Showing papers in "Industrial Management and Data Systems in 1992"

Microcomputers and Small Businesses in Bahrain

Abstract: Presents some findings about information processing with microcomputers by small firms in Bahrain. Identifies the usual application areas as well as the packaged software commonly used by these firms. The findings indicate that small business computer applications in Bahrain approximately conform with the results observed in similar studies conducted in Western countries.

Quality Improvement as an Operations Strategy

Abstract: Discusses quality in all its various guises and expounds the theory that if there are untapped resources in the different areas amongst the various processes and types of worker, then an increase in quantity and productivity can ensue from these. It is the capability of people as much as anything which is important and higher quality performance from all activities therein which should then occur. Good financial management is also required to develop the capability of production and organization to provide consistently what is desired for basic success.

Total Quality Control: The Repair Facility

Abstract: Defines the significant role of the repair facility in customer satisfaction. Defines elements of the repair cost and discusses alternative repair strategies. Illustrates the relationship between repair strategies and total cost of repair and determines the strategy that provides the highest repair quality at a minimum total cost. Provides guidelines for implementing the optimal strategy.

Who is Running British Manufacturing

Abstract: Reviews the “qualifications” of the main board directors in 55 of the UK′s largest manufacturing companies. Examines the performance of these companies to determine whether there is any possible association between the educational/professional profiles of their “top team” members and company profitability. Describes a similar study to link chief executive officers′ “qualifications” with company profitability.

Visualizing Business Rules in Corporate Databases

Abstract: Describes an innovative pictorial representation of business rules which clarifies the interrelationships of data entities and semantic constraints to enhance the communication among different levels of management. This pictorial representation scheme can be implemented using a set of microcomputer‐based CASE tools, and the result provides a comprehensive view of all aspects of management activity.

Quality Information Management: The Way to a Better Company Culture

Abstract: Describes a case company which believes that, although a strong quality culture already exists, the quality activities resulting from that culture can be better served by improving its quality information infrastructure. Describes how the company is endeavouring constantly to improve the information needed for good decision making, and not just those affecting product manufacturing quality. Improvements in information systems are helping in decision making on all business matters and at all levels in the company.

The Role of Technology Forecasting and Planning: Formulating Business Strategy

Abstract: The successful placing of long‐range technology planning decisions in the context of overall corporate strategic planning requires a mechanism for synthesizing R&D strategy and business strategy. This article argues that formalized technology forecasting has an important operational role to play in achieving the synthesis. Descriptive guidelines for an integrative framework are developed on the basis of a literature review and the author′s technology forecasting work which has been conducted to help devise long‐term research strategy in the offshore industry. Several factors are discussed which are considered to have an important integrative role. Technology forecasting is discussed with respect to these factors and the influence they have on the planning process.

Lessons from Project Disasters

Abstract: In the continuing endeavour to work towards ever better management, experience plays a crucial role. We learn from success, but we can learn much more from failure. Further, it is far better and cheaper when we learn from other people′s failures rather than our own. This monograph assesses the requirements of project management in relation to industrial projects, illustrating the factors that can result in failure by means of a series of case studies of completed and abandoned projects worldwide that have failed in one way or another. The key roles played by project planning and project cost control in meeting and overcoming the practical problems in the management of industrial projects are examined in detail. In conclusion the lessons that can be learned are evaluated and presented, so that we may listen and learn – if only we will.

Expert Systems in Service Operations

Abstract: Despite previous work on expert systems in the manufacturing sector very few articles relate to a classification scheme for the application of Expert Systems (ES) in the service operations area. Based on a review of more than 200 abstracts from the ABI/INFORM database, seeks to provide a categorization of ES in the service sector and also to detail future needs in the application of this vital information technology in service operations. Enhances the manager′s understanding of ES technology and provides a perspective on how ES have been used in service operations.

The Service Factory: Implications for Manufacturing Managers

Abstract: Investigates the three significant implications of the service factory for manufacturing managers: (1) the service factory is strategic in nature, (2) the dimensions and attributes of the service factory should be addressed, and (3) managerial aspects must be included.

