A production methodology for agile manufacturing in a high turnover environment

Quintana, Rolando

doi:10.1108/01443579810206127

Cited by 19 publications

(18 citation statements)

References 7 publications

(6 reference statements)

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“…Self-autonomous and empowered (Maskell, 2001;Vernadat, 1999;Owusu, 1999;Crocitto and Youssef, 2003;Zhang and Sharifi, 2000) 3 Manufacturing set-ups Rigid, long lasting; intolerable to changes Flexible, easily collapsible, quick response to change (Maskell, 2001;Meredith and Francis, 2000;Vernadat, 1999;Hormozi, 2001;Ramasesh et al, 2001;DeVor et al, 1997;Quintana, 1998;Sohal, 1999;Malek et al, 2000;Kirk and Tebaldi, 1997;Yusuf et al, 2003) 4 Status of quality Customers' satisfaction (Meredith and Francis, 2000) Customers' delight (Maskell, 2001;Hormozi, 2001;Rigby et al, 2000;DeVor et al, 1997;McGaughey, 1999) Learning employees; multi-skilled and multi-functional; and self-committed. (Parkinson, 1999;Maskell, 2001;Vokurka and Fliedner, 1998;Meredith and Francis, 2000;Hormozi, 2001;Owusu, 1999;Bustamante, 1999;Zhang and Sharifi, 2000;DeVor et al, 1997;Sohal, 1999;Duguay et al, 1997;Yusuf et al, 2003) 7 Employee involvement Very little involvement of employees in decision-making, ideas and knowledge are seldom shared or utilised Fully empowered employees; ideas and knowledge of employees are fully utilised (Meredith and Francis, 2000;Vernadat, 1999;Hormozi, 2001;…”

Section: Figurementioning

confidence: 97%

“…Execute short-range planning with provision for quick decision-making (Takahashi and Nakamura, 2000;Quintana, 1998;Tersine and Wacker, 2000) Cost/accounting systems Adopt activity-based costing approach without affecting the legal requirements (Hooper et al, 2001) Automation type Flexibility is given highest priority. Adopt electronically programmable production facilities Table 2 Approaches/techniques for attaining 20 AM criteria (continued)…”

Section: Information Technology (It) Integrationmentioning

confidence: 99%

“…The flexible set-up allows economical changes in processes (Hormozi, 2001;Dove, 1999) 19 Time management Very inefficient Very efficient (Assen, 2000;Quintana, 1998) 20 Outsourcing Only subcontracting is adopted…”

Section: Information Technology (It) Integrationmentioning

confidence: 99%

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Agility assessment through qualification and quantification tools: a case study in an Indian pump manufacturing company

Ramesh

Devadasan²

2007

IJMASSC

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The Indian pump manufacturing industry, which has provided large volumes of jobs to the engineering community and contributed significantly to the Indian economy, is currently facing downward trend in a competitive scenario. 1 This is due to the fact that a major portion of the Indian pump manufacturing industry is yet to become agile. There are similar industrial sectors located in different parts of the world that experience the same trend in the global market and are yet to become agile. However, those industrial sectors need guidance to assess their levels and determine the actions to be carried out for progressing towards agility. In order to meet this requirement, this article is being brought out with the tools for qualifying and quantifying agility in manufacturing companies. A case study has been reported, which will guide the captains of industries to these tools.

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Section: Figurementioning

confidence: 97%

Section: Information Technology (It) Integrationmentioning

confidence: 99%

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Agility assessment through qualification and quantification tools: a case study in an Indian pump manufacturing company

Ramesh

Devadasan²

2007

IJMASSC

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“…Brown and Mitchell (1991) considered that although some areas of work are made easier after JIT implementation, if certain aspects of interest to workers such as training and scheduling are not favourably resolved there may be an increase in employee turnover. Quintana (1998) has argued that high levels of absenteeism and turnover, which introduce high variability in production rates and lower product quality, could cause an LP system to fail. Lowe et al (1997) found that high-performance plants that followed the LP model had lower labour turnover.…”

Section: Research Hypothesismentioning

confidence: 99%

Integrating human resource management into lean production and their impact on organizational performance

Bonavía

Marín-García

2011

International Journal of Manpower

100

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Structured AbstractCategory of the paper: Research paper Purpose: Firstly, to analyse the effects of lean production (LP) on the policy of human resource management (HRM). The second goal of this research is to determine whether or not implementation of HRM practices associated with LP explain the differences in organizational performance between manufacturing plants.Design/methodology/approach: We developed a questionnaire for data collection.Findings are presented from 76 establishments (79.17% of the total sample) that specialise in single-firing ceramic tiles in Spain.Findings: Companies that make the most of LP practices are also those that take care to train workers in using these practices as well as improving their employment security.However, the same is not true for the pay for performance system. The combination of 2 LP with HRM practices reduces inventory and boosts productivity but does not appear to affect the other performance variables analysed.Research limitations/implications: For certain variables we found very little variation between the plants in our samples. The data are cross-sectional, so causality cannot be definitively determined.Practical implications: This paper indicates the HRM practices associated with the LP and the results obtained. It can thus be used to help human resource and production departments in improving organizational performance.Originality/value: We extend the work of other researchers by focusing on a sector and a country that have been very little studied to date. The sample consists of a set of plants that are fairly homogeneous, which facilitates the analysis of the relationships between the selected variables while keeping other variables controlled.

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“…Nevertheless, they are usually much more complex and require a solid and profound background in statistics. Most managers operating the production lines in the American twinplant industry in Mexico and Central America are not sufficiently experienced with this expertise given the significant personnel turn-over in this environment (Quintana 1998). 4938 R. Quintana and M.T.…”

Section: Introductionmentioning

confidence: 99%

Adaptive exponential smoothing versus conventional approaches for lumpy demand forecasting: case of production planning for a manufacturing line

Quintana

Leung

2007

International Journal of Production Research

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Production planning in a lumpy demand environment can be tenuous, with potentially costly forecasting errors. This paper addresses the issue of selecting the smoothing factor used in lumpy demand forecasting models. We propose a simple adaptive smoothing approach to replace the conventional industrial practice of choosing a smoothing factor largely based on the analyst or engineer's experience and subjective judgment. The Kalman filter approach developed in this study processes measurements to estimate the state of a linear system and utilises knowledge from states of measurements and system dynamics. Performances of an array of forecasting models that have been shown to work well in lumpy demand environments are compared with respect to the proposed adaptive smoothing factor and the conventional smoothing constant across a spectrum of lumpy demand scenarios. All models using the adaptive smoothing factor based on Kalman filter weighting function generate smaller errors than their conventional counterparts, especially under high lumpiness demand environments. Our proposed approach is particularly useful when production management is concerned about simplicity and transferability of knowledge due to constant personnel turnaround and low retention rate of expertise.

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A production methodology for agile manufacturing in a high turnover environment

Cited by 19 publications

References 7 publications

Agility assessment through qualification and quantification tools: a case study in an Indian pump manufacturing company

Agility assessment through qualification and quantification tools: a case study in an Indian pump manufacturing company

Integrating human resource management into lean production and their impact on organizational performance

Adaptive exponential smoothing versus conventional approaches for lumpy demand forecasting: case of production planning for a manufacturing line

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