Implementation technologies for shop floor control systems

Bauer, Alfred; Bowden, Richard; Browne, Jim; Duggan, James; Lyons, Gerard J.

doi:10.1007/978-94-011-1296-3_5

Cited by 2 publications

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“…Bauer et al . [7] also address the phenomenon, that usually too little is known about how things are really done or could be done on the shopfloor.…”

Section: Structuring Complexitymentioning

confidence: 99%

Structuring complexity in scheduling: a study in a food processing industry

Donk

Dam

1996

Int Jrnl of Op & Prod Mnagemnt

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Manufacturers in the food processing industry cope with an increasing number of demands of their customers with regard to numbers of products, delivery, etc. Therefore, scheduling in these industries is difficult and time‐consuming. Develops and applies a frame for structuring the underlying complexity for scheduling via a case study. Develops two concepts: process routeing and capacity group. Discusses their use in other situations.

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“…Bauer et al . [7] also address the phenomenon, that usually too little is known about how things are really done or could be done on the shopfloor.…”

Section: Structuring Complexitymentioning

confidence: 99%

Structuring complexity in scheduling: a study in a food processing industry

Donk

Dam

1996

Int Jrnl of Op & Prod Mnagemnt

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“…Bauer et al (1994) and Melnyk and Carter (1986) described the activities of short‐term planning responding to real‐time disturbances common to different manufacturing environments and all sizes of company. The allocation and co‐ordination of resources within the manufacturing enterprise is dependent on the quality of medium‐term plans that themselves are dependent on the quality of the strategic business planning.…”

Section: Introductionmentioning

confidence: 99%

A composite framework of supply chain management and enterprise planning for small and medium‐sized manufacturing enterprises

Towers

Burnes²

2008

Supply Chain Management: An International Journal

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PurposeThis paper seeks to examine the factors which influence the ability of SMEs to align their enterprise‐planning systems with the requirements and constraints of supply chain relationships in order to meet their own and their customers' strategic and operational requirements. The objectives are to: identify the range of trading relationships that exist between an SME in the manufacturing sector and its customers and suppliers; examine the implications of these external relationships for the SME's internal enterprise‐planning system; develop a composite framework of enterprise planning and supply chain management which allows manufacturing SMEs to understand how these interact and can be aligned.Design/methodology/approachThe paper develops a composite framework that allows first‐ or second‐tier manufacturing SMEs to identify the types of relationships in which they are involved and how they can understand and address their internal arrangements in order to meet their external obligations. In developing a composite framework, the primary objective is to understand how short‐term enterprise planning and supply chain trading relationships interact.FindingsThe paper has shown the developed understanding of aligning trading relationships and enterprise planning for the benefit of the supply chain. It has shown the importance of a manufacturing SME's strategic and operational requirements in achieving this alignment.Research limitations/implicationsThe next stage of the research is to undertake an in‐depth longitudinal case study of a number of manufacturing SMEs with the aim of gaining a greater understanding of the issues emanating from the developed composite framework. Since these mechanisms will be the responsibility of a small group of people within the SME it is planned to collect data that focus on the interactions of both short‐term operational issues and a longer‐term strategic view within each of the selected businesses.Practical implicationsA manufacturing SME's strategic and operational requirements may be an area where those supplying products upstream have an advantage over their bigger manufacturing brethren. For a manufacturing SME, these issues and mechanisms will be the responsibility of only a few people whose interactions are likely to focus on short‐term issues, but they can begin to move their perspective from day‐to‐day pressures and take a more holistic, long‐term view of the business. By so doing, they can achieve a more effective alignment of external and internal requirements and mechanisms which will benefit themselves, their customers and the entire supply chain.Originality/valueThis composite framework of supply chain management and enterprise planning should enable those who run manufacturing SMEs to take an overview of their business and better align their internal priorities with the external requirements of their customers. Understanding these convergent topics is central to improving supply chain performance.

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Implementation technologies for shop floor control systems

Cited by 2 publications

References 0 publications

Structuring complexity in scheduling: a study in a food processing industry

Structuring complexity in scheduling: a study in a food processing industry

A composite framework of supply chain management and enterprise planning for small and medium‐sized manufacturing enterprises

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