User Evaluation of Expert Systems

Abstract: Puts forward a framework for carrying out user evaluations of expert systems, which is based on user evaluations carried out in a large British company over a period of three years. The aim of this framework is to ensure that the aims of the expert system designers and the users of the system are congruent. This in turn will make it more likely that the expert system will be a success. The framework covers aspects such as user type, updating knowledge, training, the value of the system and the human/computer interface.

Claims for Direct Manipulation Interfaces Investigated

Abstract: Reports an empirical study investigating claims made for computer systems with direct manipulation interfaces – that they are easier to learn than systems with command‐driven interfaces, and that users form more positive attitudes towards them. Sixteen temporary secretaries were set tasks on a word processor using either a direct manipulation, or a command‐driven operating system. Comparisons were made between subjects via objective measures of performance (such as time and errors), and measures of attitude towards the system being used (quantified via questionnaires). Concludes that the results support the claims, but that the advantages of direct manipulation interfaces are partly subject to the context in which a system is used.

Managing Computer Programmers Effectively

Abstract: Discusses particular characteristics of computer programs and how management can ensure that their needs are met in relation to the computer hardware and software environment and general rules of good management, with special emphasis on communication and motivation.

Systems Implementation Strategy: Behavioural and Organizational Aspects

Abstract: Examines the changing approach to implementing computer systems in organizations. The methodological problems involved are analysed from the original technically dominated approaches to the more recent behaviourally motivated ideas. The hypothesis is that in today′s much more complex world of business, a wider range of paradigms needs to be used to improve the potential success of systems and implementation.

Basic Computer Literacy Needed by All Managers

Abstract: Computer literacy is a nebulous term which defies a clear and concise definition. The inability to define this term properly makes it difficult for managers to gain a clear understanding of their roles as they apply to computer literacy. Presents concepts which will enable managers to understand computer literacy better. The main emphasis is based on a model known as ASK (Awareness, Skill, Knowledge). These factors help to provide an effective method of defining a manager′s role as it pertains to the various elements of computer literacy. Addresses the role of training as it pertains to managers and organizations.

Integrated Manufacturing Planning

Abstract: Manufacturing and engineering depend heavily on computers for many low‐level operations, including design, resource planning and production scheduling. But only a few companies have implemented the sort of enterprise‐wide computerized planning/project management found in other industries. However, substantial gains in productivity, flexibility, and production costs are to be made from integrating all aspects of the planning and scheduling process. Examines the need for integrated, company‐wide planning in manufacturing/engineering companies, and highlights how it is increasingly being applied to the different parts of the production cycle.

Production and Operations Restructuring: Using Time‐based Strategies

Abstract: British and American manufacturers continue the struggle to remain competitive, yet there remains a vast amount of unused energy and potential trapped by the inadequate organization of resources. Using a time‐based strategy, the value‐adding capability of the organization can be measured and constraints identified. This time‐based framework can guide investments and improvement actions whilst retaining links to an overall quick response/improved customer service strategy. A method of reducing throughput time has been developed, which separates non‐value – and value‐adding operations. Results from the electrical switchgear industry show that, when throughput time is reduced, stock of materials, labour efficiency, production planning and customer service can all be improved to reduce total costs.

Computer‐aided Waste Detection: New Potential for Energy Saving

Abstract: Describes a novel management method for the detection and diagnosis of avoidable waste of consumable resources. The method is implemented on a personal computer and, although mainly applied to energy consumption, has very wide potential application.

Change and the Quality of Management

Abstract: Change is inevitable but too often ignored, particularly with respect to management development. Innovative, but not necessarily revolutionary, programmes were implemented through a collaborative programme between industry and local business schools. Content directly related to business strategies, performance and continuous improvement increases team building and team performance and supports improvement in quality, employee involvement, financial control and productivity. The collaborative programme, through a drip‐feed approach – half day, full day or residential modules at three‐to‐six week intervals, with clearly defined assignments based on individual and group management issues were completed between modules. Accreditation was achieved and allowed participants to move towards a formal Certificate in Management qualification.

