Dissertation (D.P.H.)--University of Michigan.

Thesis (M.S.)--University of Michigan, 1999. / Includes bibliographical references.

Le développement des technologies de l’information et de la communication que connait notre siècle a grandement facilité les pratiques d’échanges d’informations au sein des chaînes logistiques. Ces pratiques ont pu ainsi évoluer vers de nouvelles formes de collaborations entre entreprises, telles que le Partage d’Informations (PI) et le Vendor Managed Inventory (VMI). Le VMI est un mécanisme de coordination dans lequel le fournisseur a la responsabilité de la gestion des stocks de son client. Ce mécanisme repose sur plusieurs principes parmi lesquels un partage d’informations très développé entre les parties qui s’y engagent. Le PI et le VMI sont adoptés par les entreprises pour permettre une augmentation des profits et une réduction des coûts. Toutefois, leurs résultats sont mitigés et nécessitent encore un approfondissement de leur compréhension. La contribution de cette thèse se situe dans l’analyse des impacts de ces mécanismes sur des chaînes logistiques où tous les maillons sont des entreprises de production dont les efficacités peuvent être différentes. Pour ce faire, plusieurs scénarios ont été étudiés sur des chaînes logistiques constituées de trois échelons, chaque échelon peut appartenir à quatre classes d’efficacité. Ces chaînes peuvent répondre à deux types de demande du marché final ; une demande stable ou une demande variable. De plus, plusieurs mécanismes de coordination sont étudiés : les mécanismes de gestion standard, de partage d’informations entre deux échelons, de partage d’informations entre trois échelons, de VMI entre deux échelons, puis de VMI étendu aux trois échelons. L’outil utilisé pour mener ces expérimentations est le logiciel de simulation à évènements discrets Arena. L’interprétation des résultats a montré que le mécanisme de coordination avec partage d’informations n’a pas eu d’amélioration très significative sur les résultats. En effet, puisque les entreprises ont des capacités de production finies, la disponibilité de l’information n’a pas permis d’obtenir des résultats différents. Le VMI, de son côté, a pu réaliser des réductions des stocks et des coûts de la chaîne logistique. Ces réductions ont été plus importantes chez les chaînes logistiques dont les maillons sont de faibles efficacités. Chez ces dernières, ce sont les deux parties concernées par le VMI (le fournisseur et le donneur d’ordres) qui ont tiré des avantages du VMI. Chez les chaînes logistiques constituées de maillons de haute efficacité, le VMI a permis une réduction des coûts moins importante, car ces chaînes logistiques sont déjà de performance élevée. Pour celles ci, c’est le client qui a tiré profit du VMI, alors que le fournisseur VMI a subi une augmentation des coûts suite à l’augmentation de la fréquence de transport qu’a impliqué ce mécanisme. / The advent of new information and communication technology has greatly facilitated the information exchange practices within supply chains. These practices recently evolved into new forms of collaborations between companies such as Information Sharing (IS) and Vendor Managed Inventory (VMI). The VMI is a coordination mechanism where the supplier is responsible for the inventory management of his customer. This mechanism is based on several principles, including developed information sharing between involved parties. The use of IS and VMI allow companies to increase profits and reduce costs. However, the results about the benefits from their use remain not clear. This motivates the need for new assessments and a better understanding of their effects. This thesis main contribution lies in the analysis and comprehension of IS and VMI’s impacts on supply chains. Especially, we address the issue of supply chains where tiers are production companies with different effectiveness levels. The examined scenario is based on a three tiers supply chain where each tier can belong to four effectiveness classes. The supply chain can respond to two types of end market demands: stable demands or fluctuant demands. In addition, several coordination mechanisms are studied: (i) standard management mechanism, (ii) information sharing between two enterprises, (iii) information sharing between three enterprises, (iv) VMI and (v) Extended VMI to all the three enterprises. The tool used to conduct these experiments is the discrete event simulation software “Arena”. The interpretation of the results showed that the IS coordination mechanism has not very significant improvement. Indeed, as companies have finite capacity, the availability of information did not yield better results. Whereas, the VMI could achieve reductions in both inventory and supply chain costs. In addition, VMI improved profits of the two parties, the vendor and the customer. Finally, the advantages of VMI appear to be stronger when the overall supply chain is less effective.

