Workload control of human resources to improve production management

Franchini, L.; Caillaud, Emmanuel; Nguyen, Phuong-Duy; Lacoste, Germain

doi:10.1080/00207540010022322

Cited by 26 publications

(21 citation statements)

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“…Typical of this industry, a quality tradition was well engrained in this facility. The plant accommodated a combined cost‐quality‐flexibility strategy focus by exploiting labor flexibility (RN) (Franchini et al, 2001). The manufacturing manager confirmed this fact.…”

Section: Discussionmentioning

confidence: 99%

The labor–machine dyad and its influence on mix flexibility

Karuppan¹,

Ganster²

2004

J of Ops Management

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The joint, mediating, and interactive effects of three elements of labor and machine flexibility on mix flexibility were tested empirically in a PCB assembly plant. Both subjective and objective data were collected. Some elements of labor and machine flexibility mediated the relationship between an emphasis on competitive priorities and mix flexibility. The interactive effects of machine and labor flexibility on mix flexibility confirmed prior findings that the pursuit of total flexibility is not desirable. For low levels of labor flexibility, increasing machine flexibility yields at the most a very moderate improvement in mix flexibility. When labor flexibility is high, increasing machine flexibility proves to be counter-productive. These results may suggest that the traditional forms of labor flexibility need to evolve when technological capabilities are more fully exploited. #

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Section: Discussionmentioning

confidence: 99%

The labor–machine dyad and its influence on mix flexibility

Karuppan¹,

Ganster²

2004

J of Ops Management

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“…In the manufacturing area, two studies emphasise the interest of defining skills or competencies at the planning or scheduling level [84], [14]. The framework of annualised hours is considered in [14].…”

Section: Scheduling a Workforcementioning

confidence: 99%

“…In [84], the objective is also to manage critical skills through a "Skill Requirement Planning". Skills are linked to a type of operations (e.g.…”

Section: Scheduling a Workforcementioning

confidence: 99%

Formalisation and use of competencies for industrial performance optimisation: A survey

Boucher

Bonjour

Grabot³

2007

Computers in Industry

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. Formalisation and use of competencies for industrial performance optimisation : a survey.. Computers in Industry, Elsevier, 2007, 58 (2) Abstract. For many years, industrial performance has been implicitly considered as deriving from the optimisation of technological and material resources (machines, inventories,...), made possible by centralized organisations. The topical requirements for reactive and flexible industrial systems have progressively reintroduced the human workforce as the main source of industrial performance. Making this paradigm operational requires the identification and careful formalisation of the link between human resource and industrial performance, through concepts like skills, competencies or know-how. This paper provides a general survey of the formalisation and integration of competence-oriented concepts within enterprise information systems and decision systems, aiming at providing new methods and tools for performance management.

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“…As a consequence, this policy will not help to extend polyvalence in the companyindeed, it will result in a decrease of effectiveness for all operators in the skills they will not apply. Recent works in project management (Bellenguez-Morineau and Néron 2007;Edi 2007;Drezet and Billaut 2008;Li and Womer 2009;Valls, Perez, and Quintanilla 2009), in production and operation management (Franchini et al 2001;K.K. Yang 2007;Davis, Kher, and Wagner 2009) led authors to strongly recommend versatility in companies.…”

Section: Introductionmentioning

confidence: 99%

Considering skills evolutions in multi-skilled workforce allocation with flexible working hours

Attia

Duquenne

Lann

2014

International Journal of Production Research

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The growing need of responsiveness for manufacturing companies facing market volatility raises a strong demand for flexibility in their organisation. Since the company personnel are increasingly considered as the core of the organisational structures, a strong and forward-looking management of human resources and skills is crucial to performance in many industries. These organisations must develop strategies for the short, medium and long terms, in order to preserve and develop skills. Responding to this importance, this work presents an original model, looking at the line-up of multi-period project, considering the problem of staff allocation with two degrees of flexibility. The first results from the annualising of working time, and relies on policies of changing schedules, individually as well as collectively. The second degree of flexibility is the versatility of the operators, which induces a dynamic view of their skills and the need to predict changes in individual performance as a result of successive assignments. We are firmly in a context where the expected durations of activities are no longer predefined, but result from the performance of the operators selected for their execution. We present a mathematical model of this problem, which is solved by a genetic algorithm. An illustrative example is presented and analysed, and, the robustness of the solving approach is investigated using a sample of 400 projects with different characteristics. . The case where the two workforce productivities, the 'worker-based' and the 'skill-based', one is homogeneous and the other is heterogeneous, we called it 'mixed performance'. One can find this case in the hierarchical classification of workforce productivities, e.g. senior, standard and junior classification that was adopted by Yoshimura et al. (2006), Valls, Perez, and Quintanilla (2009. The workforce productivities were considered as heterogeneous in the case where neither the worker-based productivity, nor the skill-based productivity is homogeneous. According to the best of our knowledge, the first description of this heterogeneous characteristic is the work of Nelson (1970) in a dual resource constrained job shop. This heterogeneous nature was then adopted in many applications, e.g. the works of Attia, Edi, and Duquenne (2012), Kolisch and Heimerl (2012) or Yannibelli and Amandi (2012). Here also, the heterogeneous nature will be considered in addition to the evolutions of productivity as a function of previous workforce allocation (i.e. the dynamic aspect of productivity).Additionally, the workforce flexibility also relies on a temporal concern that plays a vital role in this subject. This flexibility can be developed along two main axes: the traditional overtime working hours and the working time modulation under annualised hours (AH). AH strategy is the possibility to spread irregularly a number of working hours that is predefined on a specified period (often one year), provided some constraints are respected. According to Corominas, Lusa, and Pastor (200...

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Workload control of human resources to improve production management

Cited by 26 publications

References 0 publications

The labor–machine dyad and its influence on mix flexibility

The labor–machine dyad and its influence on mix flexibility

Formalisation and use of competencies for industrial performance optimisation: A survey

Considering skills evolutions in multi-skilled workforce allocation with flexible working hours

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