Quality Teamwork at Wakefield: Coca‐Cola & SchweppesBeverages Ltd: Wakefield Factory

Abstract: Facts and figures relating to the largest soft drinks manufacturing operation in Europe The factory relies heavily on computer systems to facilitate all its operations and there are seven major systems for process and production plant in addition to the local control systems Also detailed are the benefits of operating a single‐union agreement which promotes a continuous improvement in company performance as well as providing open and direct communication between all staff on site

Software Management and Accountability

Abstract: Software is protected by copyright law which means that the owner of the copyright holds exclusive rights to the reproduction and distribution of his or her work. How therefore does the Federation Against Software Theft (FAST) help, advise and control companies on use and misuse of software?

Systematic Investment Analysis

Abstract: Explores approaches to the assessment of capital investment proposals, and proposes a systematic investment analysis model to classify projects, and to show the relationship between factors influencing an analysis as well as to indicate the range of information necessary for a satisfactory assessment. Also discusses criteria for acceptance of proposals to spend capital on productivity improvement methodologies presented in the form of decision trees.

The Computer Revolution in Organizational Management

Abstract: Reviews the impact of computers on the business world. Suggests that organizational structure is now dictated by advances in the field and that information technology is changing the fundamental nature of industry. Discusses the future goals of the computer industry and the effects the expected computer revolution will have on organizational management. Briefly discusses office and factory automation, integrated computer systems, microcomputers and fifth‐generation computers. Includes two case studies to illustrate how computers have been used in a bakery chain and a hospital in Taiwan.

Organizational Effectiveness and the ″Expert″

Abstract: Examines the major current approaches to organizational analysis, namely accounting, marketing, behavioural, management services, consultative, systems and total quality. Describes an outline sketch of each showing the basic philosophy adopted and the techniques utilized. Discusses the limitations of the adoption by management of any one approach and the selection of the “expert”, as this tends to lead to the definition of the “problem”, and hence to a solution related directly to the adopted approach/”expert”. This will give rise to an over‐simplification of the true organizational complexity and may lead to a loss of overall organizational effectiveness. Suggests a number of guidelines for management, to assist in the handling of a process of organizational effectiveness improvement through organizational analysis and the use of “experts”.

A Model for Implementing New Technology

Abstract: Provides an integrated model that can be used as a framework by organizations planning to implement new technology systems. The inputs of this model were obtained by a brainstorming session of MBA students, interviews with several local computer vendors, and a review of the current literature. The proposed model views the implementation of new technology from three dimensions rather than two. These include: management, employee group, and the vendor group. Three arrows, each pointing in opposite directions, connect the sides of the triangle, representing the expectations which each party has of the other. These expectations or interfaces are examined.

Simulating MRP – A New Perspective for Training

Abstract: Traditional computer‐based material requirements planning (MRP) systems are usually implemented on large, mini‐computer systems. The MRP module is frequently one, albeit a central one, of a complex of modules together referred to as MRP II or Manufacturing Resources Planning. These systems, although ideal for real‐life, day‐to‐day use, can present a problem when used for training purposes. The sheer number of facilities available and consequent complexity of use often means that a lengthy training period is required. Describes a PC‐based MRP simulation package which encompasses the main features of existing MRP packages available in industry. As such, the package is ideal for training purposes. It allows typical MRP activities to be performed and basic knowledge of the most important MRP features to be gained. Great emphasis has been placed on a user‐friendly interface. Describes the PC‐based training system, the first of a series which will eventually cover several MRP II modules.

Self‐directed Work Teams: A Key to World‐class Operations?

Abstract: Presents some of the critical questions relating to self‐directed work teams (SDWT) – small groups of employees who are responsible for producing an entire product or product segment and for managing themselves and the work that they do. While some companies have used SDWTs for many years, interest in the concept has grown very rapidly in the last few years but because of large differences in work and workers, SDWTs are not a universally applicable concept. Any organization that is considering adopting SDWTs must ask a series of questions to determine if SDWTs “fit” their circumstances.

Expert Systems: Guidelines for Managers

Abstract: Enumerates the factors which decide the feasibility of an expert system (ES) solution based on certain domain characteristics. Explains the points to be given importance while going for an ES solution. An attempt has been made to explain the major differences between DSSs (decision support systems) and ESs. The integration of symbolic and connectivist theories have resulted in the neural network ES, which can learn and adapt to situations, becoming an emerging trend. Certain facts about ESs which should be remembered by managers, in general, which can be treated as a set of guidelines for ES application, are also enumerated in the course of the article.