Chapel Hill, NC 27599-3490, rosenzwe@bschool.unc.edu, Aleda V. Roth, Kenan-Flagler Business School, Campus Box 3490, McColl Building, University of North Carolina at Chapel Hill, Chapel Hill, NC 27599-3490, rotha@bschool.unc.edu

In today’s hypercompetitive environment, supply chain design demands a strategic perspective. In particular, competitive pressures such as globalization, the proliferation of customers’ needs, and the emergence of electronic markets have forced organizations to reconsider their distribution channel strategies. Organizations are increasingly employing multiple strategic options to achieve not only market coverage, but also to develop multiple strategic options for use in fast-changing environments. Yet it remains unclear as to what implications these new distribution channel strategies have for the firm. We provided an in-depth, multidisciplinary assessment of how the increasingly strategic role of distribution channel design has required an extension in the existing operations strategy paradigm.

SB5A3 Multiple Criteria Logistics Models to Support Operations Strategy, Siddhartha Syam, College of Business, Marquette University, Milwaukee, WI, 53201-1881, syam@mail.busadm.mu.edu

Logistics has become the latest battleground for competition between firms, mainly as a result of changes in the strategic environment, such as deregulation and the rise of global supply chains. Facility location models are obsolete in two significant aspects:

a) They use a single criterion, i.e., cost minimization, while industry competes on multiple fronts (cost, market share, etc.).

b) Location models determine cost based on commodity flows, but ignore the significant cost implications of shipment composition and timing.

The purpose of this paper is to redress some of the shortcomings noted above and provide an integrated model for facility location.

SB5A4 Vertical Integration and Operations Infrastructure, Mike Lewis, Warwick Business School, University of Warwick, Coventry, CV4 7AL, UK OMML@rapier.wbs.warwick.ac.uk , Paul Walley, Warwick Business School, University of Warwick, Coventry, CV4 7AL, UK OMPW@rapier.wbs.warwick.ac.uk

There has been a move from vertically integrated structures, where a large part of the supply system was owned by one organisation. Theoretical cost and control advantages of vertical integration were difficult to achieve in practice. Additionally, these systems lack flexibility. However, modern information technologies, such as enterprise resource planning systems, are becoming more widely used to integrate supply chain infrastructure. A key question is whether or not these systems also create inflexibility and control difficulties. This paper will evaluate a case example of infrastructural integration to assess the similarities and differences between the two forms of integration.

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Sunday, 10:15 – 11:45 Room: Lantana

Title: Modeling

Chair: Major Steve Swartz

SB6E1 A Simulation Model for Studying Capacity Management in Service-Oriented Supply Chains, Edward G. Anderson, The University of Texas at Austin, CBA 4.202, The University of Texas at Austin Austin, Texas 78712, EdAnderson@mail.utexas.edu, Douglas J. Morrice, The University of Texas at Austin, CBA 5.202, The University of Texas at Austin Austin, Texas 78712, Morrice@mail.utexas.edu

For decades, the Beer Game has taught complex principles of supply chain management in a finished good inventory supply chain. However, services typically cannot hold inventory and can only manage backlogs through capacity adjustments. We propose a simulation game designed to teach service-oriented supply chain management principles and to test whether managers use them effectively. For example, using a sample of typical student results, we determine that student managers can effectively use end-user demand information to reduce backlog and capacity adjustment costs. The game can also demonstrate the impact of demand variability and reduced capacity adjustment time and lead times.

SB6E2 A Comparative Study Of The Total Cost Of Ownership And Analytic Hierarchy Process Approaches To The Supplier Selection Problem, Khurrum S Bhutta, University of Texas at Arlington, Department of Information Systems & Management Science, Box 19347, University of Texas at Arlington, Arlington TX 76019, kbhutta@yahoo.com, Faizul Huq, University of Texas at Arlington, Department of Information Systems & Management Science, Box 19347, University of Texas at Arlington, Arlington TX 76019, huq@uta.edu

Traditionally the relationship between a company and its suppliers has been a distant one, the need has arisen to close this gap by integrating their business processes and thus adding a value-focus over the entire supply chain. Analytical Hierarchy Process (AHP) and Total Cost of Ownership (TCO) are two frameworks used to cope with multiple criteria situations involved in supplier selection. This paper will provide a comparison of the two approaches and will attempt to look at how AHP can be modeled to take advantage of TCO methodology to make it more robust.

SB6E3 Time-Phased Rationalization Of Material Movement In Support Of Corporate Objectives: The Advanced Logistics Project, Maj. Stephen M. Swartz, Air Force Institute of Technology, Dept. of Operational Sciences (ENS), Building 640/Room 2002, 2950 P. Street, Wright-Patterson AFB, OH 45433-7765, Stephen.Swartz@afit.af.mil

In today's competitive, global markets, corporate objectives may require the rapid start of operations in a new location, often far away from the current distribution network. When the transportation "pipeline" to the new location is constrained by either cost or capacity, a critical management problem is how to time-flow or phase the shipment of material into the new location in order to achieve the greatest value of on-site capability as quickly as possible. The research presents a structured approach to this problem from a military perspective (DARPA's Advanced Logistic Project), but with application to civilian for-profit and not-for-profit organizations.

SB6E4 Supplier User Interfacing - Modeling To Assist In Strategic Decision Making, Kenneth Tillery, Ph.D, Middle Ten. State Univ. Murfreesboro, TN 37132,
ktillery@mtsu.edu, Kiran Desai, Ph.D, Univ. of Memphis, Memphis, TN 38152, kdesai@memphis.edu. , Arthur L. Rutledge, Ph.D., Mercer University Stetson School of Business, Atlanta, Ga.30303, rutledge_al@mercer.edu, Kimball Bullington, Ph.D., Middle Tennessee State University, Murfreesboro, TN 37132, kbullington@mtsu.edu.

The importance of supplier-user interfacing continues to be a major factor in developing and maintaining a competitive advantage. As this area continues to develop there is a need on the part of either party (supplier or user) to ascertain the competitive nature of their relationships. This paper uses an adaptation of the BCG matrix to examine the positioning of their respective partners. Suggestions as to strategic alternatives available coming from this position assessment are proposed

SB6E5 Modelling And Simulation Of Complex Supply Chains, Jack G.A.J. van der Vorst, Wageningen University, Management Studies Group, Wageningen University, Hollandseweg 1, 6706 KIN Wageningen, The Netherlands, Jack.vanderVorst@alg.bk.wau.nl

The paper presents a logistical methodology for modeling the dynamic behavior of food supply chains. By applying discrete-event simulation the impact of Supply Chain Management scenarios on chain performance can be assessed. The modeling method is based on the concepts of business processes, business entities, design variables and performance indicators. The results of two case studies are discussed where the modeling method is applied and major performance improvements are identified. The simulation model is validated by expert testing and field tests in which simulated scenarios were implemented in real life.

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Sunday, 10:15 – 11:45 Room: Suite 405

Title: Wands and Wizardry for OM Teachers: Creative Activities, Exercises and Exams

Chair: Kent Bowen, Harvard Business School

SB7G1 Simulation in Teaching and Learning: Experiencing the “Doing” Simulation of the Design and Operation of a Factory, Kent Bowen, Harvard Business School, Soldiers Field Road, Boston, MA, 02163, kbowen@hbs.edu

For 6 years we have used a hands on factory simulation to teach operations principles and practices. This intensive exercise requires 6-8 person teams and 4-6 hours of preparation before each team runs its factory for 20 min. This business objective is to assemble 40 circuit boards (3 different models), and each team’s performance is measured (quality, cost and delivery). The simulation has been used for MBA students (800 at a time) and for senior executives. For the executives, the simulation is run for 3 successive cycles where 2 improved factory designs are tested following coaching and re-design time.

SB7G2 A Discovery Exercise for Teaching Operations Strategy, Brad C. Meyer, Drake University, CBPA, Aliber Hall, Des Moines, IA 50311, bradley.meyer@Drake.edu.

This session will describe an assignment I use when covering the subject of operations strategy. Students are asked to visit two vastly different “grocery” stores that I have selected. One is a full service store that defines its mission broadly as meeting daily needs. The second store, Aldi, defines its mission as providing staple food items at minimum cost. The students are asked to identify the competitive priorities of each store and then describe how each store has conformed its operations to their competitive strategy. I have consistently had very positive feedback from this assignment.

SB7G3 The Performance Final, Nancy Lea Hyer, Owen Graduate School of Management, Vanderbilt University, 401 21^st Avenue South, Nashville, TN, 37204, nancy.lea.hyer@owen.vanderbilt.edu

Rarely do we tap the creative potential of our students when giving a final exam. In the “performance final” student in a second year MBA elective are tasked with “doing something creative” with material that has been covered in the course. They select any class subject and have ten minutes in which to make their creative presentation. The only requirements are that they must communicate a key insight from the class, and that they must do it in a way that is engaging. Students have written and performed short plays, develop board games, composed songs, written and recited poetry, and created and filmed short video clips. This presentation will discuss the mechanics and learning objectives of a “performance final.”

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Sunday, 12:45 – 2:15 Room: Encino

Title: Manufacturing Systems and Information Management

Chair: J. T. Black, Auburn University

SC1C1 Equipment Design for Manufacturing Cells, Jorge, F. Arinez, M.I.T. Room 35-135, 77 Massachusetts Ave., Cambridge, MA 02139, (617) 253-1811, email: , David S. Cochran , M.I.T. Room 35-132, 77 Massachusetts Avenue., Cambridge, MA 02139, (617) 258-6769, email:

Lean manufacturing is an operational approach to improving the performance of manufacturing systems. The implementation of manufacturing cells is one aspect of lean manufacturing frequently adopted. The establishment of cells often requires redesign of equipment to meet the requirements of the cell and the manufacturing system. However, companies often face difficulty in obtaining such equipment because of the recentness of lean manufacturing concepts and due to a lack of structured methods for communicating system requirements to equipment designers. This paper reviews some of these requirements and presents a structured approach that enables companies to design equipment suitable for manufacturing cells.

SC1C2 Technology Management - Integrating Technology into Business Planning, Clare Farrukh, Centre for Technology Management, Institute for Manufacturing, Cambridge University Engineering Department, Mill Lane, Cambridge CB2 1RX England, email: , Bob Phaal, Centre for Technology Management, Institute for Manufacturing, Cambridge University Engineering Department, Mill Lane, Cambridge CB2 1RX England, David Probert, Centre for Technology Management, Institute for Manufacturing, Cambridge University Engineering Department, Mill Lane, Cambridge CB2 1RX England.

Technology management focuses on the effective management of both new and existing technologies to maintain a stream of products or services to the market. It deals with all aspects of integrating technological issues into business decision making, from strategy to operations. This paper explores practical approaches to technology planning in the context of existing frameworks (e.g. Porter’s value chain), and a new framework which links technology, new product development and business planning in the company context. It will also present the latest results from a ‘fast-start’ process for technology roadmapping, an increasingly popular technique for supporting integrated planning within manufacturing companies.

SC1C3 Designing a Factory with the Future in Mind, S. Taj, 4073 Parkstone, Troy, MI 48098, (313)993-1208, email: , George Pfeil, 1113 Pine Valley Drl, Suffolk, VA 23434, (757)539-5302, email: Richard Sullivan, NGV. Manufacturing Gmbh, Linderstrasse, D-06809, Roitzsch, Germany, email: Sullivan@nvg.com, James Hutka, NVG, 6600 New Venture Gear Drive, East Syracuse, NY 13057, (313)432-4014, email: David Cochran, M.I.T. Room 35-132, 77 Massachusetts Avenue, Cambridge, MA 02139, Tel: 617-258-6769, Fax: 617-258-7488, email: .

In this paper, we present the design and launch of a new manufacturing plant in Europe. The plant will produce powertrain products for the European automotive industry. The production system is designed according to the objectives of lean manufacturing. The manufacturing system is based on linked-cell layout. The machining cells are linked to the assembly cells, which are linked directed to customers. This linked-cell layout provides each customer with a clearly defined value stream. The manufacturing systems are designed to be improvable. Production System Design and Depolyment Framework principles have been applied to the design of the linked-cell manufacturing system. This framework has been developed by Professor Cochran and the Production System Design Laboratory at the Massachusetts Institute of technology.

SC1C4 Machine Design to Achieve Manufacturing System Objectives, David Cochran, M.I.T. Room 35-132, 77 Massachusetts Avenue, Cambridge, MA 02139, dcochran@mit.edu

This paper investigates why machines are presently designed to reduce unit labor cost by increasing the speed of the machine or by eliminating direct labor altogether with automation. Machine design practices are currently shown to be operationally focused rather than system focused. This paper illustrates the way the unit cost equation and operationally-focused machine design approaches combine to result in costly factory-system implementations that do not achieve the enterprise objectives. Examples of the hidden costs that are not disclosed by the unit cost equation are then identified.

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Sunday, 12:45 – 2:15 Room: Sabino

Title: Production Planning

Chair: Amy Zeng, Worcester Polytechnic Institute

SC2H1 Production Planning and Scheduling in a Healthcare Industry, Bahador Ghahramani, University of Missouri - Rolla, Engineering Management Department, School of Engineering, Rolla, Missouri 65401-0249, ghahrama@umr.edu.

The primary purpose of this project was to improve services, operations, and scheduling of a Healthcare Industry (HCI). As part of this project, the author used various production and scheduling optimization techniques to reach the project’s objectives. HCI was founded in 1929 and was established with the concept of “Bring the home into the hospital.” Innovative products and dedication to its customers are the primary operation and business focus. This HCI is a recognized leader in the worldwide healthcare community.

