The success of the Japanese just-in-time (JIT) with kanban inventory control technique has caused many manufacturing firms world-wide to implement similar systems in an attempt to remain competitive. Predicting and controlling the number of kanbans in an unstable environment is a complex decision involving many stochastic factors. This research investigates using neural computing (neural networks) to identify endogenous factors (shop conditions) and exogenous factors (product demand and supplier schedules) that are correlated with kanban system performance and to predict the optimal number of kanbans based on the "dynamic" interaction (changing over time) of these factors inherent in many production environments. The purpose of the research is to test the interpolative ability of a neLiral network to synthesize a multidimensional response surface from sample values and to perform factor screening on the inputs. First, a JIT shop simulator capable of utilizing different factor levels is used to generate data on shop performance for different kanban levels for 560 dynamic shop scenarios. Each combination of shop factor levels, along with the corresponding optimal number of kanbans, is saved in a data file. The data is randomly split into 2 files of equal size. The first file is used as training data for a neural network. The neural network "learns" the relationship between the shop factors and the correct number of kanbans needed from the training data. After the training phase, the neural network is tested on its "associative" ability to determine how well it predicts the correct number of kanbans for the shop scenarios in the second file (data it has never seen). Results are given for different network paradigms to determine the best paradigm for predicting the number of kanbans in a dynamic JIT shop. The neural network is also used as a tool for factor screening. Each factor is analyzed to determine its relative importance in kanban prediction. Statistical tests are used to gauge the importance of the dynamic information as well as to examine the relevance of various factor groupings. The results have practical implications for firms that have adopted, or are considering, the JIT technique. / Ph. D.

published_or_final_version / Business Administration / Master / Master of Business Administration

Since their introduction to the United States from Japan in the 1980s, inter-organizational cooperation practices between buyers and suppliers have provided lower costs, shorter development and production cycles, and higher levels of quality and productivity. Many studies of interorganizational cooperation have relied on transaction cost economicsframeworks,which ignore cultural differences. Few studies have analyzed inter-organizational cooperation in Mexico, a less-developed country (LDC) with a cultural and industrial environment differentfromthe U.S. This study is concerned with the influence of interorganizational trust, individualism and collectivism (indcol), and the superordinate goal ofjust-in-time/total quality management (JIT/TQM) on inter-organizational cooperation.

Orientador: Paulo Correa Lima / Tese (doutorado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica / Made available in DSpace on 2018-08-04T03:14:47Z (GMT). No. of bitstreams: 1 Ching_HongYuh_D.pdf: 8715787 bytes, checksum: 17b2ec4f0b38c42e13a3548ca6ede854 (MD5) Previous issue date: 2004 / Resumo: É fato que as organizações tem dificuldade em implementar suas estratégias e atingir os seus objetivos por não dispor de um sistema de mensuração de desempenho que produza informações relevantes para tomada de decisão. Isto ocorre devido a um gap existente entre os objetivos estratégicos da organização e as suas medidas de desempenho. Esta Tese tem como proposta fechar este gap apresentando um modelo de mensuração de desempenho que alinhe o sistema de manufatura enxuta aos objetivos estratégicos do modelo de negocio da organização. Em paralelo, um sistema de manufatura enxuta é desenhado de modo a permitir realizar as dimensões competitivas criando, assim, vantagens diferenciais para a empresa. Medidas de desempenho são associadas aos requisitos funcionais do sistema de manufatura e então alinhadas em uma relação de causa e efeito, assegurando que os objetivos estratégicos sejam alcançados. Para desenvolver o presente modelo de mensuração, seis modelos foram pesquisados e analisados como referencial. Para desenvolver o sistema de manufatura enxuta e as medidas de desempenho, aplicou-se a abordagem denominada de projeto axiomático. Por fim, as medidas de desempenho desenvolvidas neste modelo foram validadas em uma empresa industrial que já utiliza a manufatura enxuta, para comprovar a lógica do modelo proposto, mensurar os resultados obtidos com a produção enxuta e comparar com a situação anterior de produção em massa / Abstract: It is a fact that organizations have difficulty in implementing their strategies and achieving their objectives due to a lack of a performance measurement system that gives relevant information for decision making. This occurs because of a gap between the strategic objectives of the organization and its performance measures. This thesis proposes to elose this gap by presenting a performance measurement model that aligns the lean manufacturing system to the strategic objectives of the organization's business model. At the same time, a lean manufacturing system is designed to enable the accomplishment of the competitive dimensions, creating therefore unique advantages to the company. Performance measures are connected to the functional requirements and aligned in a cause and effect relationship, ensuring that the strategic objectives are accomplished. In order to develop the current performance measurement model, six models were researched and analyzed as a reference. In order to develop a lean manufacturing system and its performance measures the axiomatic design approach was used. Finality, the performance measures developed in this model were validated in an industrial company, which already has a manufacturing system in place, to prove the logic ofthe proposed mode1, to measure the resu1ts achieved with the 1ean manufacturing and to compare with the previous situation of mass production / Doutorado / Materiais e Processos de Fabricação / Doutor em Engenharia Mecânica

