Within the last decade, the importance of flexibility and efficiency has increased in the manufacturing sector. The rising level of uncertainty in consumer preferences has caused many organizations to aggressively search for cost reductions and other sources of competitive advantage. This fact has resulted in an increased implementation of advanced manufacturing technologies (AMT). A number of studies propose that the implementation of AMT must be accompanied by a shift in supporting organizational practices to realize the greatest performance enhancement. As yet, the complementarities between organizational policies and AMT have not been determined. Using assumptions about complementarities in manufacturing made by Milgrom and Roberts (1995) in conjunction with a comprehensive AMT survey (Survey of Advanced Technology in Canadian Manufacturing-1998) a model of manufacturing plant productivity was developed. Constrained regression analysis reveals that the use of AMT, as well as various organizational policies, depends both on the size of the plant as well as the industry in which it operates. Factor analysis of the over 70 variables found that regardless of the nature of the variable (business strategy, source of implementation support, AMT, etc. ), all design elements factored together. The factor analysis also shows that large firms who use AMT also have many design technologies. This result differs for smaller firms where the use of AMT is highly correlated with perceived benefits of the technology and a large number of sources of implementation support. The analysis also supports the distinction of high technology (highly innovative) industries and low technology (low levels of innovation) industries since electronics, chemicals and automotive have a large percentage of plants with all of the model factors whereas the textile, non-metal and lumber industries have very few plants with all of the model factors. The results show that there are important differences that should be considered when creating policies to encourage innovation and the use of AMT for the various manufacturing industries and plant sizes.

Within the last decade, the importance of flexibility and efficiency has increased in the manufacturing sector. The rising level of uncertainty in consumer preferences has caused many organizations to aggressively search for cost reductions and other sources of competitive advantage. This fact has resulted in an increased implementation of advanced manufacturing technologies (AMT). A number of studies propose that the implementation of AMT must be accompanied by a shift in supporting organizational practices to realize the greatest performance enhancement. As yet, the complementarities between organizational policies and AMT have not been determined. Using assumptions about complementarities in manufacturing made by Milgrom and Roberts (1995) in conjunction with a comprehensive AMT survey (Survey of Advanced Technology in Canadian Manufacturing-1998) a model of manufacturing plant productivity was developed. Constrained regression analysis reveals that the use of AMT, as well as various organizational policies, depends both on the size of the plant as well as the industry in which it operates. Factor analysis of the over 70 variables found that regardless of the nature of the variable (business strategy, source of implementation support, AMT, etc. ), all design elements factored together. The factor analysis also shows that large firms who use AMT also have many design technologies. This result differs for smaller firms where the use of AMT is highly correlated with perceived benefits of the technology and a large number of sources of implementation support. The analysis also supports the distinction of high technology (highly innovative) industries and low technology (low levels of innovation) industries since electronics, chemicals and automotive have a large percentage of plants with all of the model factors whereas the textile, non-metal and lumber industries have very few plants with all of the model factors. The results show that there are important differences that should be considered when creating policies to encourage innovation and the use of AMT for the various manufacturing industries and plant sizes.

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While some reports on successes of advanced manufacturing technologies (AMT) have been glowing, many companies have tossed millions of dollars worth of fancy equipment into their factories and wound up with little to show for it. It is becoming clear that many of the AMT failures today can be attributed to an inadequate planning process. Proposes a four-stage research framework that addresses issues in: planning the manufacturing system; planning for an appropriate infrastructure; planning for new relationships with the external environment; and justifying investment in AMT. Assesses the strengths and weaknesses of selected contributions in each stage, and identifies gaps in knowledge where research is needed. The framework devised should help tomorrow's research build on the past and increase the research's acceptance by industry, since it draws on both research- and practitioner-based literature along with findings of the field study.

Some researchers have found that unionized firms are less likely to pursue automation because high wage demands deprive them of the necessary capital required to invest in advanced manufacturing technology (AMT). It has also been suggested that stringent work rules and technology agreements can make the substitution of new technology for union labor too expensive. Others have found, however, that the pursuit of high wage policies and the resultant requirement for improved worker and machine productivity can create a positive environment for technological change. This exploratory study examines the relationships between firm-level union status and the adoption and performance of AMT in the discrete parts durable-goods manufacturing industry. Analyses of our sample, which included Chi-square tests, t-tests, correlation analyses and multiple linear regression analyses, revealed a union effect on the adoption of just-in-time technology and a moderately positive union effect on performance. Results of analyses of the impact of union status, firm size and several human factor variables on firm performance are also presented and discussed.

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Hvordan kan en omkostningskalkulationsmodel udformes under moderne og fleksible produktionsforudsætninger, og hvordan påvirker stokastikken fra produktionen en given kalkulationsmodel, når der tages højde for samtlige indsatte ressourcer fra produktionen? Disse forhold er diskuteret med udgangspunkt i den existerende kalkulationsteori på området og i relation till to konkrete case-virksomheder. For at kunne gøre konkrete beregninger af stokastikkens virkninger, er der udformet en model baseret på et FMS-system, som har været testet via stokastisk simulering. Resultatet heraf viste, at variationer i processerne, transport og leadtid kan have relativ stor effekt på stykomkostningerne sammenliget med det deterministiske tilfælde. Med en stokastisk omkostningsmodel er der også mulighed for, at estimere effekten fra Design For Manufacturability (DFM) via standardafvigelsen. Dermed bliver det muligt att søge efter at minimere stokastikken og variationen fra produktionen. / Diss. Stockholm : Handelshögskolan

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Made available in DSpace on 2010-04-20T20:14:34Z (GMT). No. of bitstreams: 0 Previous issue date: 1995-05-15T00:00:00Z / Apresenta uma nova abordagem de mensuração de desempenho para as empresas manufatureiras, com ênfase nos princípios, critérios, modelos e metodologias para a implementação destes sistemas. Aborda o tópico das mudanças ocorridas no ambiente de negócios e do contexto específico do setor fabril, com miras a construir uma visão global dos eventos ocorridos na organização de trabalho, que permita a melhor compreensão do tema particular deste estudo. Apresenta uma metodologia proposta para a medição de desempenho nas indústrias.