SC2H2 Worker and Floater Time Allocation in a Mixed-model Assembly Line, Manfred Gronalt and Richard F. Hartl, University of Vienna, Department of Business Studies, Brunner Strabe 72, A-1210 Vienna, manfred.gronalt@univie.ac.at, www.bwl.univie.ac.at/bwl/prod/pom.htm

Short term workforce planning of labor-intensive transfer lines is addressed in this paper. Although the products (e.g. trucks) are assembled on a serial line, they show large differences in the processing times at each station.

These differences are due to the assembling options provided to the customers. Given the assignment of operations to stations, we have to find a loading sequence for the products, a worker allocation and a floater time allocation in order to minimize the whole labour costs at the line. We develop a solution approach for this problem considering a rolling planning horizon. Numerical results show that relevant savings can be achieved.

SC2H3 A Model for Production Planning with an Uncertain Approval Date, Arthur V. Hill, University of Minnesota, Operations & Management Science Department, Curtis L. Carlson School of Management, Minneapolis, Minnesota 55455-0413, ahill@csom.umn.edu, William J. Sawaya III, University of Minnesota, wsawaya@csom.umn.edu.

Demand for medical devices such as pacemakers is growing rapidly with the “technology push” of new microelectronics and the “demand pull” of an aging population. Production planning for these products is increasing in importance as demand increases, competition intensifies, and product lifecycles shorten. An uncertain government approval date makes it difficult to create production plans for phasing-out the existing product and phasing-in the replacement product. This paper presents a model for finding the optimal phase-out and phase-in dates. The paper also reports on an implementation in a Fortune 500 medical device firm.

SC2H4 Stock and Capacity Planning for Lumpy Demand, Victor Portougal, Department of CIS, College of Business Administration, Georgia State University, PO Box 4015, Atlanta, GA, v.portougal@auckland.ac.nz

The importance of communications between sales, marketing and operations management has been recognized long ago. The theory of production planning (with focus on capacity management) has been significantly developed in the last decade. The efficacy of incorporating these communications as a routine part of production planning is illustrated by a case study of Ernest Adams Ltd, a leading New Zealand food manufacturer. By improving the production planning system and interface between sales, marketing and operations management just for one year the company reduced its workforce by 20%, overtime use by 50%, and at the

same time increased production volumes.

SC2H5 Using Quantity Discounts to Coordinate One Manufacturer and Two

Heterogeneous Buyers, Amy Zeng, Department of Management, Worcester Polytechnic Institute, 100 Institute Road, Worcester, MA 01609, azeng@wpi.edu

In this paper, we develop a model to examine the effectiveness of using quantity discounts to coordinate the production and order cycles for a system consisting of one manufacturer and two heterogeneous buyers. The analysis of the model developed and the numerical computation indicate that the benefit of coordination decreases with the degree of heterogeneity of the buyers. The conditions under which it is profitable for the manufacturer to coordinate with the heterogeneous buyers are demonstrated through numerical examples.

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Sunday, 12:45 – 2:15 Room: Suite 415

Title: Competitive Practices in Quality and Productivity

Chair: Hesan A. Quazi, Nanyang Technical University

SC8F1 Quality Management Practices in Selected Asian Countries: A Comparative Study, Chan, Teng Heng, Nanyang Technical University, Nanyang Business School, Nanyang Avenue, Singapore 639798, achanth@ntu.edu.sg, Hesan A. Quazi, Nanyang Technical University, Nanyang Business School, Nanyang Avenue, Singapore 639798, ahaquazi@ntu.edu.sg

This comparative study reports the findings on quality management practices in nine Asian countries. Almost all of these countries experienced high GDP growth (exceeding 10%) in the late 1980's for almost a decade. Industrialization and economic growth have concurrently spurred the development of quality management practices in these countries. The pace of development and adoption of a comprehensive quality management system in these countries are captured. The findings on the quality management practices across the Asian countries are valuable for the MNCs that have operations in these countries and for those organizations who want to enter into this region.

SC8F2 Competitive Practices for Manufacturing in a Transition Economy, Ronald Ebert, 322 Middlebush Hall, Department of Management, University of Missouri, Columbia, MO 65211, ebert@missouri.edu, Liviu Florea - , 322 Middlebush Hall, Department of Management, University of Missouri, Columbia, MO 65211, c744616@showme.missouri.edu, Dan Cernusca, University of Sibiu, Romania

This contributed paper identifies practices for greater competitiveness used by firms that are passing from a centralized economy into a market economy environment; it evaluates these practices against corresponding ones identified in world-class firms. The paper is based on the unpublished study "An Assessment of Progress Towards World Class Manufacturing: Results and Recommendations", which explores World Class Manufacturing concepts as they

apply in Romanian manufacturing. In-depth surveys captured employees' perspectives on quality management, their perceptions about quality-related issues in the overall company, and quality practices in their workplaces, and are assessed in a Romanian firm that is considered as representative for transition to a market economy.

SC8F3 Aggregating Value to Manufacturing Services: Integrating Sociotechnical and Quality Function Deployment Approaches, Gustavo A. Carrillo Guzmán, Ph.D., Universidade Federal de Minas Gerais, Departamento de Engenharia de Producao, gguzman@dep.ufmg.br, Lin Chih Cheng, Ph.D. Universidade Federal de Minas Gerais, Departamento de Engenharia de Producao,

The contract manufacturing (CM) industry suffers a unique problem in developing countries: OEMs strategy to only create and design products, leaves lower value-added manufacturing tasks to CMs. This promotes a 'commoditization' of manufacturing services at developing nations. This calls for two types of actions: (1) searching strategies that involve higher value-added content and, (2) developing, adapting and applying different tools to improve operational efficiency. In order to contribute to crystallize these actions, this paper sheds some light on how to integrate different tools which possess different conceptual approaches. A case study was developed at an Electronic CM by action research engagement mode. Specifically, the paper discusses how QFD and advanced sociotechnical (ST) conceptual tools were applied simultaneously in order to obtain improvements beyond the manufacturing sphere - market, logistic and distribution areas.

SC8F4 Quality Management in New Zealand Manufacturers, Jodyanne Kirkwood, Department of Management University of Otago, P.O. Box 56, Dunedin, New Zealand, jkirkwood@commerce.otago.ac.nz

This paper reports on the Quality Management practices of ten prominent New Zealand manufacturing companies. Case study based research examined the Quality Management practices of companies that had a known commitment to excellent quality. Key findings from the study indicated that quality management had been recently introduced, and was also relatively informal, company specific, and ISO 9000 oriented. In addition, some factors that may be considered specific to the New Zealand environment were found. These were the small size of New Zealand companies, cultural diversity, loyal employees and the Do-It-Yourself mentality of many New Zealanders.

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Sunday, 12:45 – 2:15 Room: Carranz

Title: Strategy Issues

Chair: Ram Narasimham

SC4E1 The Value of Supply Chain Management for Operations Strategy, Serkan B. Celtek, Univ of Texas at Brownsville, School of Business, Brownsville, TX 78520, sceltek@utb1.utb.edu, Jose V. Gavidia, UTPA, Edinburg, TX 78539, jgavidia@param.edu

The strategic. importance of the operations function within it firm has been stressed in the operations management (OM) literature. Furthermore, supply chain management (SCM) has been receiving increased attention from both researchers and practitioners. SCM encompasses a wide variety of Interdisciplinary topics, such as supplier selection, quality management across the supply chain, scheduling, logistics, information flows, distribution channels, and customer satisfaction. It is vital to note that the SCM activities should be integrated into a firm's operations and corporate strategy so that firms can gain competitive advantage and improve their performance in their respective industries. The purpose of this study is to establish the strategic components of a SCM model and develop a framework integrating strategy, SCM, and performance constructs. Future research will be concerned with deriving testable hypothesis from the framework and validating the proposed linkages.

SC4E2 Supply Chain Strategy In Emerging Markets, S. V. Conceicao, Federal University of Minas Gerais, Anexo da Engenharia–PCA, Caixa Postal 209, 30161-970 Belo Horizonte – MG Brazil, svieira@dep.ufmg.br, A. S. Souza, Federal University of Minas Gerais, Anexo da Engenharia–PCA, Caixa Postal 209, 30161-970 Belo Horizonte – MG Brazil

Based on a survey in the automobile industry supply chain, the article is developed in three steps. First of all, the article analyzes ten major variables that characterize the turbulent environment that the firms have to face when operating in emerging markets. Second, it points out the risks and opportunities to establish long-term partnership in emerging markets supply chain. Third, based on our survey and in the best practices in the supply chain, the article provides a new strategy framework to help firms to be successful in three critical area in emerging markets supply chain: purchasing and logistics, manufacturing and product development partnership.

SC4E3 Strategic Supply Chain Design: An Analytical Model, Behnam Nakhai, Ph.D., Millersville University of Pennsylvania, Department of Business Administration, Millersville, PA 17551-0302, Behnam.Nakhai@Millersv.edu

The growing popularity of outsourcing as part of competitive strategy of many firms in recent years has attracted an increasing amount of attention on the part of POM experts. This has resulted in the emergence of the "Supply Chain Management" field. Ironically, however, much of the attention in this growing field has been on operational aspects of management decisions with little attention paid to design decisions from a strategic perspective. This paper examines through an analytical model the linkages between supply chain design, positioning decisions, as well as other design decisions of the firm.

SC4E4 The Effect of Alignment Between Supply Chain Management Strategy and Diversification Strategy on Performance, Ram Narasimhan, Michigan State University, Department of Marketing and Supply Chain Management, Eli Broad Graduate School of Management, Michigan State University, East Lansing, Michigan 48824, narasimh@pilot.msu.edu, Soo Wook Kim, Michigan State University, Department of Marketing and Supply Chain Management, Eli Broad Graduate School of Management, Michigan State University, kimsoo2@pilot.msu.edu

This paper discusses the effect of alignment between the strategic factors of supply chain management and the level of market/product diversification on business performance and supply chain management performance. The paper suggests a conceptual framework linking supply chain management strategies to company-level strategy and other functional strategies. The model proposed in this research can be used to achieve supply chain integration.

SC4E5 Supply Chain Strategy in Emerging Markets, Samuel Vieira, Federal University of Minas Gerais, Anexo da Engenharia - PCA, Caixa Postal, 209, 30161-970 Belo Horizonte - MG BRAZIL, svieira@dep.ufmg.br, Antonio de

Souza, Federal University of Minas Gerais, Anexo da Engenharia - PCA, Caixa Postal, 209, 30161-970 Belo Horizonte - MG BRAZIL,

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Sunday, 12:45 – 2:15 Room: Villa

Title: Service Product Development

Chair: Larry J. Menor, University of Western Ontario, Canada

SC5B1 A Method for Aligning a Service-delivery Process with Stakeholder

Management Strategy, Rita DiMascio, School of Business Operations Management, University of Western Sydney, PO Box 10, Kingswood NSW 2747, Australia, r.dimascio@uws.edu.au

A stakeholder-based performance measurement system has recently been proposed that links organisational performance to stakeholder satisfaction, which in turn is linked to process outcomes. Process outcomes are not, however, linked to process 'inputs' - a drawback which limits the extent to which a process can be 'engineered' for maximum organisational performance. This paper overcomes this drawback in a service delivery process by making this link and by applying manufacturing improvement tools: Taguchi methods, flowcharting and simulation. The technique was illustrated on a patient-treatment process within a public hospital.

SC5B2 Evidence for an Integrated Product-Service Matrix: Developing the Tangible Dimension, Alan Pilkington, Royal Holloway, University of London, Production and Operations Management, Egham, Surrey TW20 0EX, United Kingdom, a.pilkington@rhbnc.ac.uk

With the current focus of attention on developing Operations Management theory has come efforts to formalise the product-process matrix and the proposal of several service-based equivalents. This paper considers the status of these models and, using an empirical analysis based on the work of Collier and Meyer, identifies that they can be linked by a common third axis derived from existing service-product classifications.

SC5B3 Knowledge Management and Service Operations: A Synergy Exposed, Craig M. Froehle, University of North Carolina at Chapel Hill, Kenan-Flagler Business School, CB #3490, Chapel Hill, NC 27599-3490, froehlec@bschool.unc.edu,

Aleda V. Roth, University of North Carolina at Chapel Hill, Kenan-Flagler Business School, CB #3490, Chapel Hill, NC 27599-3490, rotha@bschool.unc.edu, Ann S. Marucheck, University of North Carolina at Chapel Hill, Kenan-Flagler Business School, CB #3490, Chapel Hill, NC 27599-3490, maurchea@bschool.unc.edu

By examining service operations through the lens of knowledge management (KM), we generate new insights into information technology’s role in the service delivery process. Drawing from information theory and contemporary research on individual and organizational learning, we develop a model of the knowledge and information transfers among knower, learner, and the environment. Unlike previous frameworks, however, this model decouples the learner from the knower and explicitly incorporates the concepts of environment, medium, and context. Then, by applying this KM-based model to Wemmerlov’s (1990) taxonomy of service processes, we are better able to determine when service systems are likely to benefit from technology application.

SC5B4 Batching in a Mass Service Operation, Jacob V. Simons, Jr., Georgia Southern University, P.O. Box 8152, Statesboro, GA 30460-8152, jsimons@gasou.edu, Gregory R. Russell, Georgia Southern University, Georgia Southern University, P.O. Box 8152, Statesboro, GA 30460-8152, grussell@gasou.edu

Job batching in manufacturing has been well-researched. While batching is also employed in mass services, it is not clear to what extent the manufacturing theory may be transferred. We studied a single case with multiple instances of batching. Our findings indicate that while the factors that affect batching in manufacturing still apply, so do additional factors. The net effect is a broader set of considerations which influence the determination of when batching is desired in mass services and how big batches should be.