No presente trabalho é proposto um modelo de simulação de uma cadeia de suprimentos integrada com adoção da estratégia de VMI (Vendor Managed Inventory) entre uma empresa do setor de minério de ferro e alguns de seus fornecedores estratégicos. O modelo baseia-se em uma estrutura de avaliação de sistemas VMI adaptada de Sarpola et al. (2007) em conjunto com as configurações de cadeias de suprimentos propostas por Holmström et al (2003), o que permite medir o desempenho da cadeia de suprimentos segundo 3 níveis de integração. É feita uma revisão bibliográfica dos conceitos da estratégia de VMI, políticas de estoque em sistemas integrados, compartilhamento e grau de visibilidade de informações ao longo da cadeia de suprimentos. Os resultados obtidos possibilitam realizar uma análise quantitativa dos benefícios do VMI, onde são considerados demanda estocástica, lead time aleatório, produtos com características diferentes, compartilhamento de informações, visibilidade parcial da cadeia de suprimentos, lotes variáveis, cálculo dos estoques de segurança considerando informações dos pedidos, demanda real do cliente e erros de previsão. / In this paper we proposed a simulation model of an integrated supply chain with the adoption of VMI (Vendor Managed Inventory) strategy between a company of the iron ore and some of its strategic suppliers. The model is based on a framework for evaluating VMI systems adapted from Sarpola et al. (2007) together with the configurations of supply chains proposed by Holmström et al (2003), which measures the performance of the supply chain using 3 levels of integration. It is a literature review of the concepts of the strategy of VMI, inventory policies in integrated systems, sharing and degree of visibility of information throughout the supply chain. The results allowed to perform a quantitative analysis of the benefits of VMI, which are considered as stochastic demand, random lead time, products with different characteristics, information sharing, partial visibility of the supply chain, lots of variables, calculation of safety stocks based on information from client orders, actual customer demand and forecasting errors.

Purpose: The aim of this study is to get a better understanding on how employees within the restaurant and accountant business view different types of  ”fun” at the workplace. The aim is to clarify what effects the different types of fun have to the work performance from a managers point of view.  The study is also intended to explore what similarities and differences there are between employees and managers view of workplace fun, but also to see if the restaurant and accountant businesses distinguish from each other. Theory: In the beginning there will be statements from employees and managers point of view of workplace fun. Thereafter, the theoretical reference framework will be described based on employees and managers-controlled activities where previous research presents concepts to clarify and emphasize these activities. At last the effects that contribute to work performance as a result from having fun at the workplace will be described. Theoretical reference framework emphasizes the different businesses impact on having fun. Method: A qualitative method with a deductive approach has been used based on theoretical research and this was implemented in practicality through semi-structured interviews that later were collected as data. The people that got interviewed were both employees and managers within the restaurant and accountant business. The study applies a comfort selection. Conclusion: The conclusion of the study shows that both managers and employees consider having fun at the workplace to be important and that employee-controlled activities are more appreciated. The manager-controlled activities were more preferred amongst employees within the restaurant business rather than employees from the accountant business. However, it was shown that managers from both businesses consider the opposite regarding managers-controlled activities. / Syfte: Det övergripande syftet med denna studie är att få en djupare förståelse för hur anställda inom restaurang- och revisionsbranschen upplever olika typer av “kul” på arbetsplatsen. Till syftet hör att klargöra vilka effekter dessa olika typer av kul har till arbetet ur chefernas perspektiv. Studien ämnar även att undersöka vilka likheter och olikheter som finns mellan anställda och chefer i dessa avseenden samt hur detta skiljer sig åt mellan restaurang- och revisionsbranschen. Teoretisk referensram: Till en början följer en redogörelse över de anställdas respektive chefernas ställning till att ha kul på arbetsplatsen. Därefter redogör den teoretiska referensramen för en uppdelning på medarbetarstyrda samt chefsstyrda aktiviteter där tidigare forskning presenterar begrepp för att tydliggöra och belysa dessa aktiviteter. Vidare redogörs det även för effekter till arbetet som ett resultat av att ha kul på arbetet. Den teoretiska referensramen belyser även de olika branschernas påverkan på att ha kul.  Metod: En kvalitativ metod med en deduktiv ansats har tillämpats i denna studie och primärdata samlades in genom semistrukturerade intervjuer. Respondenterna var både anställda och chefer inom restaurang- samt revisionsbranschen. Studien tillämpar ett bekvämlighetsurval. Slutsatser: Studiens slutsatser visar att både chefer och anställda anser kul på arbetsplatsen vara viktigt där de medarbetarstyrda aktiviteterna var de som uppskattades till större del. De chefsstyrda aktiviteterna föredrogs till större del bland anställda inom restaurangbranschen än vad de gjorde i revisionsbranschen. Dock framkom det att cheferna inom respektive bransch ansåg det motsatta om de chefsstyrda aktiviteterna.

