A case study of batching in a mass service operation

Simons, Jacob V.; Russell, Gregory R.

doi:10.1016/s0272-6963(02)00028-1

Cited by 21 publications

(13 citation statements)

References 13 publications

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“…To address our first research question, we adopted an exploratory case-based approach (Eisenhardt, 1989;Ketokivi and Choi, 2014;Yin, 1989Yin, , 2014 with a single case study 4 with multiple embedded units of analysis Siggelkow, 2007;Simons and Russell, 2002). To address our first research question, we adopted an exploratory case-based approach (Eisenhardt, 1989;Ketokivi and Choi, 2014;Yin, 1989Yin, , 2014 with a single case study 4 with multiple embedded units of analysis Siggelkow, 2007;Simons and Russell, 2002).…”

Section: Case Methodologymentioning

confidence: 99%

“…Bearing in mind their role in the MCDC, we looked to understand the impact of employee-system interactions on daily IRI levels. To address our first research question, we adopted an exploratory case-based approach (Eisenhardt, 1989;Ketokivi and Choi, 2014;Yin, 1989Yin, , 2014 with a single case study 4 with multiple embedded units of analysis Siggelkow, 2007;Simons and Russell, 2002). A single case can provide theoretical generalizability (Howard et al, 2007;Ngai et al, 2007;Yin, 2003;2014) and "offer a significant contribution to knowledge and theory building" (Yin, 1989, p.40), through the generation of rich, conceptual insights (Siggelkow, 2007, p.21).…”

Section: Case Methodologymentioning

confidence: 99%

“…To improve both content and internal validity (Miles and Huberman, 1994;Simons and Russell, 2002), we use a combination of quantitative and qualitative methods and follow a data triangulation approach (Eisenhardt, 1989;Jick, 1979). To that end, our sample comprises observations of multiple, purposefully chosen SKUs common to both B&M and online channels.…”

Section: Unit Of Analysis and Data Sourcesmentioning

confidence: 99%

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Inventory record inaccuracy dynamics and the role of employees within multi‐channel distribution center inventory systems

Barratt

Kull

Sodero

2018

J of Ops Management

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The dynamics of inventory record inaccuracy (IRI) remain under‐explored in a multi‐channel distribution center (MCDC) setting. Additionally, how employees interact with the rest of an MCDC's inventory system to impact IRI is yet to be explored. To address these issues, our research adopts a multi‐method exploratory approach to understand the nature and existence of IRI between cycle counts in a multi‐channel environment based on continuous, daily IRI‐related observations. These data are then used to develop a system dynamics model to further explore the interaction between employees and the rest of the inventory system. Our case study finds substantial levels of IRI on a daily basis, with varying levels of consistency and a bias toward negative errors, raising concerns as to the suitability and stability of MCDC inventory systems. We also find varying IRI effects depending on the channel, with inventory density, in particular, having mixed influences. Further, we provide evidence for substantial volatilities of daily IRI likely generated by employee‐system interactions in the MCDC. Without the daily perspective, such evidence would otherwise have remained unobserved. Our system dynamics model also provides a novel framework to show how employees interact with MCDC inventory characteristics to affect the dynamic level and stability of IRI. This research also provides suggestions for managing and further examining these phenomena.

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Section: Case Methodologymentioning

confidence: 99%

Section: Case Methodologymentioning

confidence: 99%

Section: Unit Of Analysis and Data Sourcesmentioning

confidence: 99%

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Inventory record inaccuracy dynamics and the role of employees within multi‐channel distribution center inventory systems

Barratt

Kull

Sodero

2018

J of Ops Management

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“…Further work tackled the problem by considering how to decrease the time for set-ups in order to eliminate waste (e.g., Shingo 1989;Tzur 1996). More recently studies have considered that not only do machines require setups and changeovers, but so too do people (Simons and Russell 2002;Schultz et al 2003).…”

Section: Specialization and Varietymentioning

confidence: 99%

Specialization and Variety in Repetitive Tasks: Evidence from a Japanese Bank

2012

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Sustaining operational productivity in the completion of repetitive tasks is critical to many organizations' success. Yet research points to two different work-design-related strategies for accomplishing this goal: specialization to capture the benefits of repetition and variety (i.e., working on different tasks) to keep workers motivated and provide them opportunities to learn. In this paper, we investigate how these two strategies may bring different productivity benefits over time. For our empirical analyses, we use two and a half years of transaction data from a Japanese bank's home loan application-processing line. We find that over the course of a single day, specialization, as compared to variety, is related to improved worker productivity. However, when we examine workers' experience across a number of days, we find that variety helps improve worker productivity. Additionally, we show that part of this benefit results from workers' cumulative experience with changeovers. Our results highlight the need for organizations to transform specialization and variety into mutually reinforcing strategies rather than treating them as mutually exclusive. Overall, our paper identifies new ways to improve operational performance through the effective allocation of work. Specialization and Variety in Repetitive Tasks-1 - AbstractSustaining operational productivity in the completion of repetitive tasks is critical to many organizations' success. Yet research points to two different work-design related strategies for accomplishing this goal: specialization to capture the benefits of repetition or variety to keep workers motivated and allow them to learn. In this paper, we investigate how these two strategies may bring different benefits within the same day and across days. Additionally, we examine the impact of these strategies on both worker productivity and workers' likelihood of staying at a firm. For our empirical analyses, we use two and a half years of transaction data from a Japanese bank's home loan application processing line. We find that over the course of a single day, specialization, as compared to variety, is related to improved worker productivity. However, when we examine workers' experience across days we find that variety, or working on different tasks, helps improve worker productivity. We also find that workers with higher variety are more likely to stay at the firm. Our results identify new ways to improve operational performance through the effective allocation of work.

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“…The later a batch is started, the more process instances are synchronized resulting in lower total execution costs at the price of increasing waiting times. In customer relations, more waiting times increases the risk of losing customers [17]. Therefore, specifying the activation rule requires to find an optimal trade-off between reduced execution costs and increased waiting times.…”

Section: Modelingmentioning

confidence: 99%

Batch Regions: Process Instance Synchronization Based on Data

Pufahl

Meyer

Weske

2014

2014 IEEE 18th International Enterprise Distributed Object Computing Conference

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Bibliografische Information der Deutschen NationalbibliothekDie Deutsche Nationalbibliothek verzeichnet diese Publikation in der Deutschen Nationalbibliografie; detaillierte bibliografische Daten sind im Internet über http://dnb.dnb.de/ abrufbar. Abstract. Business process automation improves organizations' efficiency to perform work. In existing business process management systems, process instances run independently from each other. However, synchronizing instances carrying similar characteristics, i.e., sharing the same data, can reduce process execution costs. For example, if an online retailer receives two orders from one customer, there is a chance that they can be packed and shipped together to save shipment costs. In this paper, we use concepts from the database domain and introduce data views to business processes to identify instances which can be synchronized. Based on data views, we introduce the concept of batch regions for a context-aware instance synchronization over a set of connected activities. We also evaluate the concepts introduced in this paper with a case study comparing costs for normal and batch processing. Universitätsverlag

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A case study of batching in a mass service operation

Cited by 21 publications

References 13 publications

Inventory record inaccuracy dynamics and the role of employees within multi‐channel distribution center inventory systems

Inventory record inaccuracy dynamics and the role of employees within multi‐channel distribution center inventory systems

Specialization and Variety in Repetitive Tasks: Evidence from a Japanese Bank

Batch Regions: Process Instance Synchronization Based on Data

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