SC5B5 Theoretical and Statistical Modeling: An Empirical Investigation of New Service/Product Development Competence and Performance, Larry J. Menor, University of Western Ontario, London, Ontario N6A 3K7, Canada, lmenor@ivey.uwo.ca, Aleda V. Roth, University of North Carolina at Chapel Hill, Chapel Hill, NC 27599-3490, aleda_roth@unc.edu

New services development (NSD) has become an important competitive necessity in many service industries. However, NSD remains among the least understood topics in the service management literature. We introduce the construct of an “NSD competence” and empirically examine its relationship with NSD performance. We hypothesize that an NSD process focus, market acuity, service innovation strategy, service culture, and IT experience determines a service firm’s NSD competence. This NSD competence, in turn, drives NSD performance. The empirical results indicate a causal linkage between NSD competence and NSD performance, suggesting that an integrated management of NSD enhances the likelihood of success.

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Sunday, 12:45 – 2:15 Room: Lantana

Title: Concurrent Engineering and Rapid Prototyping

Chair: Paul Schikora, Indiana State University

SC6D1 An Integrated Approach For Product and Automated Production Process Design, Lilian Barros, University of Southhampton, Southampton, United Kingdom, lilianbarros@yahoo.com

There is a lot of active engineering research in the fields of innovation and technology management. In particular there is wide interest in ways to minimize the length and the cost of the innovation cycle in industry. Integrating product and process design is one of these approaches and several alternatives have been proposed to attain those objectives. For instance, modular product design methods may be applied to process design as well. Concurrent engineering methods have been tried in several industries, in particular for the design of flexible manufacturing systems.

SC6D2 IT Infrastructures for New Product Development in Strategic Alliances, Darren B. Meister, Queen's University School of Business, Kingston, Ontario K7L 3N6, Canada, dmeister@business.queensu.ca, Donald Gerwin, Carleton University, Ottawa, Ontario K1S 5B6, Canada.

Many firms use strategic alliances as a part of their new product development (NPD) efforts. These partners must coordinate their R&D and manufacturing efforts through the use of people, processes and information technology (IT) infrastructure. This paper will look at the effects of pre-existing IT infrastructures, NPD task requirements and partner relationships on the suitability of various IT coordination options. Through the use of case studies in telecommunications equipment and financial services e-commerce NPD, four options have been identified. Predictive conditions for each option as well as managerial motivation for switching will be provided.

SC6D3 The Product Manufacturability Interface with Marketing and Industrial Design, David P. Christy, The Pennsylvania State University, University Park, PA 16802, dave.christy@psu.edu.

The effective design of products and services requires greater integration than ever before between technical feasibility studies, realization, manufacturability, aesthetics, demand analysis, channel design, and the design of the business model. Observations of student design teams provide a laboratory setting to generate hypotheses about how this integration works, mainly by observing the effects when elements are absent. This paper reports on the observation of more than 25 design teams and the products that they envisioned and prototyped. In each case, the effectiveness of the prototype, reasonableness of the demand estimates, and appropriateness of the business model are evaluated.

SC6D4 An Analytic Network Process for the Evaluation of Time Compression Technology, Athakorn Kengpol, University of Nottingham, Nottingham, NG7 2RD, United Kingdom, epxak@epn1.maneng.nottingham.ac.uk, Christopher O'Brien, University of Nottingham, Nottingham, NG7 2RD, United Kingdom.

This paper proposes a framework for evaluating Time Compression Technology (TCT) of which Rapid Prototyping technology (RP) is an example. The approach applies the Analytic Network Process (ANP) instead of the more familiar Analytic Hierarchy Process (AHP) to quantify the impact of the value of reducing development time through investment in TCT. The research has involved collaboration with eleven companies in a variety of industrial sectors in the United Kingdom and Austria. The results and sensitivity analysis of a comparison between conventional and TCT technology are presented for a number of cases.

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Sunday, 12:45 – 2:15 Room: Suite 405

Title: So What and Who Cares: Do Students Think OM Really Makes A Difference?

Chair: Lee Kirche, University of Houston

SC7G1 How Valuable Is the Core Operations Management Class? Students' Perceptions at One University, Britt M. Shirley, College of Business, The University of Tampa, 401 West Kennedy Boulevard, Box 152F, Tampa, FL 33606-1490, BMShirley@aol.com; Ali Jenzarli, College of Business, The University of Tampa, 401 West Kennedy Boulevard, Box 15F, Tampa, FL 33606-1490, ajenzarli@alpha.utampa.edu

Business schools generally require that students take a course in the functional areas of marketing, finance, and operations. Unfortunately, students often enter the core operations course with little knowledge of what the course involves. Even while taking the class, students occasionally feel that none of the topics relate to their interests or professional goals. Our paper surveys students in the capstone business policy course at the University of Tampa and assesses their perceived value of the course in an absolute sense and relative to other courses in the College of Business core.

SC7G2 Factors Influencing Performance in an Introductory Operations Management Course, Brent Bandy, College of Business Administration, University of Wisconsin, Oshkosh, Oshkosh, WI, bandy@uwosh.edu.

Results of research on factors that influence academic performance in undergraduate business courses have been reported frequently in the academic literature. Most studies have involved introductory courses in accounting, economics, or finance. This study investigates student performance in an introductory operations management course, and extends the research beyond the usual ability and aptitude factors into other ability areas, cognitive aspects, and environmental considerations. Data for the sixty-seven students involved in the study were derived from their performance in the course, a survey they completed, and student records. The study was carried out using simple linear correlation analysis and stepwise multiple regression analysis.

SC7G3 Empirical Investigation of Student’s Learning on the Operations Management (OM) Core Course, Lee Kirche, Decision and Information Sciences Department, College of Business, University of Houston, Houston, TX 77204-6282, ekirche@uh.edu; Sukran Kadipasaoglu, Decision and Information Sciences Department, College of Business, University of Houston, Houston, TX 77204-6282, sukran@uh.edu; Basheer Khumawala, Decision and Information Sciences Department, College of Business, University of Houston, Houston, TX 77204-6282, bkhumawala@uh.edu.

We investigate the impact of student’s perceptions and prior knowledge of OM on the resulting learning in the core course. We have a two-stage survey study. The first survey is administered on the first day of class and the second survey on the last. The survey is administered in multiple classes, class sizes ranging from 50 to 350 students. Multivariate analysis techniques are initially used to refine and validate the survey instrument. Subsequently, Structural Equation Modeling is used to test the model developed to describe the relationships among the students’ perceptions and prior knowledge of OM, the population characteristics, and the amount of learning that takes place in the core OM course. This study is the first of a series that will be repeated in multiple semesters.

SC7G4 Teaching Operations Management to Historically Disadvantaged Students in South Africa, Anton Grutter, University of the Western Cape, Priv Bag X17, Bellville, 7535, South Africa, agrutter@uwc.ac.za

The University of the Western Cape is categorized as an"historically disadvantaged university" and draws it students from communities where the education systems have all but collapsed. Creating learning experiences for these students is a general challenge, but developing an understanding of the effective management of operational resources when student's often only have experience of extreme resource scarcity presents particular challenges. This paper presents the model, a simplified version of Hill's 1995 model of manufacturing strategy, used to introduce students to operations management. It also reports on the introduction of mind maps to strengthen the cognitive skills development of the students and the case study assignment which enables students to apply the model in a real world situation.

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Sunday, 2:30 – 4:00 Room: Encino

Title: Service Productivity Improvement

Chair: Paul Rackow, Fordham University

SD1B1 Experience versus Learning: An Empirical Analysis of Minimally Invasive

Cardiac Surgery, Gary P. Pisano, gpisano@hbs.edu; Richard M. J. Bohmer, rbohmer@hbs.edu; Amy C. Edmondson, aedmondson@hbs.edu, Harvard Business School, Morgan Hall T87, Boston, MA 02163

This paper examines learning curves in healthcare. In contrast to previous research, we argue that learning curves may vary across organizations engaged in the same learning task. We investigate this issue in cardiac surgery departments implementing a new technology for less invasive cardiac surgery. We report on analysis of detailed data on procedure times from a sample of 662 patients who underwent this operation at 16 different institutions. This unique data set allows us to estimate learning curves across organizational settings. We find evidence that the slope of the learning curve varies significantly across organizations. Theoretical and practical implications of the findings are discussed.

SD1B2 The Effect of Capacity Utilization on Service Quality: A Longitudinal Survey of Service Improvement, Stuart Chambers, University of Warwick, Warwick Business School, Coventry. CV4 7AL., United Kingdom, stuart.chambers@warwick.ac.uk, Adrian Watt, University of Warwick, Warwick Business School, Coventry. CV 4 7AL, United Kingdom, adrian.watt@warwick.ac.uk

Research show that service quality often deteriorates as capacity utilization increases. This paper reports the results of a longitudinal research project conducted over a period of four years, investigating the effect of varying levels of demand within mass customer service organizations, upon the customers’ perception of the many aspects of the service quality they received. The initial results combined with customer importance priority rankings, were intended for incorporation in capacity/demand and facilities planning, and resource allocation for service improvement. The later results enable an assessment of the effects of operational changes on service quality and the methodology’s robustness over time.

SD1B3 Productivity Improvement of Mail Delivery: A Case Study of Korean Postal Services, Seung-Kyu Rhee, Korea Advanced Institute of Science and Technology, Graduate School of Management, 207-43 Cheongryang, Seoul 130-012, Korea, skrhee@kgsm.kaist.ac.kr, In-kyung Song, Korea Advanced Institute of Science and Technology, Graduate School of Management, 207-43 Cheongryang, Seoul 130-012, Korea, iksong@kgsm.kaist.ac.kr

Facing the challenges of express courier services and Internet communications, postal service providers all over the world need radical improvements in the delivery performances. Variability in mail volumes across different regions and seasons, changing mail characteristics, and restrictive workforce policies make the task very complicated. Automation technologies for address recognition, sorting, and delivery point sequencing have been introduced to improve the service productivity, the result of which vary widely depending on the management policy. In this paper we examine the delivery productivity issues in Korea, Japan, USA, and Germany, and then explain how different management approaches result in different performances.

SD1B4 Outcome Measures in Healthcare as a Reflection of Quality, Paul Rackow, Fordham University, 1623 Third Avenue, New York, NY 10128, rackow@mary.fordham.edu

Quality in healthcare is reflected by outcome measures of a series of clinical results. Proposed measures suggested by the JCAHO are discussed together with the techniques used in analyzing quality. Some examples of real world results in cardio-thoracic surgery, Bowel surgery, and Orthopedic surgery are presented.

SD1B5 Identifying a Common Set of Weights Appealing to All DMUs in Data Envelopment Analysis, Daniel L. Tracy, Washington State University, Pullman, WA 99164-4736, dtracy@mail.wsu.edu

Data Envelopment Analysis (DEA) is a mathematical programming approach to measuring the efficiency of a Decision Making Unit (DMU) relative to a group of DMUs. When they have multiple inputs and/or outputs, weights must be assigned to each input/output. Each DMU may choose different weights to put themselves in the best light. However, in practice, most managers evaluate DMUs based on deterministic criteria. Even when considering a fairly homogenous group of DMUs, specialization may occur resulting in disagreements regarding the weight structure. A model with an application is offered to identify a common set of weights agreeable to all DMUs.

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Sunday, 2:30 – 4:00 Room: Sabino

Title: Management Issues

Chair: Joel D. Wisner

SD2E1 Cooperative Supply Chain Configuration Management Suggested Track: Global Supply Chain Management, Cbaru Chandra, University of Michigan-Dearborn, Industrial &: Manufacturing Systems Engineering Department, 4901 Evergreen Road, Dearborn. MI 48128-1491, charu@umich.edu, Alexander V. Smirnov, University of Michigan-Dearborn, Industrial &: Manufacturing Systems Engineering Department, 4901 Evergreen Road, Dearborn. MI 48128-1491, smir@umich.edu

A cooperative supply chain is an arrangement whereby its members achieve coordination through negotiations and compromise, in honoring commitments made to each other. Such an arrangement offers opportunities to design, model, and analyze problems with local perspective of a Member and global view of a Group. It also holds the potential of emergence of divergent supply chain network topologies, in order to satisfy dynamic market conditions. These unique configurations and associated problems require formulations in relation to a framework, recognizing their domain dependence within the domain independent environment of the supply chain. In this paper, we present a framework that enables configuration management of a cooperative supply chain based on the principles of collaborative engineering of its functional domains.

SD2E2 Can We Use Financial Portfolio Management Theory To Assess Risks In Supply Chain?, Kiran Desai, Ph. D., University of Memphis, Fogelman College of Business and Economics, Memphis, TN 38152, kdesai@memphis.edu, Harsha B. Desai, Ph.D., Loyola College, in Maryland, Baltimore, MD 212 10, desai@loyola.edu

Supply chain management has gained currency as the final frontier of business. The risks associated with supply chain management from a buyer's perspective include the quality of a supplier's goods, supplier's long-term solvency, supplier's ability to manage downward pressure on its prices, supplier's ability to use the latest in appropriate technology, and the supplier's ability to deliver on time. On the other hand, portfolio management in finance affords us an opportunity to examine the risks of various investment alternatives. We explore the application of portfolio theory to the evaluation of the risks in supply chain management using several real life examples.

