Knowledge that Transforms

The lot‐sizing problem in capacitated multi‐stage systems with a serial product structure is addressed. This is a complex optimization problem that is part of the decision set in material requirements planning (MRP) systems. The mathematical model that describes the problem uses the concept of echelon stock and includes lead times. Setup times are taken into account, which implies that the problem of finding a feasible solution is NP‐Complete. This paper proposes a heuristic method that provides a production plan in order to minimize inventory, production, and setup costs. The heuristic starts from a solution for the uncapacitated problem, which is given by the sequential application of the Wagner‐Whitin algorithm. Feasibility is then attempted by shifting production amounts between periods. Computational tests conducted in 1,800 instances with up to 40 components and 18 periods have shown that feasible solutions were obtained in 83.7% of the instances. For the infeasible instances, on average, the heuristic is able to find solutions with very low capacity excess. The solutions' quality is evaluated through a lower bound provided by Lagrangean relaxation and on average the gap is less than 10%.

Since 1980, practitioner interest in the field of quality management (qm) has grown significantly, resulting in academic researchers embracing QM as a legitimate discipline of study. One approach to evaluating the intellectual health of a discipline is an examination of doctoral dissertation research. This work both complements and extends other published reviews of the quality management discipline by analyzing doctoral dissertation research since 1981, categorizing this research, examining shifts in major research themes, evaluating data collection and analysis methodologies, and discussing general trends in this research area. Our findings suggest that the challenges in QM have become more interdisciplinary and integrated, and reveal an encouraging trend toward more rigorous research methodologies and the increased use of theories from other disciplines, leading to a more mature body of research in this field.

This paper is based on the cumulative or synergies theory of manufacturing performance, as opposed to the trade‐off perspective. The paper compares the cases of two British contract electronics assemblers, the first one having achieved a high level of performance on productivity, quality, and dependability, and the second one having achieved a lower level of performance on these criteria but higher flexibility. The case material is used to develop a “high school” analogy that helps to understand why companies come to achieve cumulative manufacturing performance in an industrial sector where competitive pressure is particularly high.

This paper investigates the performance impact of lot‐sizing rule (LSR) selection and freezing of the master production schedule (MPS) in multi‐item single‐level systems with a single resource constraint under deterministic demand. The results of the study show that the selection of LSRS and the parameters for freezing the MPS have a significant impact on total cost, schedule instability, and the service level of the system. However, the selection of LSRS does not significantly influence the selection of the MPS freezing parameters. The basic conclusions concerning the performance of the freezing parameters under a capacity constraint agreed with previous research findings without consideration of capacity constraints.

Two simultaneous developments took place during the so‐called Industrial Revolution (1760–1830): the industrialization of Britain and other countries in Europe and the deindustrialization of a number of non‐European countries, including India. I identify international relations as a major driver of the three components—demand, innovations, and capital formation—of the Industrial Revolution. I also offer an alternate perspective on hypotheses proposed by Schmenner in the preceding article in this issue.

Using the latest information technology, powerful retailers like Wal‐Mart have taken the lead in forging shorter replenishment‐cycles, automated supply systems with suppliers. With the objective to reduce cost, these retailers are directing suppliers to take full responsibility for managing stocks and deliveries. Suppliers' performance is measured according to how often inventory is shipped to the retailer, and how often customers are unable to purchase the product because it is out of stock. This emerging trend also implies that suppliers are absorbing a large part of the inventory and delivery costs and, therefore, must plan delivery programs including delivery frequency to ensure that the inherent costs are minimized. With the idea to incorporate this shift in focus, this paper looks at the problem facing the supplier who wants quicker replenishment at lower cost. In particular, we present a model that seeks the best trade‐off among inventory investment, delivery rates, and permitting shortages to occur, given some random demand pattern for the product. The process generating demand consists of two components: one is deterministic and the other is random. The random part is assumed to follow a compound Poisson process. Furthermore, we assume that the supplier may fail to meet uniform shipping schedules, and, therefore, uncertainty is present in delivery times. The solution to this transportationinventory problem requires determining jointly delivery rates and stock levels that will minimize transportation, inventory, and shortage costs. Several numerical results are presented to give a feel of the optimal policy's general behavior.

Can best‐practice quality firms leverage their quality programs for environmental management? This paper explores this question by comparing the implementation of successful and unsuccessful quality and environmental initiatives in five manufacturing‐ and five service‐sector Malcolm Baldrige National Quality Award (mbnqa) winners. The results lead to a series of propositions to guide future research. While the literature suggests that quality and environmental programs are closely related, this study finds that drivers of successful environmental initiatives are not the same as those for successful quality initiatives.

Quality has been in the limelight as organizations have sought to create a competitive advantage and theorists have sought to understand the implications of quality management. This paper examines the synergistic effects of the quality emphasis in the organizations, the use of appropriate work force management practices, and the managerial performance outcomes as interactive phenomena. Using data from multiple levels of employees in manufacturing units in various industries, we tested hypotheses regarding the managerial performance impact of the synergy in work force management practices and the quality emphasis. The results indicate that the effectiveness of work force management practices in enhancing managerial performance varies with the emphasis on quality that is manifested by meeting and exceeding customer needs and preferences through accurate, consistent, reliable, and durable products, and by making design changes in the products as desired by the customer.