On a daily basis organizations strive to achieve maximum output with minimum input for greater levels of efficiency and profitability. However, in our dynamic modern world and economy the variables have changed dramatically and the time when business was simply about the ‘bottom line’ and all else was subordinate to the objective of profit, has come and gone. In the contemporary world of business today the variables are much broader and more dynamic, as people are no longer just employees, and suppliers are no longer people whose payment should be delayed for as long as possible. In addition, the environment is no longer to be plundered at all costs. Today Lean as an all-encompassing management philosophy with its emphasis on adding value, is more relevant in business than at any other point in business history. At a time when the global economy is facing some of its greatest challenges, it is ultimately business and its networks that, through effective management, can restore the global economy and provide livelihoods to millions of people. The Lean management philosophy is about constantly searching for the best possible way of doing things and eliminating waste in pursuit of value. If Lean is in pursuit of eliminating waste and turning it into value, and the customer, irrespective of required product, is in constant pursuit of finding value, then Lean is surely the management philosophy that can deliver the greatest level of customer satisfaction. This means satisfied customers returning to an organization for repeat sales as long as they perceive that the value they derive meets their expectations.

Contexto: É progressivo e significativo o número de empresas que estão distribuindo seus processos de produção de software ao redor do mundo visando ganhos de produtividade, redução de custos e melhorias na qualidade. Por isso, o Desenvolvimento Distribuído de Software (DDS) tem suscitado grande número de pesquisas na área de engenharia de software nos últimos anos e, os engenheiros, em reconhecimento à grande influência desta forma de trabalho, estão em busca de modelos e processos que facilitem produção de software, com equipes geograficamente dispersas. Além dos engenheiros, gerentes e executivos têm enfrentado desafios e dificuldades em diferentes níveis, envolvendo fatores gerenciais, em especial quanto ao monitoramento de projetos. O monitoramento de projetos de software é determinante para que se obtenha êxito em seu desenvolvimento. Quanto ao desenvolvimento de software, uma técnica que conquistou destaque é o Kanban, empregado junto à metodologias ágeis, neste sentido, é possível ressaltar também o uso de Business Process Model and Notation (BPMN) em modelos que presam pelo gerenciamento e monitoramento de projetos. Objetivo: Nesta perspectiva, o objetivo desta dissertação de mestrado é comprovar a seguinte hipótese: “Um projeto distribuído de software pode ter o cronograma de suas atividades monitoradas, por meio de um processo que aplique a técnica do Kanban e a modelagem BPMN”. Para tal, foi implementado um processo que aplica a técnica mencionada, junto à notação, como instrumento para a validação da hipótese. Métodos e Procedimentos: Com o propósito de comprovar a referida hipótese, foi utilizado o método experimental, o qual contou com 82 participantes, que trabalharam distribuidamente. Resultados: Após a realização do experimento, foram sistematizadas as informações; estes revelaram que a hipótese supracitada é válida, por conseguinte o processo proposto, que aplica as técnicas do Kanban e a modelagem BPMN, é efetivo no monitoramento do cronograma das atividades em um projeto distribuído. Espera-se que, com este resultado, a técnica Kanban, pouco explorada no DDS seja vista como vantajosa, por gerentes de projetos distribuídos, deste modo também melhorar o monitoramento das atividades em projetos desta natureza, e ampliar os materiais de pesquisa na área. / Context: It is progressive and significant number of companies that are distributing their software production processes around the world aiming gatasting productivity, reduced costs and improved quality. Therefore, the Development Distributed Software (DDS) has attracted large number of pesquisas in software engineering in recent years, and engineers, in recognition of the great influence of this form of work, they are looking for models and processes that facilitate production software, with geographically dispersed teams mind. In addition to engineers, managers and executives have faced challenges and difficulties, at different levels, involving managerial factors in spe cial as the project monitoring. Monitoring of software projects is crucial in order to obtain success in its development. As for the development of software, a technique that gained prominence is the Kanban inpreached by the agile methodologies, in this sense, it is also possible to emphasize the use of Business Process Model and Notation (BPMN) models that presam for managing and project monitoring. Objective: In this perspective, the objective of this master thesis is to prove the following hypothesis: "A software distributed design can have cronograma of their activities monitored through a process to apply the technique of Kanban and modeling BPMN. " To this end, it implemented a process that applies the aforementioned technique, with the notation as a tool to validate the hypothesis. Methods and Procedures: In order to prove that mortgage is, we used the experimental method, which was attended by 82 participants, who tra-balharam dis-tribuidamente. Results: After the experiment, were systematized intraining; These revealed that the above hypothesis is valid, therefore the proposed process, which applies the techniques of Kanban and BPMN modeling is efftive in monitoring the schedule of activities in a distributed project. Espear that, with this result, Kanban technique, little explored in DDS is seen as advantageous for project managers distributed thus also me lhorar monitoring activities in projects of this nature, and expand the materials research in the area.