SD2E3 Transportation Problems with Exclusionary Side Constraints and Some Solution Methods, Minghe Sun, The University of Texas at San Antonio, Division of Management and Marketing, College of Business, San Antonio, TX 78249, msun@utsa.edu

Many practical distribution and storage problems can be modeled as transportation problems with exclusionary side constraints. In such problems, as in traditional transportation problems, goods at a set of source locations need to be shipped to, and stored in, a set of warehouses at possible minimum total shipping and handling cost. In addition, a warehouse may not be allowed to receive goods simultaneously from some sources because goods incompatibility may cause damage or deterioration to the goods and/or to the facility. Mathematical formulations of the problem are discussed. Currently available heuristic solution procedures and exact solution algorithms are examined

SD2E4 Distribution And Customer Interaction Issues In Supply Chain Management, Joel D. Wisner, CPM., CTL, University of Nevada, Las Vegas, Dept. of Management, Las Vegas, NV, 89154-6009, wisner@ccmail.nevada.edu, K.C. Tan, CPM., CPIM, University of Nevada, Las Vegas; Dept. of Management, Las Vegas, NV, 89154-6009, KCTan@nevada.edu

The term, supply chain management has been used to describe the integration-of distribution activities by wholesalers and retailers, as well as manufacturer attempts to integrate supply activities. Today, no universally accepted definition exists for supply chain management or its associated activities. Toward that end, a comprehensive survey administered to US materials management professionals sought to identify the current state of the art in supply chain management and to identify purchasing, production, and distribution issues associated with supply chain management. This paper reports the findings with respect to the distribution and customer contact activities of firms practicing supply chain management. A number of significant findings are reported.

SD2E52 Trends in the global automotive industry – a survey study of OEM and supplier strategies and relations, Fredrik von Corswant, Chalmers University of Technology, SE-412 96 Gothenburg, Sweden, corswant@mot.chalmers.se, Peter Fredriksson, University of Technology, SE-412 96 Gothenburg, Sweden, pefr@mot.chalmers.se

Intense global competition and structural changes characterize the automotive industry today, profoundly affecting the operations manager. This paper provides up-to-date facts, analyses and implications based on the involved managers' perspectives on the past, present and future situation in the automotive industry. The results from a survey, answered by auto manufacturer and global supplier managers, indicate differences between suppliers and manufacturers regarding operations strategy and future plans. Suppliers are for instance most urgent to go global, while manufacturer managers emphasize product cost and innovation as key performance criteria. Though, both parties will continue the commenced ways of outsourcing and downstream integration.

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Sunday, 2:30 – 4:00 Room: Suite 415

Title: Information Technology

Chair: David McCutcheon

SD8E1 Impacts of Internet-based Communication on Supply Chain Management, David McCutcheon, University of Victoria, Faculty of Business, dmccutch@business.uvic.ca

There has been some debate about the probable impact of Internet-based systems on buyer-supplier relationships. Steinfield, Kraut and Plummer (1997) reviewed findings of previous studies and concluded that, overall, "extranet" systems would lead to strengthening of existing buyer-supplier relationships and reductions in the typical supplier base. Most of these studies were at a macroeconomic level. More relevant for most firms is the Internet's likely impact at the industry or business unit level. Here, I discuss some factors that may influence how Internet-based technologies could affect "make or buy" decisions, depending on the type of business and purchase involved.

SD8E2 Supply Chain Management as an Approach to Knowledge Management, Dr. Peter Milling, Industrieseminar der Universitat Mannheim, D - 68131 Mannheim, Germany, pmilling@is.bwl.uni-mannheim.de, Dipl.-Kfm. Ulli H Konig, Industrieseminar der Universitat Mannheim, D - 68131 Mannheim, Germany, ukoenig@is.bwl.uni-mannheim.de

Up to now, Knowledge Management (KM) was either related to IT-based explanations or metaphysical theories. However, the goal of KM can be seen as an equivalent to logistics. Therefore the taken approach tries to find parallels between the more strategically oriented KM and the Operations Management based Supply Chain Management. We like to show alternative ways to solve the problem of Knowledge-distribution within organizations. To do this, we use computer based simulation models that are not merely mathematical but also structural and nonlinear.

SD8E3 Information Sharing in the Supply Chain, Ahmet S. Ozkul, Clemson University, Department of Management, 101 Sirrine Hall, Clemson, SC 29634-1305, aozkul@clemson.edu, Steve Davis, Clemson University, Department of Management, 101 Sirrine Hall, Clemson, SC 29634-1305, davis@clemson.edu

This paper develops specific information sharing models for manufacturing supply chains that share manufacturing planning information. Using a simulation methodology, performance of a supply chain is studied with different information sharing structures and richness levels of shared information. The paper also addresses such problems as the "bullwhip effect" with the decentralized information sharing model, and '"nervousness" with the centralized information sharing model.

SD8E4 Information Technology and Its Impact on Logistics Strategy: An Australian Perspective, Stephen Miles Waters, 9 Cowan St, Oyster Bay 2225 NSW Australia, swaters@wilcom.com.au

The purpose of this paper is to review literature on Logistics with specific emphasis on Information Technology and it's impact on Logistics Strategy. This paper is the result of research carried out as part of a doctorate. There will be a focus on Australian research. articles written by Australian authors or with Australian content. The paper will also highlight both well-researched issues and those neglected and in need of further research. The paper will contribute to information on the subject of Logistics, and provide information to Logistics practitioners in all countries.

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Sunday, 2:30 – 4:00 Room: Carranz

Title: Innovation and Product Re-design

Chair: Paul Schikora, Indiana State University

SD4D1 Modularization of Complex Products, Magnus Persson, Chalmers University of Technology, S-412 96 Gothenburg, Sweden, e.mape@mot.chalmers.se, Tobias Holmqvist, Chalmers University of Technology, S-412 96 Gothenburg, Sweden, e.tobias@mot.chalmers.se

In recent years, product modularization has received increasing interest among both practitioners and academics. A literature survey resulted in four different methods for modularization. The aim of this paper is to analyze these methods applicability for four basic product architectures. The results show that the modularization methods are useful for products with simple product architecture, i.e. one function is allocated to one physical module. However, concerning more complex architectures in which several functions are allocated to several physical modules, the methods seem insufficient. Therefore, to make the methods suitable for complex products, areas for further development are suggested and discussed.

SD4D2 Parts Reduction Initiatives: A Review of the Literature, Mary Gander, Winona State University, Winona, MN 55987, mgander@vax2.winona.msus.edu

As more companies become aware of the tremendous potential benefits that can be gained from improvement of design of products, not just designing for ease of manufacture (DFM) but also, designing for enhancement of efficiency, quality, and cost savings throughout a manufacturing company's operations, including improved supplier service and customer satisfaction (called "design for system optimization" or DSO), an increasing number of parts reduction initiatives are being reported in the literature with interesting patterns of benefits. Many of these offer great opportunities for learning. This paper reviews studies and reports of parts reduction programs. It also reviews related initiatives to increase use of common parts and processes, increase use of standard parts, and design for maximizing point of differentiation.

SD4D3 Managing Innovation in UK and German Manufacturing Companies, Keith Goffin, Cranfield School of Management, Cranfield, Bedford MK43 0AL, England, k.goffin@cranfield.ac.uk, Rolf Pfeiffer, Marek Szwejczewski, and Bertram Lohmuller, Cranfield School of Management and Export-Akademie Baden-Wurttemberg.

In today’s increasingly competitive international business environment, manufacturing companies are looking for ways to become more innovative – more successful at developing new products and processes on a regular basis. This paper reports on a project, which used a combination of survey and case study research to investigate how innovation is managed in the electrical engineering and engineering sectors in Germany and the UK. The results show that managing innovation is a complex and challenging task for which there are no simple solutions. These results have important implications for both practitioners and researchers focusing on innovation in manufacturing industry.

SD4D4 Perceived Product Quality: A Conceptual Model, Dan Heiser, DePaul University, Chicago, IL 60604, dheiser@wppost.depaul.edu, Lori Cook, DePaul University, Chicago, IL 60604, lcook@wppost.depaul.edu.

Previous conceptual models for assessing product and service quality have become important instruments in understanding consumer behavior and the perceived quality of an organization’s market offerings. However, many organizations’ offerings don’t fit the traditional definition of a manufactured good or a service. Organizations now focus on building long-term relationships and the experiential elements of their market offerings. In addition, recent advances in multiple technologies provide an unprecedented opportunity to redefine long-established market niches. This paper proposes an integrated model of product quality to accommodate the expanding definition of a market offering and to reflect the affect of advances in technology.

SD4D5 Operations Analysis of Space Transportation Systems, Alex J. Ruiz-Torres, Florida Gulf Coast University, Fort Myers, FL 33965, aruiztor@fgcu.edu, Carey McCleskey, NASA, Kennedy Space Center, FL 32899, carey.mccleskey-1@ksc.nasa.gov.

The growing emphasis on affordability for space transportation systems requires the assessment of new space vehicles for all life cycle activities, from design and development, through manufacturing and operations. This paper addresses the operational analysis of launch vehicles, focusing on modeling the ground support requirements of vehicle architecture, and estimating the operational costs and flight rate. This paper proposes the use of Activity Based Costing (ABC) modeling for this analysis. The model uses expert knowledge to determine the activities, the activity times, and the activity costs based on vehicle design characteristics. The approach provides several advantages to current approaches to vehicle architecture assessment including easier validation and allowing vehicle designers to understand the cost and cycle time drivers.

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Sunday, 2:30 – 4:00 Room: Villa

Title: Human Resources In Support of POM

Chair: Nancy Lea Hyer, Vanderbilt University

SD5F1 Selection, Training and Development of Cell Personnel, Nancy Lea Hyer, Owen at Vanderbilt, 401 21^st Avenue South, Nashville, TN, 37204, nancy.lea.hyer@owen.vanderbilt.edu; Urban Wemmerlov, School of Business, University of Wisconsin-Madison, Suite 4284 Grainger Hall,

975 University Avenue, Madison, Wisconsin 53706, uwemmerlov@bus.wisc.edu

Many organizations with cells acknowledge that one of their greatest challenges is selecting and preparing cell personnel -- those who will work in and manage cell activities -- for their new responsibilities. Based on extensive field research and a review of the operations management and human resources literature, we present a preliminary framework for cell personnel selection, training and development. In particular, we explore the criteria and processes organizations use to select cell personnel, the training they provide, and the ways in which they develop cell employee capabilities over time. We highlight key challenges, company “best practices,” and unanswered questions. Finally, we offer a number of propositions to be explored in future studies.

SD5F2 Gender Effects on Executive Performance: A Case of Hong Kong India and Malaysia, Manjulika Koshal, Ohio University, Department of Management Systems, College of Business, 528 Copeland Hall, koshal@oak.cats.ohiou.edu. Peter Johansen, Ohio University, 1 South Congress Street Apt. #F, Athens, Ohio 45701, johansenp@yahoo.com. Ashok Gupta, College of Business, Ohio University, Athens, OH 45701, USA agupta1@ohiou.edu. Rajindar Koshal, Ohio University, Haning Hall, Athens, OH 45701

In the interdependent global economy, the need for women to undertake leadership positions is becoming more important. A large percentage of the world population lives in South Asia and the Indian Subcontinent region, making these regions important for growth. This study is based on the surveys of perceptions of men and women managers from India, Malaysia and Hong Kong. This paper attempts to study if gender affects the leadership styles of executives and the major barriers affecting the advancement of women. The findings are interesting and surprising.

SD5F3 Strategic Role of Human Resource Management in Total Quality Organizations, Hesan A. Quazi, Nanyang Technical University, Nanyang Business School, Nanyang Avenue, Singapore 639798, ahaquazi@ntu.edu.sg

The extent of strategic role played by the Human Resource Management department/division in Total Quality organizations operating in Singapore was explored. A pre-tested questionnaire was mailed to 200 ISO 9000 certified companies from which 64 completed surveys were received. A comparative analysis between the firms based on the ownership and size were carried out. Results indicate that the HR departments are not fully functioning at the strategic level. The size of the organization and the length of time of ISO 9000 Certification were found to have impact on the level of participation of the HR department in the TQ process.

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Sunday, 2:30 – 4:00 Room: Lantana

Title: Innovations in Delivering POM in the First Year MBA Program: Integration and Scheduling

Chair: F. Robert Jacobs and Jim Patterson, Indiana University

SD6G1 POM in the First Year MBA at Indiana University, F. Robert Jacobs, Kelley School of Business, Indiana University, Bloomington, IN 47405, jacobs@indiana.edu

SD6G2 How to View Your First Year MBA Program as a Project?, James H. Patterson, Kelley School of Business, Indiana University, Bloomington, IN 47405, pattersj@indiana.edu

In this invited session, Bob Jacobs will describe the efforts at Indiana University to develop and implement a highly integrated first year MBA curriculum. Bob will describe the content and timing of the operations management segments and how they blend with the other functional elements of the core. In addition, Bob will describe what is necessary to make an integrated core a reality-the barriers, the benefits, the costs, and the consequences. A discussion and presentation will follow this by Jim Patterson and Bob on how the first year integrative core is modeled as a project. Precedence requirements on the order in which topics are covered, as well as the inclusion of constraints on both classroom and faculty availability are considered in the model. There will be ample opportunity for questions and comments.

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Sunday, 2:30 – 4:00 Room: Suite 405

Title: Taming the Dragon in the Basement: An ERP Tutorial

Chair: Sue Siferd, Arizona State University

SD7G1 A Tutorial on Enterprise Resource Planning Systems (ERP) and Other e-business Issues, Sue Perrott Siferd, Arizona State University, College of Business, Dept. of Supply Chain Mgt., P.O. Box 874706, Tempe AZ 85202, sue.siferd@asu.edu; Julie Smith David, Arizona State University, College of Business, School of Accountancy & Information Management, P.O. Box 873606, Tempe AZ 85202, julie.smith.david@asu.edu, Susan Amundsun, Arizona State University, College of Business, Dept. of Supply Chain Mgt., P.O. Box 874706, Tempe AZ 85202, susan.amundson@asu.edu

Integrated, enterprise-wide systems have become the de facto standard for transaction processing in organizations. At Arizona State, we are challenged by choices about the best pedagogy to use in preparing our students to deal knowledgeably with rapidly changing technology. We have experienced success using ERP systems in our accounting and information systems curriculum at undergraduate and MBA levels. Now we are introducing ERP and e-business concepts throughout our business curriculum. We will share our successes and failures as we present an overview of ERP systems, their relationship to supply chain management, and other e-business issues.

