International Journal of Operations & Production Management

Attila Chikán; Krisztina Demeter

1995 International Journal of Operations & Production Management

doi: 10.1108/01443579510102864

Discusses those changes which can be observed at Hungarian manufacturing companies in the transition process from planned to market economies. The changes are illustrated with the results of a series of surveys, conducted in the framework of a research project on global manufacturing practices. Shows that the adjustment of Hungarian companies is rather fast, even though most of them still have a lot to do to be really competitive at the international level. Suggests that the processes which go on in the transition economies demonstrate the strength of those general “rules” which guide manufacturing management all over the world and which must be considered by all those who wish to be successful.

Paulo J.L.C. Prochno; Henrique L. Corrêa

1995 International Journal of Operations & Production Management

doi: 10.1108/01443579510102873

Outlines the basic characteristics of a method for the development of manufacturing strategy which is being implemented in a medium‐sized manufacturing company in Brazil. The new method has been developed because the ones found in the current literature were considered to be inadequate for the requirements of the highly changeable Brazilian industrial environment, and also to provide formal means through which the manufacturing function of the company can have an effective proactive role in such a turbulent environment. Some of the tools developed, however, can also help companies which are in less turbulent situations. The process followed neither the traditional top‐down nor the bottom‐up approach. Rather, it was triggered at the middle‐management level. Some of the original tools which the proposed framework includes are: a method to ensure coherence between department level goals and firm level overall competitive objectives; the use of “contingency models” to favour the process of integration between functions; and the use of scenarios to allow for the proactivity of the functional areas. The implementation process partial results showed that before the reported implementation, company resources had been mistakenly allocated due to the lack of a well‐defined strategic direction.

R.S. Maull; A.M. Weaver; S.J. Childe; P.A. Smar; J. Bennett

1995 International Journal of Operations & Production Management

doi: 10.1108/01443579510102882

Presents the results of empirical research into issues faced by 25 companies undertaking business process re‐engineering (BPR) programmes. The research team sought to understand the BPR phenomenon through visits to 21 leading practitioners and four in‐depth case studies. The research indicated that six key issues affect the way in which BPR programmes are carried out, namely the nature of the change proposed (radical or incremental), the performance measures applied during the programme, the impact of information technology, the impact of human factors, the presence or absence of a process architecture and the link between BPR and strategy. The outcome of this research has implications for both practitioners and researchers. Where practitioners are concerned, the conventional, step‐by‐step BPR methodology should be amended to take into account these six issues more fully. For researchers there is a need for substantial research into good practice in BPR in each of the six areas.

Steve New; Ioannis Mitropoulos

1995 International Journal of Operations & Production Management

doi: 10.1108/01443579510102891

In marketing and operations literature, there is an emerging consensus that the inter‐firm network is of strategic significance. Challenges the assumption that supply networks are always “out there” waiting to be investigated. Rather than treat networks as objective artifacts, explores the extent to which they are invented and chosen by actor(s)/observer(s). Uses examples to illustrate this argument.

S. Mullarkey; P.R. Jackson; S.K. Parker

1995 International Journal of Operations & Production Management

doi: 10.1108/01443579510102909

Describes a two‐phase quantitative investigation of the effects of the introduction of just‐in‐time (JIT) manufacturing practices on shopfloor work. Results show that the introduction of product‐based manufacturing, incorporating strong elements of total quality management (TQM), was associated with: increases in employee autonomy; increases in some job demands; and no change in measures of social climate and employee wellbeing. The later introduction of core JIT practices and associated layout changes were associated with: no change in existing levels of employee autonomy and job demands; statistically significant increases in collective autonomy over the timing of group tasks; positive changes in group climate measures and increases in levels of job satisfaction. No change in employee strain was observed following either phase of shopfloor reorganization. Suggests that reductions in employee autonomy, increased production pressure and employee stress are not universal concomitants of JIT manufacturing.

Christer Karlsson; Pär Åhlström

1995 International Journal of Operations & Production Management

doi: 10.1108/01443579510102918

Explores the role of the remuneration system in the implementation process when introducing a complex manufacturing strategy, lean production. Exploratory clinical research in a mechanical manufacturing company was used and three areas of findings emerged. First, there is a need for congruence in time between organization and remuneration, since the remuneration system serves both as an obstructing and a facilitating force in the process. There is also a need for congruence between the principles of the organization and remuneration. Converting the complex goals of the manufacturing strategy into a correspondingly elaborate remuneration system is essential. Finally, proposes a two‐part remuneration system for lean manufacturing. The first part of the system is a response to the founding principles of lean manufacturing: focusing on the competence of the individual. The second part is formed to remunerate the outcomes of a lean manufacturing system based on the performance of the team.

Henk Akkermans

1995 International Journal of Operations & Production Management

doi: 10.1108/01443579510102927

Introduces the participative business modelling method (PBM), a management consulting method based on a synergetic mix of (system dynamics) modelling, group knowledge elicitation techniques and a process consultation attitude. PBM is a method well‐suited to support managers in their strategic decision‐making processes, in particular in the field of operations management, because it provides support in dealing with both the technical and organizational complexities of strategic decision making. Presents a case study where PBM was used to assist in the development of a European logistics strategy for an American pharmaceutical firm setting up operations in Europe. Discusses findings from the analysis of the evaluation interviews with project participants, which contain valuable lessons, not just for the PBM method itself, but also for the theory of strategic decision making that lies at the basis of the PBM method.