https://isiarticles.com/bundles/Article/pre/pdf/8941.pdf

Defining and developing measures of lean production

Introduction. Bargaining Theory: The Axiomatic Approach. Nash's Solution. The Strategic Approach. A Model of Alternating Offers. The Relation between the Axiomatic and Strategic Approaches. A Strategic Model of Bargaining between Incompletely Informed Players. Models of Decentralized Trade: First Approach Using the Nash Solution. Strategic Bargaining in a Steady State Market. Strategic Bargaining in a Market with One-Time Entry. The Role of the Trading Procedure. The Role of Anonymity. References. Index.

/pdf/bargaining-and-markets-4ckfvjprp1.pdf

Bargaining and Markets

http://www1.coe.neu.edu/~smgupta/CAIESURV.pdf

Issues in environmentally conscious manufacturing and product recovery: a survey

A survey of the research done on preventive maintenance is presented. The scope of the present survey is on the research published after the 1976 paper by Pierskalla and Voelker [98]. This article includes optimization models for repair, replacement, and inspection of systems subject to stochastic deterioration. A classification scheme is used that categorizes recent research into inspection models, minimal repair models, shock models, or miscellaneous replacement models.

A survey of preventive maintenance models for stochastically deteriorating single-unit systems

Any business, no matter what physical goods or services it produces, relies on business records. It needs to record details of what it produces in terms of concrete information. Business artifacts are a mechanism to record this information in units that are concrete, identifiable, self-describing, and indivisible. We developed the concept of artifacts, or semantic objects, in the context of a technique for constructing formal yet intuitive operational descriptions of a business. This technique, called OpS (Operational Specification), was developed over the course of many business-transformation and business-process-integration engagements for use in IBM's internal processes as well as for use with customers. Business artifacts (or business records) are the basis for the factorization of knowledge that enables the OpS technique. In this paper we present a comprehensive discussion of business artifacts--what they are, how they are represented, and the role they play in operational business modeling. Unlike the more familiar and popular concept of business objects, business artifacts are pure instances rather than instances of a taxonomy of types. Consequently, the key operation on business artifacts is recognition rather than classification.

Business artifacts: An approach to operational specification

From the Publisher:
Managing Business Process Flows is a concise textbook for MBA level operations management courses. It provides a process-flows approach to studying some of the core concepts in operations with three steps: 1. Model and understand the process and its flows. 2. Study causal relationships between process structure and certain performance metrics. 3. Formulate implications for managerial actions by filtering out managerial levers (process drivers). MBPF shows how managers can control process structure and process drivers to achieve desired business process performance. This book is the result of the combined insight and experience of five operations management professors at the Kellogg Graduate School of Management, Northwestern University. An educational version of Process Model is included with this textbook.

/pdf/managing-business-process-flows-1t5nmkfc0m.pdf

Managing Business Process Flows

Managing Business Process Flows: Principles Of Operations Management

/pdf/optimal-consumption-and-exploration-of-nonrenewable-4aunz78cp4.pdf

Optimal Consumption and Exploration of Nonrenewable Resources Under Uncertainty

The financial intermediary's choice of operating as a broker with minimal risk exposure or as an asset-transformer with interest rate risk is modeled as a funds inventory decision made prior to the resolution of uncertainty regarding the borrowing or lending interest rates It is shown that an increase in the interest rate uncertainty leads the intermediary to reduce its exposure, thereby offering decreased asset-transformation and more brokerage services However, a stochastic increase in the interest rates leads to greater asset-transformation and less brokerage services THE HIGH AND VOLATILE nominal interest rates associated with contemporary inflation have prompted a pronounced change in commercial bank balance sheets Low cost deposits have been replaced by alternative funding vehicles bearing high and increasingly variable interest rates (see Budzeika [3, 4], Kane [9] and Silber [13]) In an apparent adaptive response to the loss of deposits, banks have eschewed fixed rate loans in favor of variable rate lending, thereby more closely matching the durations of their assets and liabilities (see Flannery [6] and Boltz and Campbell [2]) This change in bank lending practices has been popularly interpreted as an effort to "immunize" cash-flows in the face of increased interest rate uncertainty (see Haley [8] and Wojnilower [15]) However, apart from Niehans and Hewson [11], the adaptive recomposition of bank balance sheets has not been formally addressed In this paper, we provide a model of balance sheet duration mismatching and then show that an increase in interest rate volatility is likely to lead an intermediary to choose a balance sheet that is more closely matched1 Balance sheet mismatching can be understood in terms of the two basic functions of financial intermediaries, as explained by Niehans [10]: brokerage and asset-transformation If a financial intermediary precisely matches the properties of its assets and liabilities and thereby maintains a perfectly hedged position, it functions exclusively as a "broker," joining borrowers and lenders without assuming any risk The broker's function is then simply to reduce the search costs associated with joining complementary transactors The brokerage function is * Deshmukh is Professor of Managerial Economics and Decision Sciences; Greenbaum is Harold L Stuart Professor of Banking and Finance; and Kanatas is Assistant Professor of Finance, all at Northwestern University's J L Kellogg Graduate School of Management We gratefully acknowledge the helpful suggestions of Michael Brennan and an anonymous referee This project was supported by the Banking Research Center and the Kellogg Center for Advanced Study in Managerial Economics and Decision Sciences

Interest Rate Uncertainty and the Financial Intermediary's Choice of Exposure

A system deteriorates due to shocks received at random times, each shock causing a random amount of damage which accumulates over time and may result in a system failure. Replacement of a failed system is mandatory, while an operable one may also be replaced. In addition, the shock process causing system deterioration may be controlled by continuous preventive maintenance expenditures. The joint problem of optimal maintenance and replacement is analyzed and it is shown that, under reasonable conditions, optimal maintenance rate is decreasing in the cumulative damage level and that beyond a certain critical level the system should be replaced. Meaningful bounds are established on the optimal policies and an illustrative example is provided.

Sudhakar D. Deshmukh

Papers

Managing Business Process Flows

Managing Business Process Flows: Principles Of Operations Management

Optimal Consumption and Exploration of Nonrenewable Resources Under Uncertainty

Interest Rate Uncertainty and the Financial Intermediary's Choice of Exposure

Preventive maintenance and replacement under additive damage