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Sunday, 4:15 – 5:45 Room: Encino

Title: Quality and Strategy

Chair: John F. Dalrymple, RMIT

SE1F1 International Business Profile Benchmarking for the SME Sector-

A Method of Targeting POM Improvement, John F Dalrymple, Computing Devices Professor of Quality Management Centre for Management Quality Research at RMIT, PO Box 71, Bundoora 3083 Victoria Australia

This paper explores some of the issues surrounding quality in SME’s and presents results of a study of an international business profile benchmarking tool. This instrument has the potential to identify the relative strengths and weaknesses of small and medium sized companies by comparison with their international counterparts of a similar size, turnover, number of employees and industry sector. Information provided by this instrument may enable areas to be targeted for improvement in the SME’s production operations management. The ability to benchmark across the business profile against international competitors presents possibly the first such opportunity as global purchasing is adopted.

SE1F2 Evaluation Of Strategic Models Of Quality Management As Leverage In The Search Of Excellence: A Case Study In The Building Industry, Eliana Anunciação Alves de Souza, Mestranda em Engenharia Civil - Universidade Federal Fluminense (UFF) Rua República do Perú, 238/902 - Copacabana - CEP 21.021-040 - Rio da Janeiro, RJ – Brasil, e-mail: eliana@civil.uff.br, José Rodrigues de Farias Filho, D.Sc. Universidade Federal Fluminense - Rua Passo da Pátria, 156 - Bloco E - Sala 329 Boa Viagem - Niterói- RJ - Brasil - CEP 24.240-210, e-mail: rodrigues@civil.uff.br

The objective of this work is to analyze the quality management models used by companies in the metropolitan area of Rio de Janeiro in order to evaluate the relation between these models and the growing results in its business. In a context where the competition increases more and more, the understanding that an increment in revenues and reduction in operation costs, can both be achieved through a better efficiency, productivity and the adequate use of capital investment leading to the competitive advantage.

SE1F3 The Adoption Of Total Quality Management Strategy – TQM - Such As Catalyst In Organizational Process Relationed With The Innovation And Change Process, Sergio Lessa de Gusmão, Travessa Marrocos, 55 - Porto Alegre, RS - CEP: 91370240 – BRASIL, slgusmao@nutecnet.com.br

As the innovation and change process are important for to get and maintain a competitive advantage, this paper present that the enterprise must be oriented for process which guide your actions for the knowledge of the enterprise competitive dimensions, your position inside the supply chain and, consequently, to develop a technological strategy. In this context, the Total Quality Management, which is a global strategy, could be adopted such as catalyst in the process giving the direction for all enterprise decisions related with the innovation and change process, optimizing the results in order to reach organizational goals for improve your surviving and growing.

SE1F4 Performance Measurement and the Competence Approach to Strategy, Mike Bourne, Centre for Strategy and Manufacturing Performance, Institute for Manufacturing, Mill Lane, Cambridge CB2 1RX, England, mcsb@eng.cam.ac.uk; John Mills, Centre for Strategy and Manufacturing Performance, Institute for Manufacturing, Mill Lane, Cambridge CB2 1RX, England, jfm@eng.cam.ac.uk; Ken Platts, Centre for Strategy and Manufacturing Performance, Institute for Manufacturing, Mill Lane, Cambridge CB2 1RX, England, kwp@eng.cam.ac.uk; Andy Neely, Centre for Strategy and Manufacturing Performance, Institute for Manufacturing, Mill Lane, Cambridge CB2 1RX, England, adn@eng.com.ac.uk., Huw Richards, Centre for Strategy and Performance, University of Cambridge, Mill Lane, Cambridge, CB2 1RX, England, ahr@eng.cam.ac.uk

Currently, performance measurement is seen as an effective tool for translating strategy into action (Kaplan & Norton, 1996). To date, most performance measurement system design processes have adopted an external, or market based, approach in the tradition of Porter (1980). As a result, the internal, or competence approach, has been widely ignored. An effective performance measurement system is designed to focus effort and resource. It is therefore important to develop key measures for learning and the development of competences. This paper will develop a competence driven framework for performance measurement and illustrate this using case study examples.

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Sunday, 4:15 – 5:45 Room: Sabino

Title: Performance Measurement

Chair: Bih-Ru Lea, University of Louisville

SE2H1 The Impact of Forecast Error and Management Accounting Alternatives on Manufacturing Performance, Bih-Ru Lea, Computer Information Systems, College of Business & Public Administration, University of Louisville, Louisville, KY 40292, brlea@louisville.edu; Wen-Bin Yu, Computer Science & Engineering, Speed Scientific School University of Louisville, Louisville, KY 40292, weny@louisville.edu

Since safety stock is used to cope with demand forecast error, mangers of risk-seeking, risk-averse, or neutral type is likely to determine safety stock differently that resulted in different master production schedule, various ending inventory levels, and inventory related costs. Since different management accounting alternatives treat inventory differently, the decision of safety stock will then affect manufacturing performance. This study uses simulation modeling to examine the interactions of various safety stock levels, management accounting alternatives, product mix algorithm, and product complexity on various manufacturing performance over a 3 year planning horizon. The results of this study will help managers of various types to identify an appropriate safety stock level and management accounting alternative under manufacturing settings.

SE2H2 Performance Analysis of a High-Speed Production Line Using Simulation, M. Ali Montazer, University of New Haven, Department of Industrial Engineering, West Haven, Connecticut 06516, montazer@charger.newhaven.edu, Troy W. Turner, University of New Haven.

A simulation model of an existing high-speed liquid filling production line was developed, using ARENA HiSpeedSim software. The production line includes eight different processing stations, more than 200 feet of accumulating-type conveyors and thirty photo-eyes that electronically control the production process. The line is capable of producing 200 bottles of liquid per minute, 24 hours per day seven days per week. The simulation model developed may be used to identify bottleneck stations as well as the optimal line settings, including conveyor lengths and speeds as well as photo-eye locations in order to maximize throughput. Initial experimentation with the model has provided alternative settings that would increase throughput more than eleven percent over the current throughput.

SE2H3 Developing Internet-Based MRP-DSS for Classroom Use, Philip S. Chong, California State University, 1250 Bellflower Blvd., Department of Management/HRM, Long Beach, California 90840, pchong@csulb.edu.

This paper describes the design, development, and implementation of an Internet version of MRP-DSS, a Manufacturing Resource Planning Decision Support System (http://mrpdss.wide-link.com/). It will describe the unfolding experience of MRP-DSS starting from an MSDOS BASIC version in 1984 to a DBASE Clipper version in 1992, and now to an Internet version in 1999. It will focus its description on enhancements in capability and benefit to the user as a result of rapidly evolving new system technologies and platforms. MRP-DSS has many experienced users in both business and educational applications. The paper will discuss issues and challenges from the users’ perspectives of the evolving advantage, versatility and future potential of Internet, as MRP evolves into ERP and Supply Chain Management applications. Sample screen displays of Internet MRP-DSS will be used to demonstrate its design features, user interfaces and functional capabilities.

SE2H4 The Evolution of the Balanced Scorecard: Frameworks, Design Processes and Implementation, Michael Shulver, University of Warwick, Warwick Business School, Coventry, CV4 7AL UNITED KINGDOM, michael.shulver@wbs.warwick.ac.uk, Gavin Lawrie, 2GC Active Management, Henrik Andersen, 2GC Active Management.

Abstract: Perhaps the most famous performance measurement and strategy articulation methodology is Kaplan and Norton’s Balanced Scorecard. Since its inception in the early 1990s the Balanced Scorecard framework has evolved considerably. Further, academics and consultants have developed increasingly sophisticated models of design and implementation, such that today, the scorecard process and outcome is far removed from its archetype. This paper will review and critically appraise this evolution, drawing on the considerable academic literature on the scorecard, as well as several case studies of scorecard design and implementation. The paper reveals several flaws in the most common approaches to scorecard design.

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Sunday, 4:15 – 5:45 Room: Suite 415

Title: Production Issues

Chair: Hale Kaynak

SE8E1 Logistical Complexity: Its Effect On Implementing Just-In-Time Purchasing, Hale Kaynak, University of Texas - Pan American, Department of Management, Marketing, & International Business, College of Business Administration, 1201 West University Drive, Edinburg, TX 78539-2999, hkaynak@panam.edu, Aytunc Atabek, University of Texas - Pan American, Department of Management, Marketing, & International Business, College of Business Administration, 1201 West University Drive, Edinburg, TX 78539-2999, aatabek@panam.edu

With the increasing use of supply chain management practices, more and more companies are focusing on just-in-time purchasing (JITP) techniques to coordinate and integrate their inventory management activities. On the other hand, the literature suggests that the firms producing logistically complex products may experience difficulties in implementing JITP. This study empirically investigates the relationship between the logistical complexity and the extent of JITP implementation. Data for this research were collected through a cross-sectional mail survey from firms operating in the US. The findings and implications for future research are discussed.

SE8E2 The Effects of Purchasing Practices on Competitive Capabilities: An Empirical Investigation, Xenophon Koufteros, Florida Atlantic University, 320 SE 2^nd Ave, Ft Lauderdale, FL 33301, kouftero@fau.edu, Mehdi, Kaighobadi, Florida Atlantic University, 320 SE 2^nd Ave, Ft Lauderdale, FL 33301, kaighoba@fau.edu

Competitors driven by increasing customer demands for new and differentiated products and by pressures to enhance quality and reduce cost are finding that improvements in purchasing practices become indispensable. This research reports on an empirical study which uses a sample of 150 firms in four industries and relates key purchasing practices to competitive capabilities Purchasing practices include supplier selection, supplier development, and purchasing involvement in product development. The methods involve an exploratory factor analysis and reliability analysis where the measurement model is examined. This is followed by the testing of a structural model that relates purchasing practices to competitive capabilities.

SE8E3 Reverse Logistics in Manufacturing: The Managing of Returned Merchandise, William R. Sherrard, Ph.D, CPIM, San Diego State University, Information and Decision Systems Department, College of Business Administration, San Diego, CA 92182-8234, sherrard@mai1.sdsu.edu, Mark Rosenbaum, San Diego State University, Information and Decision Systems Department, College of Business Administration, San Diego, CA 92182-8234, rosenbau@rohan.sdsu.edu, Feraidoon (Fred) Raafat, PhD, San Diego State University, Information and Decision Systems Department, College of Business Administration, San Diego, CA 92182-8234, fred.raafat@sdsu.edu

Based on the current trend, a significant amount of a manufacturer's profitability depends on its ability to plan for a secure and effective distribution system in two directions, goods to and from the customer/retailer. A major premise supporting this statement is the dynamic change occurring in retailing. As American retailers have liberalized return policies, under the auspices of customer service, both manufacturers and retailers are confronting a plethora of returned merchandise. This paper describes and addresses this problem and proposes some solutions to American manufacturers and retailers.

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Sunday, 4:15 – 5:45 Room: Carranz

Title: Layout and Process Design

Chair: Wen-Chyuan Chiang, University of Tulsa

SE4D1 Visual Layout Design System, Wen-Chyuan Chiang, University of Tulsa, Tulsa, OK 74104, wen-chiang@utulsa.edu, Panagiotis Kouvelis, Washington University, St. Louis, MO 63130.

This paper presents an integrated visual facility layout design system to solve facility layout design problems with geometric constraints. The system employs a tabu search algorithm as the search engine with heuristic neighborhood control and manual interference mechanism to obtain good solutions. The software implementation will be demonstrated.

SE4D2 Focused Cellular Manufacturing: An Alternative Batch Processing Layout, Fahad Al-Mubark, Rana Investments, Riyadh, Saudi Arabia, Cem Canel, University of North Carolina at Wilmington, Wilmington, NC 28403, canelc@uncwil.edu, and Basheer M. Khumawala, University of Houston, Houston, TX 77082, bkhumawala@uh.edu

This paper is aimed at studying focused cellular manufacturing. We define focused cellular manufacturing as a layout scheme that groups components by end-items and forms cells of machines to fabricate and assemble end-items. It is not classified as a cellular manufacturing layout since it does not attempt to take advantage of process similarities. It also is not classified as a flow shop since there are no machines dedicated to individual operations and the machines are not arranged in a series. The results indicate that the focused cellular manufacturing scheme has a batching advantage (i.e., it has to wait less time to batch components before assemble). This advantage dominated the balanced machine utilization benefit of the job shop layout scheme. The job shop was only able to overcome the batching advantage when there were small batch sizes or large set-up time magnitudes.

SE4D3 The Impact of Flexible Process Capability on the Product-Process Matrix: an Empirical Examination, Sonny Ariss, The University of Toledo, Toledo, OH 43606, sariss@utnet.utoledo.edu, Qingyu Zhang, The University of Toledo, Toledo, OH 43606, qzhang3@pop3.utoledo.edu

Hayes and Wheelwright (1919) provided the product-process matrix to emphasize the importance of the cooperation of manufacturing (processes) and marketing (products) to achieve unified goals based on Skinner’s tradeoff theory. But recently some authors (Ferdows and De Meyer, 1990; Noble 1995) have empirically verified that firm can achieve multiple competitive performances simultaneously. Especially high flexible process capability greatly enlarges the feasible zones and reduced constrained zones in the product-process matrix. Therefore, product-process matrix needs some modifications. This paper discussed and empirically tested the impact of flexible process capability on product-process matrix, and provided further evidence of the compatibilities of multiple competitive performances rather than tradeoffs.