Thesis (MBA)--Stellenbosch University, 2005. / ENGLISH ABSTRACT: This thesis researches World Class Manufacturing Techniques (WCMT) and their applicability in a Non-Production Environment such as an inbound call centre in the financial services sector. These WCMT involve a set of innovative techniques and principles, which are applied by foremost manufacturing companies. These techniques however, are not sacred and one always needs to refer back to the objectives of World Class Manufacturing, namely to (a) Eliminate waste, (b) Improve quality, (c) Shorten lead times, (d) Reduce costs, and (e) Improve morale and seek other improvements. The importance lies in attaining the objectives in the context of the necessary manufacturing tasks. Companies applying these techniques demonstrate significant productivity gains, production synergies, reduced rework and more reliable on-time delivery. In the highly competitive global market, these offer a competitive advantage for such companies. A critical and essential element of a company's strategic vision is a clearly defined and healthy competitive advantage. It is imperative that a company's vision is clearly aligned to its business objectives and goals. The WCMT is a tool that aligns the business vision and strategic objectives to realize its competitive advantage. By aligning the vision to its competitive advantage, it is crucial that the company challenge its existing production processes and the way in which it operates. Existing production processes need to be continuously reviewed and adjusted where necessary to sustain the competitive advantage. This paper is a practical example of how a non-production organisation can apply these WCMT to sustain its competitive advantage. The WCMT such as Theory of Constraints (TOC), Just in Time (JIT) and Total Quality Management (TQM) are discussed and applied in the inbound call centre of a medical aid administration company. In a relatively short time span, some remarkable sustainable productivity improvements were achieved. This would imply that these WCMT could be applied in traditional non-production environments. / AFRIKAANSE OPSOMMING: Hierdie navorsings werkstuk ondersoek Wêreld Klas Vervaardigings Tegnieke (WCMT) en die moontlike toepassing daarvan in 'n nie-vervaardigings omgewing, soos 'n inbeldienssentrum in die finansiële dienste sektor. Hierdie WCMT omsluit 'n groep innoverende tegnieke wat huidiglik aangewend en toegepas word in die meeste vervaardigings ondernemings. Hierdie tegnieke is nie beperk nie en verwys altyd terug na die doelstellings van WCMT naamlik (a) Vermindering van afval, (b) Verbetering van kwaliteit, (c) Verkorting van wag periodes, (d) Verlaging van kostes, en (e) Verbeterende personeel moraal en die voortdurende soeke na ander verbeteringe. Die belangrikheid van WCMT lê in die bereiking van hierdie bogenoemde doelwitte binne die konteks van die noodsaaklike vervaardigings metodes. Ondernemings wat hierdie tegnieke toepas vind groot produksiekapasiteit verbeteringe, produksie sinergie, 'n verlaging in die oordoen van foutiewe werk en ondervind ook grotendeels meer gereelde op-tyd aflewering. In die hoogs kompeterende globale mark bied die WCMT die broodnodige mededingende voordeel aan hierdie ondernemings. Die kritieke en belangrike bestanddeel van 'n onderneming se strategie en visie is die onderneming se vermoë om 'n deeglike en gesonde mededingende voordeel bo sy mededingers te hê. Dit is van kardinale belang dat die onderneming se visie behoorlik in lyn is met die onderneming se strategiese doelwitte. Hierdie WCMT is 'n instrument wat die onderneming kan aanwend ten einde sy visie en strategiese doelwitte, asook sy kompeterende voordeel, te bereik. Dit is krities belangrik dat 'n onderneming se visie en sy kompeterende doelwitte gesinkroniseer en gelykgestel is en verder dat die onderneming ook sy huidige produksie prosesse herevalueer, asook die manier waarop die onderneming opereer. Huidige produksie prosesse moet voortdurend geherevalueer en aangepas word waar nodig, ten einde die onderneming se voortdurende kompeterende voordeel te behou. Hierdie navorsings stuk is 'n voorbeeld van die praktiese toepassing van WGMT en hoe hierdie tegnieke 'n onderneming behulpsaam kan wees ten einde sy kompeterende voordeel te behou. Die WGMT soos die Teorie van Beperkings (TOC), Net Betyds (JIT) en Totale Kwaliteit Beheer (TQM) word deeglik ondersoek en bespreek. Die navorser ondersoek voorts die moontlikheid om hierdie tegnieke toe te pas in 'n in beldienssentrum by 'n administrateur van mediese fondse. In 'n relatiewe kort periode het die navorser noemenswaardige en voortdurende produksie verbetering teweeg gebring deur die toepassing van WGMT. Die navorser het afgelei dat hierdie WGMT nie net beperk is tot die vervaardigings sektor nie, maar dat dit ook in die nie-vervaardigings sektor doeltreffend aangewend kan word.