Connected and automated vehicles (CAVs) will behave fundamentally differently than human drivers. In mixed traffic, this could lead to inefficiencies and safety-critical situations since neither human drivers nor CAVs will be able to fully anticipate or predict surrounding traffic dynamics. Thus, some researchers proposed to separate CAVs from conventional vehicles by dedicating exclusive lanes to them. However, the separation of road infrastructure can negatively impact the system’s capacity. While the effects of CAV lanes were addressed for freeways, their deployment in urban settings is not yet fully understood. This paper systematically analyzes the effects of CAV-lanes in an urban setting accounting for the corresponding complexities. We employ microscopic traffic simulation to model traffic flow dynamics in a detailed manner and to be able to consider a wide array of supply-related characteristics. These concern intersection geometry, public transport operation, traffic signal control, and traffic management. Our study contributes to the existing literature by revealing the potential of CAV lanes in an urban setting while accounting for the behavioral and topological complexities. The results of this study can support decision-makers in the design of future urban transportation systems and to prepare cities for the upcoming era of automation in traffic.

No description available.

Fachbereichs-IT, Schatten-IT, Business-managed IT. All diese Begriffe beschreiben IT, die neben den eigentlichen, regulären IT-Systemen oder -Prozessen in Unternehmen existieren und von Mitarbeiterinnen und Mitarbeitern der Fachbereiche genutzt werden. Im Fall von „Schatten-IT“ handelt es sich um IT-Systeme und -Prozesse (IT-Instanzen), die sich ohne Kenntnis der IT-Verantwortlichen etabliert haben; im Fall von „Business-managed IT“ entstehen die IT-Systeme und -Prozesse in Kenntnis der bzw. in Abstimmung mit den IT-Verantwortlichen im Unternehmen. „Fachbereichs-IT“ subsumiert Schatten-IT und Business-managed IT. Welche Ursachen führen zu solchen IT-Instanzen, welche Potenziale und Risiken haben diese IT-Instanzen und wie lassen sie sich steuern?

Typescript (photocopy). / Digitized by Kansas Correctional Industries

Objectives: Managed care organizations reduce healthcare costs and may improve patient health outcomes by encouraging better control of prevalent chronic diseases. The purpose of this study was to determine whether changing from a fee-for-service program to a capitated managed care program improved medication adherence for Medicaid patients in Kentucky with hypertension, hypercholesterolemia, or type 2 diabetes. Methods: We conducted a quasi-experimental study of patients enrolled in Kentucky Medicaid to evaluate the impact of transitioning to capitated managed care in November 2011. Medication adherence was measured using the proportion of days covered (PDC) method. Multivariable analyses measured the adjusted differences in adherence as a result of the implementation of capitated managed care. Results: Adjusted analyses indicate an average decrease in PDC by about 17-22 days of therapy coverage in the post-policy time period. However, no significant difference in adherence rate changes between the treatment and control populations were observed. Conclusions: Results indicate clinically inconclusive evidence regarding the immediate effect of the implementation of Medicaid managed care in Kentucky on medication adherence rates in patients with prevalent chronic diseases. There is a need to address the decline in average adherence rates, and the efficacy of Medicaid managed care based on medication adherence.