SE4D4 Elaboration of an Evaluation Instrument for the Total Safety Management (TSM) for the Building Site Industry, Sub-Section Constructions, in the Metropolitan Area of Rio de Janeiro, Brazil, James Hall, Universidade Federal Fluminense, Sao Domingos, Brasil, auelhas@civil.uff.br, Jose Rodrigues de Farias Filho, Universidade Federal Fluminense, Sao Domingos, Brasil.

This paper develops an evaluation instrument for Total Safety Management (TSM) for building companies. The main parameters are the Brazilian National Quality Award, the Brazilian National Accidents Prevention Association Award, and the Shingo Prize. This instrument will make possible the managers to evaluate the consistence of their administration processes with the intention of assuring the TSM and your respective results. This work will be limited to discuss the architecture, scope and reliability of the above evaluation instrument.

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Sunday, 4:15 – 5:45 Room: Villa

Title: 2+2=3???: Reaching the Quantitatively Challenged POM Student

Chair: Harry M. Rosen, Baruch College

SE5G1 Teaching Quality Concepts in POM. Tsong-how Chang, Department of

Industrial and Manufacturing Engineering, University of Wisconsin-Milwaukee, P.O. Box 784, Milwaukee, WI 53201, thchang@uwm.edu

Introduces a non-traditional approach to the teaching and practice of queues for analysis, design, and management of production and service operations. Through illustrations, we show how and why the concepts and methods of statistical process control are incorporated into the modeling process of a queue as well as the actual application of such models. Examples are given to demonstrate the improved validity and effectiveness of queueing, that in turn help enhance the student's interest in OR.

SE5G2 Learning Manufacturing Planning and Control by Developing and Using a Spreadsheet MRP System, C. David Wieters, Department of Management, College of Business Administration and Economics, New Mexico State University, Las Cruces, New Mexico, dwieters@nmsu.edu

This paper proposes an experiential approach to learning manufacturing planning and control procedures and concepts. Students cast in various organizational roles develop and use a spreadsheet model in a hypothetical firm to detect and respond to operating issues in purchasing, warehousing, logistics, quality, engineering changes, and marketing practices. An In-basket methodology guides students through a sequence the issues and experiences supported by a Material and Capacity Resource Planning spreadsheet. Data definition skills, spreadsheet skills, and problem driven learning are the goals. A senior level undergraduate course in production planning and control is the setting.

SE5G3 Teaching Rolling Horizon Production Planning Via Case Studies, Henry S. Maddux, Department of Management and Marketing, Sam Houston State University, Huntsville, TX 77341-2056, mgt hsm@shsu.edu.

The process of implementing a rolling horizon production plan is often confusing to students. The process of updating inventory and workforce conditions as well as forecasts while tracking cost performance becomes understandable when one actually applied the process in practice or through a simulation. This session will present an actual case set in the wood processing industry. The planning problem is complicated by high seasonality of demand and limited ability to carry inventory. A linear programming approach to the problem will be presented. The step-by-step procedure of teaching model formulation, solution, updating, and cost tracking will be outlined. The nature of cycling through future planning periods will be demonstrated using actual class experiences.

SE5G4 Communicating Operations Management: Exercised to Explain Models, Concepts and Outputs to Non-POM Professionals, Harry M. Rosen, Professor and Chair, Department of Management, Zicklin School of Business, Baruch College, C.U.N.Y.

Our students may master sophisticated quantitative models, yet have difficulty explaining their results without resorting to jargon. And the challenge of communicating results of analyses to intelligent, but uninformed audiences, is generic to many aspects of business.

Therefore, three cases were added to core OM courses, requiring students to:

1-Describe a complicated quantitative model.

2-Describe the output of quantitative analysis.

3-Describe, from beginning to end, a model, its application, the output, and recommendations.

These cases will be presented, along with a discussion of student response. Our unique approach to distinguishing problems of style, from problems of substance, will also be described.

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Sunday, 4:15 – 5:45 Room: Lantana

Title: Tutorial

Chair: Amiya K. Chakravarty

SE6E1 Invited Tutorial: Electronic Chains of Suppliers and Customers, Amiya K. Chakravarty, A.B. Freeman School of Business, Tulane University, amiya.chakravarty@tulane.edu

Digital connectivity, far from being just a passive technology enabler of fast and reliable data transfer, has major strategic implications for the entire value chain. These come from being able to integrate the adaptability of a modular supply chain with process alignment in an integral supply chain. It can also redefine values (in a value chain) by rapidly adding or deleting entities, and by leveraging economic externalities through connectivity. The three major dimensions of electronic connectivity in a supply chain thus are ownership, process alignment, and adaptability.

In this tutorial we examine the issues surrounding the creation and operation of digital supply networks. These include, new business models using the Internet, extended and virtual enterprises, value-chain reengineering, digital process alignment for collaboration; aggregator, assembler, and alliance models of E-marketplace; agility in a digital enterprise, channel assembly, transaction speed, inventory routing, cash-to-cash cycle, supplier capabilities, supply contracts, and online auctioning (products, components, and capacity).

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Sunday, 4:15 – 5:45 Room: Suite 405

Title: Case Research Workshop

Presenter: Jack Meredith

SE7R1 Case Research Workshop, Jack Meredith, Babcock Graduate School of Management, Wake Forest University, Jack.Meredith@mba.wfu.edu

The goal of this workshop is to foster interest and help develop expertise in on-site study as a rigorous, highly-publishable mode of conducting research aimed at developing managerially-useful operations management theory. Participants will be sent 3-4 similar papers from other participants to evaluate and critique based on a brief, standard form supplied to them. The participants will be divided into small groups in the workshop, each coordinated by an associate editor of the Journal of Operations Management who also reviewed that group's set of papers. Each participant will then receive constructive recommendations from the other participants as well as the AE about how to improve their paper for publishability. The AE will also explain the reviewing process and offer suggestions for successfully navigating this process.

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Monday, 2:00 – 3:30 Room: Madero

Title: Unfogging the future of OM Teaching: The Internet, the Web and You!

Chair: David Dilts, University of Waterloo

MC3G1 E-Education: How Internet Technology will Transform Education, Xue Bai, Depart. Of ISDS, Virginia State University, P.O. Box 9038, Petersburg, VA 23806, xbai@vsu.edu; Fidelis Ikem, Depart. Of ISDS, Virginia State University, P.O. Box 9038 Petersburg, VA 23806, fikem@vsu.edu

In recent years, the Internet has become increasingly important within the higher education system. So far it has served as a popular delivery tool for distance education and has supported conventional education. However, the Internet is changing the world in so many ways that there is no doubt it will play an increasingly important, expanded role in education. It is likely that the extent of its impact will resemble the dramatic changes that E-commerce and E-business have brought in the way the world does business. Instead of physically going to traditional shopping centers, people view and buy what they need from virtual shopping centers through the Internet.

MC3G2 Teaching POM by Internet is Good POM, Paul Randolph, Information Systems and Quantitative Sciences, Texas Tech University, Lubbock, TX 79409-2101, randolph@ttun.edu; Brian Neureuther, College of Business, Garnder-Webb University, Boiling Springs, NC 28017-7208, bneureuther@gardner-webb.edu.

Distance learning is a growing and important method of instruction in today/s university environment. We discuss the use of MOO, a text based distance learning medium, and its application to graduate level production and operations management courses. Benefits and drawbacks from the use of this medium in the context of POM are discussed using actual course experiences gathered over several years. We further examine this medium in terms of its viability in the future in comparison to other distance learning methods and pedagogues.

MC3G3 Decision Time: POM Dot Com, David Dilts, Professor of Management Sciences, Faculty of Engineering, University of Waterloo, Waterloo, Ontario, Canada N2L 3Gl, david.dilts@owen.vanderbilt.edu.

The Internet is radically changing both the appearance and the practice of POM in industry. In academics, the access to pervasive information has dramatically modified how students complete their out of class work. However, this revolution is barely making inroads into the classroom, with some professors feeling that using PowerPoint presentations as the height of computer-based teaching. The question then becomes: will POMers in academia be up to the challenge of the task of drastic transformation required for the new Internet world or will we again take a back seat as our industrial colleagues lead the way?

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Monday, 2:00 – 3:30 Room: Villa

Title: Classroom Magic: Making OM Come Alive—A Tutorial

Presenter: Roberta Russell, Virginia Tech

MC5G1 Enhancing Education through Active Learning and Technology: A Workshop of Tools, Techniques and Experiences with the Intro POM Course, Roberta S. Russell, Pamplin College of Business, Virginia Tech, 1007 Pamplin Hall, Blacksburg, VA, 24061, rrussell@vt.edu

Recent studies of today's university students reveal that as a group they are goal-oriented, confident, willing to work, and technologically savvy. But they also come to the university with fewer skills, a habit of success (not necessarily earned), and inexperienced in the process of thought and reasoning. The dissonance between student and faculty expectations coupled with increased class sizes and fewer faculty resources have created a frustrating learning environment at best. This workshop presents the author's experiences using active learning techniques and technology to "reach the student" in the intro POM course and build a foundation for continued learning.

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Monday, 4:00 – 5:00 Room: Madero

Title: Simulation—Its Not Just for Research Anymore!

Chair: Ken Cutright, Ohio University

MD3G1 Using Factory Software to Improve Integrative Learning, Edie K. Schmidt, Ph.D., Purdue University, Department of Industrial Technology, 1416 Knoy Hall, West Lafayette, IN 47907-1416, ekschmidt@tech.purdue.edu

Studies show that straight lecture does not always motivate students to learn and integrate topics. This presentation describes how Factory Software (James E. Ward, Associate Professor, Purdue University) was used to enhance student interest in course topics and improve the analysis and synthesis skills of operations management students. Initially, the Factory software was used to demonstrate the real-time effect of planned releases to the net requirements. However, the impact was a more meaningful association of related topics, such as job scheduling, lot sizing, and work center loads. The software package not only enhanced the knowledge base of the student but also improved the student’s abilities to analyze and synthesize course topics.

MD3G2 Learning Using Simulation: Applying Theory of Constraints for Process Improvement, Patrick W. Shannon and Phil Fry, College of Business and Economics, Boise State University, 1925 University Drive, Boise, Idaho 83725, pshannon@boisestate.edu

Since Eliyahu Goldratt popularized the theory of constraints in his books, The Goal, and Its Not Luck, POM courses have expanded coverage of concepts such as Throughput, Cycle Time, and WIP. This paper describes a hands-on educational exercise and case study in which students are challenged to improve TP and CT for a manufacturing process using ProModel software. Students must allocate a fixed budget over a 4-month period. Process changes (reducing mean and variation in processing times, adding capacity, etc.) have a specified cost. Students modify the ProModel simulation model and prepare a report which shows their systematic changes and corresponding results.

MD3G3 The revamping of an old excellent tool to teach MRPII/ERP, Henrique Luiz Corrêa, São Paulo (FGV) Business School, Av Nove de Julho, 2029, 10º andar, 01313-902 São Paulo, Brazil, hcorrea@fgvsp.br

Teaching finance-only-interested Business students manufacturing planning & control is no easy task. Very dynamic in nature, MPC systems training using static methods (overhead projections, discursive sessions) is both ineffective and boring for nowadays students, brought up in the MTV & Internet era of quick cuts. Competitive business games seem to be much more appropriate and participative, allowing students to learn by doing. Based on the old ITEC simulation game, a brilliant teaching tool developed by Prof. Bill Berry & team at the University of North Carolina more than 10 years ago, an Excel-based graphic interface was developed and a new way of utilizing ITEC was created to result in a highly effective method to teach both Operations Strategy and Manufacturing Planning & Control. These novelties are described and 5 years of experience successfully teaching more than 100 groups of students and practitioners using the revamped ITEC are discussed.

MD3G4 A Visual Basic Simulation for Teaching Production and Operations Management, Ken Cutright, College of Business, Ohio University, Athens, Ohio, 45701, cutright@ohio.edu, Clarence Martin, College of Business, Ohio University, Athens, Ohio, 45701, martinc@ohiou.edu.

This paper describes a simulation model of a discrete-parts manufacturing facility currently being used to teach both graduate and undergraduate operations courses. The nature of the facility (product mix, workstations, etc.) is driven by a database so, although several thoroughly tested databases are provided, instructors can easily design their own “facilities”. Students must make decisions regarding capacity, equipment purchases, workforce size and worker assignments, inventory management, production and purchase orders, overtime/undertime, etc. The software provides the user with considerable control over the production process including such options as order splitting, expediting, order pre-empting, and prioritizing.

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Monday, 4:00 – 5:00 Room: Villa

Title: Quidditch in the Classroom

Chair: D. Clay Whybark, University of North Carolina, Chapel Hill

MD5G1 Quidditch in the Classroom, D. Clay Whybark, Kenan-Flagler School, University of North Carolina, Chapel Hill, NC 27599-3490, clay_whybark@unc.edu. Roger Schmenner, Associate Dean – Indianapolis Programs, Kelley School of Business, Buskirk Professor of Manufacturing Management, Co-Director, IU CIBER, 801 W. Michigan St., Indianapolis, IN 46202, rschmenn@iupui.edu.

Quidditch is a wildly exciting game involving six goals, four balls, and 14 people on broomsticks. Wouldn’t we like our classrooms to be just as riveting? In this invited session, Roger Schmenner and Clay Whybark (two wildly innovative and effective teachers), will lead us through an interactive session focused on identifying and addressing the barriers to “Quidditch in the Classroom.”

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Tuesday, 8:15 – 9:45 Room: Encino

Title: Organizational Structure

Chair: Joyce Hoffman, Stephen F. Austin State University

TA1D1 Managing Complex Organizations: Toyota Production System Rules-in-Use, Steven Spear, Harvard Business School, Boston, MA 02163, sspear@hbs.edu.

