Concept of a manufacturing system

Parnaby, J.

doi:10.1080/00207547908919600

Cited by 105 publications

(106 citation statements)

References 3 publications

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“…The evolution of integrated controls together with the wider exploration of process flow system design concepts established an intellectually sound methodology for taking a total view of strategically guided complex systems made up of many linked and related specialized functional elements (Parnaby andTowill 2009). Forrester (1961) emphasized the role of connectance, feedback and disturbances in manufacturing systems.…”

Section: The Origins Of the Forridge Principlesmentioning

confidence: 99%

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Gosling

Towill

Naim

et al. 2014

Production Planning & Control

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By integrating the approaches of Jay Forrester (1961) and Burbidge (1961), a set of 5 design principles have emerged which provide a foundation for sound supply chain design. The 'FORRIDGE' principles have since been shown to be a powerful guide for effective design of make-to-stock supply chains. However, some have questioned the applicability of generic supply chain thinking, arguing for a tailored approach. Hence, the goal here is to investigate how these principles should be adapted for engineer-to-order industries (ETO), such as construction, capital goods and shipbuilding. The empirical elements draw on an extensive study of 12 suppliers and 2 large contractors in the construction industry. Supply chain tactics are identified for this range of companies, which are matched with real world problems, and linked with the FORRIDGE principles. This results in an additional 'Design for X' principle being proposed.The contributions made are the adaptation of established principles for the ETO sector, and the framework behind these principles.

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Section: The Origins Of the Forridge Principlesmentioning

confidence: 99%

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Gosling

Towill

Naim

et al. 2014

Production Planning & Control

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“…(pp. 74-75) QSAM utilises a structured modelling framework that can be traced back to the original concept of a manufacturing system developed by Parnaby (1979), which was exploited by Edgehill, Ols-mats and Towill (1988) within a UK industrial context. A key characteristic of this framework is that it endeavours to achieve an optimum compromise between qualitative and quantitative methods of management theory research, by making maximum use of resources (primarily) in fieldbased activities in the search for 'meaning of evidence' (Eisenhardt, 1989).…”

Section: Design Sciences Via Quick Scan Audit Methodologymentioning

confidence: 99%

In the Search for Impact and Relevance: A Design Science Approach

2014

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In spite of more than 30 years of academic publications in (supply chain) management, a significant gap between theory and practice remains. Due to the increasing concern that research is not relevant for practice, scholars have started addressing the issue of academic relevance. On the hand scholars argue that the issue can be identified as a 'knowledge transfer' problem, thus research findings are relevant for practice but are not produced in a form that can be easily applied by practitioners. On the other hand scholars argue that it is a 'knowledge creation' problem, in other words research findings are not meaningful for practice due to the closed and autoreferential nature of the system of Science and the system of Practice. This paper argues for a third approach, namely 'knowledge adaptation' problem, to tackle the issue of impact and relevance via a well proven supply chain diagnostic methodology. The robust mixed-methods approach known as Quick Scan Audit Methodology can yield two results: (1) enhancing scholars' understanding of how supply chain theories are (or can be) applied in practice which leads to the adaption and extension of management theory; (2) translating theories, supporting them in implementing improvement programs within their organisations.

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“…Supply chain objectives are rarely fully met because of the individual behavior of decision makers in firms along the supply chain, as their behavior is neither optimal nor rational (Parnaby 1979). Due to the dynamic nature of the supply chain, amplifications and fluctuations occur from suppliers all the way down the chain (Sterman 1989).…”

Section: The Role Of Logistics Providers In Handling Supply Chain Dynmentioning

confidence: 99%

Supply Chain Dynamics in Asia

Banomyong

2010

SSRN Journal

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in Asian Development Bank InstituteThe Working Paper series is a continuation of the formerly named Discussion Paper series; the numbering of the papers continued without interruption or change. ADBI's working papers reflect initial ideas on a topic and are posted online for discussion. ADBI encourages readers to post their comments on the main page for each working paper (given in the citation below). Some working papers may develop into other forms of publication. The views expressed in this paper are the views of the authors and do not necessarily reflect the views or policies of ADBI, the Asian Development Bank (ADB), its Board of Directors, or the governments they represent. ADBI does not guarantee the accuracy of the data included in this paper and accepts no responsibility for any consequences of their use. Terminology used may not necessarily be consistent with ADB official terms.Asian Development Bank Institute Kasumigaseki Building 8F 3-2-5 Kasumigaseki, Chiyoda-ku Tokyo 100-6008, JapanTel:+81-3-3593-5500 Fax:+81-3-3593-5571 URL:www.adbi.org E-mail: info@adbi.org AbstractSupply chain management in Asia is a relatively new topic but is a key challenge for all Asiabased manufacturers and traders trying to integrate into the "global market." The purpose of this paper is to describe key supply chain issues faced in Asia. Many of these issues are related to the importance of a properly managed supply chain in enhancing firms' competitiveness, as well as supply chain security issues that force Asian firms to comply with numerous regulatory requirements. The critical role played by Asia-based logistics providers in facilitating supply chain integration is further explored. Logistics providers must be able to design effective and efficient supply chains in order to meet clients' needs. A case study is then presented to illustrate how supply chain dynamics affects supplier selection.

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Concept of a manufacturing system

Cited by 105 publications

References 3 publications

Principles for the design and operation of engineer-to-order supply chains in the construction sector

Principles for the design and operation of engineer-to-order supply chains in the construction sector

In the Search for Impact and Relevance: A Design Science Approach

Supply Chain Dynamics in Asia

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