U.S. companies have implemented just-in-time purchasing (JITP) and total quality management (TQM) techniques to improve their global competitive position. The lack of empirical research on these techniques with firm's performance is the reason to explain further their strategic values as management innovations in different types and sizes of organizations. From a theoretical foundation on the relations between innovation, strategy and performance, the following research questions were generated: (1) Are JITP and TQM positively related to the firm's performance?, (2) Do the combination/sequence of implementing JITP and TQM have a relation with the firm's performance?, and (3) Is the relationship between JITP and TQM to the firm's performance moderated by any of industry type, firm size,firm type and/or duration of JITP and TQM techniques? A model is developed and hypotheses are proposed. A survey is mailed to firms operating in the U.S. that have implemented one or both techniques. Questionnaire items measuring JITP, TQM, performance, and moderating variables - industry type, firm size,firm type, and duration of JIT purchasing and TQM techniques— are either developed or borrowed from other studies. From rosters of the American Society for Quality Control and the National Association of Purchasing Management, 1884 target respondents result in a 20.3 percent response rate. Reliability and factor analysis of the constructs are established. The research model is tested by canonical correlation analyses before a separate hierarchical regression analysis of sets is run for each of the three performance factors: financial and market, time-based quality and material productivity. The extent of JITP and TQM implementation positively and significantly relate with firm's performance. Furthermore, the relation between JITP and financial and market performance is higher in industries that face high foreign competition. Firm size, firm type and duration of JITP and TQM techniques are nonsignificant moderators. An improved research model is offered.

The world has become more competitive, complex and unpredictable, and this process is continuing. Evolution is taking place resulting in organisations being pushed by strategies and pulled by increasingly assertive customers who demand more accountability and responsiveness (Kartte, 2010). In order to remain competitive in this changing world, many organisations, even financial institutions have adopted Lean principles in order to eliminate waste, reduce cost and streamline everyday processes (Spear, 2012). There have however been a number of challenges that have prevented financial institutions from implementing Lean principles successfully. The primary objective of this study is to improve the effectiveness of Lean principles within a specific financial institution. More specifically, this study will identify the effectiveness of successfully implementing Lean principles at a financial institution by investigating the influence of employee knowledge, understanding and skills, communication, motivation and ownership from management, organisational culture and the impact of trade unions in organisations as mentioned in the problem statement above. Convenience sampling was used to select a sample of sixty eight (68) employees within the specific financial institution. The sample was stratified to include senior managers, managers, team leaders and lower level employees. Questionnaires were distributed personally to the focus groups from the above categories.