The Toyota Production System has been linked to Toyota’s outstanding performance (low cost, high quality, short lead times, and flexibility). This paper looks beyond the familiar TPS tools to search for the underlying principles for how this management system works. Field investigations of 176 days at 33 sites in Japan and North America lead to a recognition of distinct patterns that appear as “Rules” for designing, operating, and improving work-activities, connections between activities, and pathways constructed from connected activities are fundamental. These Rules and their logic will be detailed.

TA1D2 Modularity in Organizational Design, Steven Spear, Harvard Business School, Boston, MA 02163, sspear@hbs.edu.

Organizations managed according to the “Rules-in-Use” that are the essence of the Toyota Production System are nested modular. This structure, sometimes used for managing product design projects, is particularly effective for managing collaborative work in production settings. It allows responsibility to be assigned so that individual work can be done in an outstanding fashion, so that the pieces can be integrated into a coherent, effective whole, and so that innovation can occur frequently both locally and at the system level. This paper explains how the Rules create a modular organization and why a modular organization can outperform those that are not.

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Tuesday, 8:15 – 9:45 Room: Sabino

Title: Manufacturing Performance and Improvement

Chair: Par Ahlstrom, Stockholm School of Economics

TA2A1 Sustaining Manufacturing Improvement, Par Ahlstrom, Stockholm School of Economics, P. O. Box 6501, SE-113 83 Stockholm, Sweden, par.ahlstrom@hhs.se, Christopher A. Voss, London Business School, Sussex Place, Regent's Park, London NW1 48A, UK, cvoss@london.edu

Sustainable manufacturing improvement is becoming a prerequisite for long-term competitive success. The key is developing a long-term improvement path, rather than gleaning quick hits from different fads. Yet, sustainable manufacturing improvement is not an easy task. The paper focuses in issues in sustaining manufacturing improvement. Based on fifteen case studies of UK manufacturing companies, the paper illustrates the obstacles companies experienced in sustaining manufacturing improvement over time. These are focusing on the "flavor of the month", achieving only islands of excellence, and experiencing initiative overload. Mechanisms used to overcome the obstacles are the second part of the paper.

TA2A2 Linking Manufacturing Strategy and Manufacturing Improvement Programs: The Current Characteristics and Future of Korean Manufacturing Sector, Seung-Kyu Rhee, Korea Advanced Institute of Science and Technology, 270-43 Chenongryang, Seoul 130-012, Korea skrhee@kgam.kaist.ac.kr , Sooyiol Lee, Korea Advanced Institute of Science and Technology, 270-43 Chenongryang, Seoul 130-012, Korea, sooyiol@kgam.kaist.ac.kr

Manufacturing strategy is about linking manufacturing decisions and activities with corporate strategy. Korea has developed a strong manufacturing base in several different industries. But little is known about the manufacturing strategy of Korean firms. We develop a model examining the manufacturing strategy, leadership, improvement, and their performances. Classification of different manufacturing strategy and their performances are established from a sample of 200 Korean companies using the framework.. We explain the current characteristics of Korean manufacturing companies and the challenges for them to be more competitive in the future.

TA2A3 Concept Management: Japan's Integrated Tool for Adjusting Manufacturing Performance, Gerhard Plenert, 8545 Sunset Avenue, Fair Oaks, CA, 95628, plenert@aol.com

There has been a strong movement going on in Japan, which includes companies like Toyota, Sony, and Mitsubishi, which integrates Breakthrough Thinking (BT), World Class Manufacturing (WCM), and Total Quality Management (TQM). This new movement has been labeled Concept Management (CM). From BT we get a revolutionary way to develop product and process improvement ideas by moving away from the slowness and costliness of root cause analysis. From WCM we get the formal structure around which the ideas are turned into goals. From TQM we get the continuous improvement process for idea/change implementation.

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Tuesday, 8:15 – 9:45 Room: Madero

Title: Outsourcing

Chair: Shailesh Kulkarni

TA3E1 Outsourcing Components of the Value Chain: An Empirical Investigation, Dr. Markus Biehl, International University in Germany, D-76646, Bruchsal, markus.biehl@i-u.de, Dr. Michael Alan Smith, University of North Carolina – Charlotte, 9201 University City Blvd, Charlotte, NC 28223, nasmith@email.uucc.edu, Dr. Edmund Prater, University of Tennessee – Chattanooga, 615 McCallie Ave, Chattanooga, TN 37403, edmund-prater@utc.edu

Most firms outsource some function and many outsource several. We analyzed the outsourcing practices of 250 firms of various sizes and industries. Our findings indicate that some functions are outsourced simultaneously significantly more often than others. As expected, some of these functions fall within the same area of the value chain. However others do not. For these we propose explanations based on existing theory and point out areas where further exploration is required.

TA3E2 Outsourcing in the Presence of Concave Cost Functions: Insights from Simple Models, Shailesh Kulkarni, University of North Texas, Box 305249, Denton, TX 76203, kulkarni@unt.edu, Amitabh Raturi, University of Cincinnati, ML #0130, Cincinnati, OH 45221, amit-raturi@uc.edu

In this paper we develop simple mathematical models for gaining insight into the outsourcing decision taken by firms. Essentially we capture the impact of supplier's cost structure and scale economies through quantity discounts offered by him/her, versus the scale economies enjoyed by the firm through in-house manufacturing. The conflicts at a strategic decision making level which may arise out of such a situation present an interesting trade-off at the buyer-supplier relationship interface especially in the presence of demand uncertainty.

TA3A3 International Developments in the Aerospace Sector, Roger Maull, University of Exeter, School of Business and Economics, UK, R.S.Maull@exeter.ac.uk, T Williams, University of Exeter, School of Business and Economics, UK, T Pavelle, University of Exeter, School of Business and Economics, UK, B Ellis, University of Cambridge, Department of Engineering, UK, N Cox, University of Cambridge, Department of Engineering, UK, M Gregory, University of Cambridge, Department of Engineering, UK, N Sandys, GKN Westland Aerospace

This paper will identify the major issues effecting strategy makers in the aerospace sector. These issues are global in impact rather than purely national. The research team has been engaged in analysing the development of competencies and changes in supply chains across four major products; Eurofighter, Lockheed Martins C-130J, Airbus 3 series, Boeing. Our early indications are that the major issues fall into five headings. This paper will provide an integrated approach to analysing these five issues. We will provide guidelines for those developing operations strategy in the aerospace supply chains at all levels from Prime through 3rd tier.

TA3A4 Geographic Optimisation and Distributed Coordination in International Manufacturing: in Search of Holistic Configurations, C. Pongpanich, Cambridge University, Centre for International Manufacturing, Institute for Manufacturing, Mill Lane, Cambridge CB2 1RX, UK, cp204@eng.cam.ac.uk, Y. Shi, Cambridge University, Centre for International Manufacturing, Institute for Manufacturing, Mill Lane, Cambridge CB2 1RX, UK, and M. J. Gregory, Cambridge University, Centre for International Manufacturing, Institute for Manufacturing, Mill Lane, Cambridge CB2 1RX, UK

The manufacturing globalisation evolves through geographic relocation worldwide and distributed coordination synergistically in manufacturing systems. This paper examines these two dimensions of manufacturing globalisation based on two empirical case studies. Firstly, the issues of manufacturing location decisions in multinational corporations are investigated. The dynamic characteristics for the optimisation of facility locations are identified. Secondly, three types of coordination mechanisms in distributed manufacturing networks are analysed. The leverages come from product, process and management three levels. Finally, the paper introduces a new holistic framework representing the complex global manufacturing network systems with geographic optimisation and distributed coordination characteristics.

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Tuesday, 8:15 – 9:45 Room: Carranz

Title: Quantitative Techniques for Production Planning

Chair: Mehmet Barut, Clemson University

TA4H1 Multi-Product Batch Scheduling For Lead-Acid Battery Assembly Line, Yousef A.Y. Al-Turki, Ph.D., King AbdulAziz City For Science and Technology, P. O. Box 53726 Riyadh 11593, Saudi Arabia

Batch scheduling, if done randomly, could be harmful to productivity. Less time would be available for actual production because more time would be spent due to setups. In this paper, we present a heuristic methodology to minimize the batch production setup times. It was then applied to a real life company in the Lead-Acid battery industry. We present the experiences gained from it. Preliminary results show that the methodology is robust and very beneficial. Further, we have investigated the effect of setup time period and the batch size in terms of units that can be produced during operation time.

TA4H2 A Heuristic Algorithm for Allocating Capacity to Multiple Classes of Products, Mehmet Barut, mehmetb@clemson.edu and V. Sridharan, suhas@clemson.edu, Department of Management, 101 Sirrine Hall, Clemson University, Clemson, SC 29634-1305

Limiting the scope to MTO manufacturing environments, this paper develops a heuristic, called DCAP, for allocating scarce capacity, in the short run, to multiple-product classes. Deploying a decision theory based approach, DCAP attempts to maximize profit by discriminating between product classes based on their relative profitability. Efficacy of DCAP is evaluated by comparing its performance to a base case and an upper bound, under a wide variety of operational conditions. The results indicate that DCAP is an effective heuristic in obtaining near optimum solutions and its performance is substantially superior compared to the base case.

TA4H3 Production Disaggregation Using Optimization Models, Ricardo Néstor

Casal, rncasal@criba.edu.ar; Rafael Enrique Corral, recorral@criba.edu.ar;

Nancy Beatriz López, nblopez@criba.edu.ar, Juan Damiani,

Ingeniero Industrial, Departamento de Ingeniería – Universidad Nacional del Sur

Av. Alem 1253 – (8000) Bahía Blanca – REPUBLICA ARGENTINA

This work analyses how to separate production planning in units of final product in order to facilitate the future programming at shop level. It uses no linear models to determine production programming. These mathematical models and an easy-to-use software can help medium and small companies to reduce improvisation, providing them an appropriate methodology.

The production disaggregation has been done considering principally the following criteria: the company policy to satisfy product demand, maximum and security stock levels, set-up costs and depletion time for each product. The inputs for this work comes from a real case of aggregate production planning solved using optimization techniques.

TA4H4 Heuristic Procedures for Flexible Flow Shops to Minimize Total Flow Time, Suna Kondakci Koksalan, Middle East Technical University, Industrial Engineering Department, Ankara, 06531 TURKEY, suna@ie.metu.edu.tr, Meral Azizoglu, Middle East Technical University, meral@ie.metu.edu.tr, Ergin Cakmak, Middle East Technical University.

A flexible flowshop is a generalization of multi-stage flowshop with a number of parallel machines at each stage. In this study we analyze a flexible flowshop problem where we minimize total flow time. We present three heuristics which we then use in the branch and bound method we developed to find the optimal schedule. Computational experience reveals that the heuristics are very efficient and the developed branch and bound algorithm is capable of solving moderate sized problems in reasonable solution times.

TA4H5 Safety Stock Considerations for a Serial Line Based on Cost Structure, Variability of Demand and Control Strategy, Gary Clendenen, University of Texas at Tyler, Dept. of Management, Marketing, & General Business, School of Business Administration, Tyler, Texas 75799, gclenden@mail.uttyl.edu, Dan Rinks, Louisiana State University.

A nonlinear optimization model based on the restoration concept is used to explore the relationship, for a serial production line, between safety stock and several factors. The factors examined in the simulation study include cost structure, variability of final demand, and control strategy (kanban versus full information). It is shown that different control strategies require very different placements and amounts of safety stock for "good" performance. The trade off between the use of information and amounts of safety stock needed is explored under each of the two control strategies and suggestions are presented

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Tuesday, 8:15 – 9:45 Room: Villa

Title: The Impact of Quality and Productivity on Performance

Chair: Satya Chakravorty, Kennesaw State University

TA5F1 What Affects Productivity? Paulo Amary Freire Bruno, Graduated Student

Master Degree in Production Engineering (UFF), R. 145 Lote 17 Quadra 300 Camboinhas Niterói, RJ. Brasil – CEP 24.358 – 030, pbruno@urbi.com.br;

José Rodrigues de Farias Filho, D. Sc., Universidade Federal Fluminense (UFF) – Rua Passo da Pátria, 156 – Bloco E - Sala 329 Boa Viagem – Niterói – RJ –

Brasil – CEP 24.240 – 210, rodrigues@civil.uff.br

In this article, the authors give a broad view on the productivity issues. To them, productivity is not a simple mathematical relation between outputs and inputs. It is the result of a large variety of factors acting combined or independently. To explain this view, elements like Investments, Manpower, Environment, Quality, Research & Development, Information Technology, among others, will be treated in a modern and updated vision. Additionally, tools like Benchmarking, Balanced Scorecards and Activity-Based Costing will be discussed concurrently to support the idea that productivity “will come” if the “right path” is followed.

TA5F2 The Shingo Prize for Excellence in Manufacturing: An In-Depth Analysis, Satya S. Chakravorty, Kennesaw State University, Michael Coles College of Business, 1000 Chastain Road, Kennesaw, GA 30144-5591, Satya_Chakravorty@coles2.kennesaw.edu. J. Brian Atwater, Colorado State University, College of Business, 213 Rockwell Hall, Fort Collins, CO 80523-1275, Brian_Atwater@mail.biz.colostate.edu. Ross E. Robson, Utah State University, The Shingo Prize for Excellence in Manufacturing, College of Business, 3521 University Blvd., Logan, UT 84322-3521, rossr@b202.usu.edu.

Since 1989, the Shingo Prize for excellence in Manufacturing has recognized manufacturing companies or plants in the United States, Mexico, and Canada, for successful implementation of world-class practices. The Shingo Prize emphasizes: adoption of proven world-class practices, the improvement of operations and processes, and the integration of other business functions. To date 51 manufacturing companies or plants have received the Shingo Prize including Exxon, Johnson and Johnson, Lucent Technologies, Johnson Controls, Ford Motor Company, and Wilson Sporting Goods. The Shingo Prize recipients provide strong evidence of the value in using the Shingo Prize program to guide the application of world-class manufacturing practices.

