Showing papers in "Journal of Operations Management in 1997"
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TL;DR: In this article, the authors identify the magnitude of the problem by establishing an empirical lower bound on the profitability impact of the bullwhip effect and show that eliminating the effect can increase product profitability by 10 to 30%.
604 citations
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TL;DR: In this paper, a taxonomy of environmentally-friendly best practices within the operations management value chain is developed, which is then extended to develop a group of propositions concerning the role of management in promoting environmentallyfriendly practices.
585 citations
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TL;DR: In this article, the authors test the strength of the relationship between ISO 9000 certification and organisational performance in the presence and absence of a total quality management (TQM) environment.
465 citations
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TL;DR: In this paper, the authors examined whether investments in advanced manufacturing technologies (AMTs) such as flexible manufacturing systems (FMS), computer aided design (CAD), computer-aided manufacturing (CAM), robotics, etc., are more likely to lead to improved performance if they are supported by improvements in the manufacturing infrastructure of the company.
344 citations
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TL;DR: In this paper, a theoretically relevant set of manufacturing competitive priorities is identified from the operations literature and factor analyzed to determine the core dimensions of manufacturing performance, with the latter encompassing the combined effects of quality and cost.
278 citations
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TL;DR: In this paper, the authors empirically tested whether management of the buyer-supplier interface affects supplier-related delays and, in turn, if these delays slow the overall project.
266 citations
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TL;DR: In this paper, a case-based research methodology was used for theory testing at six plants, each of which claimed to be implementing just-in-time manufacturing, and the results indicated that employee involvement plays a central role in JIT implementation.
229 citations
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TL;DR: This tutorial will attempt to synthesize a variety of material from both practitioner and academic literature sources into a coherent precis that defines and discusses BPR in a language palatable to both the manager and the academic.
194 citations
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TL;DR: In this paper, the inconsistent association between practice and performance is accounted for by considering the process view of quality management, which links quality management with process optimization to address both effectiveness and efficiency concerns.
174 citations
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TL;DR: In this article, the authors investigated the relationship between adoption of various advanced manufacturing technologies (AMT), the way that firms plan for and implement them, and their eventual performance, and found that firms adopting integrated technologies had significantly higher levels of effort on strategic planning and team-based project management and had also achieved higher level of performance across a wider range of performance factors than other firms.
161 citations
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TL;DR: Integrated design was found to be significantly associated with early-mover strategy, benchmarking best practices and, to a lesser extent, customized or proprietary hardware-software systems.
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TL;DR: In this paper, customers engage in quality assurance behaviors in attempts to increase their satisfaction and to recover from service failures, and the non-monetary costs incurred by customers who engage in these behaviors represent largely overlooked costs of quality that can and should be factored into service design and management.
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TL;DR: It is demonstrated that simple dispatch heuristics provide performance comparable or superior to that of algorithmically more sophisticated scheduling policies as processing time uncertainty grows.
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TL;DR: The authors examined the relationship between market requirements focus, manufacturing characteristics focus, and manufacturing performance and found that market requirements and manufacturing characteristics have an impact on manufacturing performance, and provided partial support for a mediation model of focus proposed by Bozarth.
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TL;DR: This tutorial is to provide a guiding framework for carrying out improvements of business processes, and presents numerous illustrative examples, taken from the personal experiences and those of students, as well as from the literature.
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TL;DR: In this paper, the authors presented a process of establishing a set of order-winning criteria for a consumer pharmaceuticals firm which involved the participation of sixteen managers from seven functional areas over four months.
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TL;DR: In this paper, the authors applied an established multifaceted citation-based methodology to assign journals to categories (elite and major) along each of four dimensions (breadth, consistency, trend, and intensity of recognition) and subsequently organized into distinct tiers of importance to the production and operations management field.
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TL;DR: Using time series data from two manufacturing firms, it is found that cumulative output of defective or good units is statistically significant in explaining learning curve benefits, however, defective and good units do not explain learning curve effects equally as is implicitly assumed in traditional learning curve models.
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TL;DR: It is intriguing that top-performing plants not only do the expected things, given their choice of process, but also excel in selected dimensions—some of which fit the profile normally associated with a different process choice.
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TL;DR: In this article, the authors analyze doctoral dissertation research in the field of purchasing since 1987, identify key areas of study, examine shifts in topical coverage, evaluate methodological sophistication and the extent of theory development and discuss gaps in research areas.
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TL;DR: In this paper, the authors combine ideas that are well founded in the production and inventory management literature, with analytical approaches that have been long established in the economic theory literature, to reveal and explore production-function characteristic differences between JIT producers and non-JIT producers among electronic firms in Ontario, Canada.