TA5F3 A Look at Total Quality Management's (TQM) Effectiveness, Raj Selladurai, Northern State University, School of Business, 1200 S. Jay St., Box 174, Aberdeen, SD 57401, selladr@wolf.northern.edu.

Total Quality Management (TQM) has been in practice for many years now. Several American companies and organizations worldwide have implemented various principles of TQM in their operations. However, the effectiveness of TQM has not been clearly determined yet and a review of the TQM literature reveals some mixed results. Some studies show a positive relationship between TQM and high performance suggesting its effectiveness, whereas others point to the doubts and apparent failures of the method. This study takes a look at the TQM process from an effectiveness point of view and attempts to shed some light on this controversial but highly significant topic.

TA5F4 An Empirical Test of the Linkage between Conformance Quality and Productivity Performance in Service Organizations, Kefeng Xu, University of San Antonio, Division of Marketing and Management, 6900 North Loop 1604 West, San Antonio, Texas 78249-0634, kefeng@lonestar.utsa.edu, Jayanth Jayaram, University of Oregon, Charles H. Lundquist College of Business, Eugene, OR 97403, jayaram@oregon.uoregon.edu, Sanjay Ahire, Indiana University at South Bend, 1700 Mishikawa Avenue, P.O. Box 7111, South Bend, IN 46634-7111, ahire@iusb.edu, Ming Xu, Chinese Textile University, visiting at Dipartimento di Economia e Produzione, Politecnico di Milano, Sede di Como, P.le. Gerbetto, 6, 22100 Como, Italy.

Using the context of service firms in China, we tested and found support for the arguments of Crosby (1996) that conformance quality and productivity are positively related. The results also indicate that enablers such as service customization, planning, top management commitment and employee recognition had a significant impact on conformance quality. Service customization had a moderating influence on the link between quality management practices (e.g., training in SPC) and both, conformance quality and productivity. Resource management and human resource management were found to have substitutive effects on conformance quality, but complementary effects on productivity.

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Tuesday, 8:15 – 9:45 Room: Lantana

Title: Towards Hogwarts: Student Learning in Perspective

Chair: Vicki Smith-Daniels, Arizona State University

TA6G1 Learning Community Models: Application to School of Business Program, Dr. Patricia A. Lapoint, McMurry University, School of Business, McMurry Station, Box 398, Abilene, Texas 79697, lapointp@mcmurryadm.mcm.edu.

The "learning community" concept has received widespread attention by colleges and universities throughout the United States as an innovative undergraduate teaching and learning process. At the undergraduate level, most of the curricular applications are in the general education courses and arts and sciences courses. Very few colleges or schools of business structure their academic programs around the "learning community" concept.

This paper will explore how the "learning community" concept can be applied to business programs in order to achieve the benefits and goals of improved academic quality in their programs through curricular coherence, innovation, and the development of intellectual and social community for both business students and faculty.

TA6G2 An Exploratory Study of Student Project Team Learning Outcomes, Vicki Smith Daniels, Arizona State University, Manufacturing Institute and Department of Management, Tempe, AZ 85287-5106.

The student project team experience has become a way to blend traditional instruction with experiential, cooperative practice based methods. In this paper, we explore how students learn in teams, what they learn, and how to best design team projects. Using data collected from a survey of 77 MBA students, this paper reports on three learning outcomes including know-who learning, depth learning, and integration learning.

TA6G3 The Do’s and Don’ts of OM Curriculum Design, Rob James, DeVry University, 250 North Arcadia Avenue, Decatur, GA 30030-2198, Rjames@faculty.atl.devry.edu.

This presentation describes the history of one institution’s efforts to design and deliver OM curriculum. While at one point in time as many as 1000 students per semester were enrolled in these classes, recently enrollments have fallen precipitously to about 100 each term. Lessons learned and ‘do’s and don’ts will be shared.

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Tuesday, 10:15 – 11:45 Room: Encino

Title: Information Technology

Chair: Binshan Lin, Louisiana State University

TB1C1 Analysis of the application of performance indicators in the development of software projects of the Software Brazilian Industries, Gabriela Maria Cabel Barbarán, DEP, EPUSP, University of Sáo Paulo, Sáo Paulo, Brazil, email: Paulino Graciano Francischini, DEP, EPUSP, University of Sáo Paulo, Sáo Paulo, Brazil,

The way the Software Brazilian Industries are evaluating the development of their software projects, the types of indicators they are using and the approaches they are considering for elaborate these indicators. The results of a survey with 40 companies demonstrate few industries use performance indicators to evaluate their software projects. In this way, this work intends to contribute to a larger development and implanation of performance indicators systems, elaborated in consistency with the objectives and competitive strategy of the industries, which allow corrective actions intended to the increase the performance of their projects.

TB1C2 Different Slopes for Different Folks”: Investigating the Impacts of IT-Enables Process Improvement on Operational Performance, Mark Cotteleer, Harvard Business School, Morgan Hall T-19, Boston, MA 02163 Telephone (617) 495-6126, email: mcotteleer@hbs.edu & David Upton, Harvard Business School, Morgan Hall T-41, Boston, MA 02163 Telephone (617) 495-6636, email: dufton@hbs.edu .

Resource-based views hold that firms compete based on portfolios of capabilities embedded in products and processes. Extensive research has investigated the role of these capabilities in New Product and Manufacturing Process development. Less attention has been paid to the “Coordinative” processes that make up the backbone of organizational information processing.

This research utilizes an innovative data collection methodology to capture comprehensive performance data on ERP implementations at 24 sites within three global companies. Differences in operational improvement profiles are investigates across multiple performance measures. Key assumptions about the nature of technology-enabled improvement, both within and across sites are explored.

TB1C3 Methodology And Tools For Integration of External Information to The Internal Data Warehousing, Regina C. M. Lais , Al. Cinderela 364 - ITU - SP - BRAZIL , 55 11 78241569, email: rais@ariaisnet.com.br, reginalais@yahoo.com, Marcelo Pessao , Al. Cinderela 364 - ITU - SP - BRAZIL , 55 11 78241569, email: .

The external information required for a company’s effective process of decision, comes in different forms - text, image, audio, video and formatted data; from different media - newspaper, internet, radio, TV as well as verbal contacts. A methodology is suggested in this paper, for collecting, filtering, organizing, formatting and presenting these different pieces of unstructured data, in a data mining-type searching structure allowing interaction with internal structured data, permitting dynamical retrieving, manipulation and analysis from the decision makers. It discusses the role of the company’s library or information center (IC) and how it can take advantage of the internet/intranet structure and tools to manage these relevant external information in magnetic media.

TB1C4 Online Procurement and Its Managerial Implications: A Case Study, Binshan Lin, Department of Management and Marketing, College of Business Administration, One University Place, Louisiana State University - Shreveport, Shreveport, LA 71115, (318) 797-5025 email: .

The promise of online procurement has made it one of the hottest topics of e-commerce. This case study provides a concrete framework to help managers rethink about procurement and focus on how to manage online issues. We discuss driving factors and operational insights for successful implementation of this technology. Major issues are explored and strategies are suggested as well.

TB1C5 A Systematic Approach Measuring Productivity of Natural Language Voice Response Application in Call Centre Environment (Theoretical Framework), Simon Poon, School of Business and Industry Operations Management, University of Western Sydney, Nepean, Corner of James Ruse Drive and Victoria Road, Rydalmere, NSW 2116, Australia, email: , Veerappan Jayaraman, School of Business and Industry Operations Management, University of Western Sydney, Nepean, Corner of James Ruse Drive and Victoria Road, Rydalmere, NSW 2116, Australia, email:

The advanced speech recognition technology can provide solutions to many call centre businesses that require intensive caller-agent routine interactions. However, a reliable, up to 98% accuracy, Natural Speech Recognition engine does not guarantee a successful NLVR application because the recognition engine only works as a matching function between the speech spoken by the caller and the vocabulary and dialogue databases. The proposed paper will suggest a systematic approach to develop a NLVR application to improve call centre overall productivity. A logical approach will be to monitor the accuracy and productivity after the deployment of the NLVR application in the call centre environment. This paper will also suggest four development stages to ensure successful NLVR deployment: Design, Trial Application, Pilot Application and General Deployment. Within different stages, different performance indicators are employed in order to monitor the application process. Finally, the productivity measured can be used to assist call centre management to efficiently plan and schedule the manpower in order to improve customer satisfaction.

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Tuesday, 10:15 – 11:45 Room: Sabino

Title: Production Control

Chair: Syed Shahabuddin, Central Michigan University

TB2H1 Implementation Issues in Just-in-Time Inventory Systems, Syed Shahabuddin, Central Michigan University, Department of Management and Law, Smith 207F, Mt Pleasant, Michigan 48859, 3m3eplg@cmich.edu, Larry Jenicke, Central Michigan University.

JIT is the most discussed topic in the literature. Professionals are excited about the concept due to its successful use in Japanese business organizations. The most important reasons for its success, however, are the culture, the geography, and the business environment in which JIT has been adopted. Thus, unless an organization understands the basic requirements of the JIT system, the system will most likely fail or will be costlier than the already tested and tried systems. Before adopting the JIT system, one should ask the question: does it fit my organization's philosophy and culture? My paper will discuss JIT and its problems.

TB2H2 Development of a Cost-Based Production Planning and Control System, Rolf Hermann Erdmann, Universidade Federal de Santa Catarina, USFC - Centro Socio Economico, CEP 88040-900 - Florianópolis - SC, BRAZIL, erdmann@cse.ufsc.br, Luis Daniel Pittini Strumiello, Faculdade Adventista Paranaense, adol@tro.matrix.com.br.

This work is a proposal of PCP for clothing companies. It structures an information system starting with the planning and ending with the production control, emphasizing the production costs. The proposal includes the creation of a design bank of products and process times. This provides the fast calculation of the process times for each new product or the products mix to be manufactured, enabling costs planning with relative easiness. The work is settled down efficient procedures avoiding unnecessarily complex calculations.

TB2H4 From Push to Pull Scheduling—A Company Case Study, Steve Martin, Coventry University, School of Engineering, Engineering Business Support Group, Priority Street, Coventry, CV1 5FB UNITED KINGDOM, s.martin@coventry.ac.uk.

Dawes cycles are an old established cycle manufacturer operating in Birmingham within the U.K. Operating a make-to-stock policy their current manufacturing system is based on batch production with manufacturing scheduling managed using an MRP system. Currently manufacturing 5 cycle sizes and 35 cycle model types a feature of current manufacturing is frequent schedule changes and component shortages. This paper will describe the development at Dawes Cycles of a pull-system of leveled scheduling based on finished good stock demand and identify both the measurable benefits and challenges with adopting this approach.

TB2H5 Developing An Approach For Synchronising A Continuous Process Industry Using The Drum-Buffer-Rope Concept: Luiz Henrique Rodrigues, lhr@produttare.com.br, Miguel Afonso Sellitto, materiais@intercorp-consultoria.com.br

This paper deals with WIP´s impacts in terms of the Theory of Constraints (TOC) bottom-line measures (Throughput-Operational Expenses-Inventory) specifically in continuous process industries, requiring packaging, large-scale raw-materials extraction and long-run transport chain, like a cement mill plant. These industries typically operate in a push system from the raw-material source to the packaging area. The main consequence is lacking of synchronization in the supply chain, resulting in larger inventory and costs. An approach for the supply synchronization was elaborated using the principles of the Drum-Buffer-Rope technique. ____________________________________________________________________________________________

Tuesday, 10:15 – 11:45 Room: Madero

Title: Quantitative and Control Chart Methods

Chair: Bruce Feiring, Suffolk University

TB3F1 Applying Statistical Concepts to Manufacturing, David S. Ang, Auburn University Montgomery, School of Business, P.O. Box 244023, Montgomery, AL 36124-4023, Dang@monk.aum.edu

No two parts produced are precisely the same. Differences will exist between them. No two persons will obtain identical measurements using manual measuring instruments when the measurements are to be determined by the twist of the fingers. The analysis of such variation requests the use of descriptive statistics and statistical concepts. This paper intends to reveal the tremendous analytical power of statistical concepts.

TB3F2 Coordinating Quality Control and Maintenance Policies, Kevin Linderman, University of Minnesota, Operations and Mgmt Sciences, Minneapolis, MN 55419, klinderman@csom.umn.ed, Kate McKane, University of Minnesota, John Anderson, University of Minnesota,

Quality control is an effective tool for identifying and resolving process problems prior to producing non-conforming product. However, process variation is also tightly linked to the condition of the production equipment. Therefore, control of the process may be improved if quality control methods are supplemented with equipment maintenance policies. We investigate coordinating control chart design and maintenance policies based on economic criteria. By jointly optimizing the policies, we provide a policy that helps control the quality of production through both quality inspection and maintenance activities.

TB3F3 A Rank-based Statistical Control Chart for the Process Mean, Young H. Chun, 3190 CEBA Building, Louisiana State University, Baton Rouge, LA, 70803-6316, chun@lsu.edu

We propose a rank-based process control chart that is distribution-free and does not require any parameter estimations. The non-parametric control chart is based on the rank distribution of the cumulative sum of individual observations. When the process is in control; the changes of ranks in successive cumulative sums follow a specific transition probability matrix in the Markov chain. Using the chi-square goodness-of-fit test for the Markov chain, we can determine whether or not the observations come from the process with the given transition probability matrix. In a Monte Carlo simulation, we compare the performance of the rank-based control chart with

those of other traditional control charts.

TB3F4 Analyzing the Costs of Poor Quality for an Automotive Subcontractor,
Bruce R. Feiring, Suffolk University, Management Department, Beacon Hill 8 Ashburto