Emerald | Journal of Manufacturing Technology Management | Table of Contents http://www.emeraldinsight.com/1741-038X.htm Table of contents from the most recently published issue of Journal of Manufacturing Technology Management Journal en-gb Fri, 31 May 2013 00:00:00 +0100 2012 Emerald Group Publishing Limited editorial@emeraldinsight.com support@emeraldinsight.com 60 Emerald | Journal of Manufacturing Technology Management | Table of Contents http://www.emeraldinsight.com/common_assets/img/covers_journal/jmtmcover.gif http://www.emeraldinsight.com/1741-038X.htm 120 157 Selecting the right supply chain based on risks http://www.emeraldinsight.com/journals.htm?issn=1741-038X&volume=24&issue=5&articleid=17089744&show=abstract http://www.emeraldinsight.com/10.1108/17410381311327954 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to propose a model that enables a company to select the supply chain strategy based on risk probability <IT>p</IT> (measure of how likely/often a detrimental event occurs) and risk impact <IT>i</IT> (expression of the significance of a loss when that event occurs). <B>Design/methodology/approach</B> – This paper discusses four supply chain strategies: agility, robustness, resilience and rigidity. Mathematical models are used for the strategies' cost functions, which reveal optimal solutions and break-even points in dependence of <IT>p</IT> and <IT>i.</IT> <B>Findings</B> – This paper proposes that resilience is appropriate in the case of high supply chain risk probability and impact, and rigidity if both values are low. When only risk impact is low, robustness is optimal, whereas agility is optimal when only risk probability is low. <B>Research limitations/implications</B> – This research extends existing models for selecting the appropriate supply chain strategy. <B>Practical implications</B> – Knowledge of the interplay between the strategies' cost functions and risk probability and risk impact is vital for companies. This may encourage managers to become more familiar with their strategy costs and supply chain risks. <B>Originality/value</B> – To the author's knowledge, no corresponding model exists so far that links risk impact and risk probability to the four supply chain strategies. Article literatinetwork@emeraldinsight.com (Andreas Wieland) Fri, 31 May 2013 00:00:00 +0100 A supply chain configuration model for reassessing global manufacturing in China http://www.emeraldinsight.com/journals.htm?issn=1741-038X&volume=24&issue=5&articleid=17089745&show=abstract http://www.emeraldinsight.com/10.1108/17410381311327963 <strong>Abstract</strong><br /><br /><B>Purpose</B> – Global manufacturers have faced unprecedented cost pressures in China because of Chinese currency appreciation, rising labour costs, higher oil prices and reduced value-added tax rebates. This paper aims to reassess the decision of operating global manufacturing facilities in China. <B>Design/methodology/approach</B> – A mixed integer programming model is developed for a typical global manufacturing supply chain that includes production in the Pearl River Delta region and trade in Hong Kong. A case study with a footwear product is used to illustrate model application and present detailed analyses. <B>Findings</B> – The modelling results affirm the need of relocating labour-intensive production that mainly competes on low costs. Nevertheless, coastal China offers considerable benefits from industrial clustering and a logistics advantage in comparison with inland China and Asian countries where labour costs are still relatively low. Hong Kong remains a robust location choice for trade operations because of its favourable tax policies. <B>Practical implications</B> – Retaining production in China faces high risks from Chinese currency appreciation, while relocation to lower-cost Asian countries is more vulnerable to risks from high oil prices. An intermediate trade operation in Hong Kong can be used to hedge against risks from unfavourable tax policy changes at manufacturing locations. <B>Originality/value</B> – China has risen to an important position in global manufacturing because of its cost advantages. This paper analyzes the new phenomenon of dramatically increasing cost pressures in China. It develops a first-of-its-kind supply chain configuration model for the popular front-shop-back-factory business model in China. Article literatinetwork@emeraldinsight.com (George Q. Huang, Abraham Zhang, Xiaming Liu) Fri, 31 May 2013 00:00:00 +0100 TPM implementation in large and medium size organisations http://www.emeraldinsight.com/journals.htm?issn=1741-038X&volume=24&issue=5&articleid=17089746&show=abstract http://www.emeraldinsight.com/10.1108/17410381311327972 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to ascertain how total productive maintenance (TPM) has been implemented in large and medium size UK manufacturing companies, focusing on why such a programme was introduced, the activities involved, and the effectiveness and difficulties encountered during the process. <B>Design/methodology/approach</B> – The aspects listed were based on a review of the literature. A case study approach was favoured to collect the necessary data. Companies were contacted, four of which responded favourably, and a protocol was developed to enable interviews to be carried out at each. <B>Findings</B> – “Culture” was highlighted as the main obstacle to successfully implementing TPM; others were lack of awareness about the advantages of the programme, low employee skills and high cost. Two benefits gained by the four companies were a significant improvement in the availability and performance of the equipment within the plant and improved communication between employees. Additional benefits were financial improvement, reduced energy cost and increased employee morale and job satisfaction. <B>Research limitations/implications</B> – The number of companies that were willing to take part in the study was poor, thereby making it difficult to generalise the conclusions. <B>Practical implications</B> – The results should help large and medium size organisations to better understand the TPM discipline, to facilitate its adoption and prioritise its practice. They also highlight the effectiveness and obstacles that can be encountered during the process. <B>Originality/value</B> – The paper highlights the strong potential of TPM implementation programmes in affecting organisational performance improvements. The study also offers a beneficial source of information to organisations, which are still lagging far behind when it comes to TPM practices. Article literatinetwork@emeraldinsight.com (Elaine Aspinwall, Maged Elgharib) Fri, 31 May 2013 00:00:00 +0100 Modelling human boredom at work: mathematical formulations and a probabilistic framework http://www.emeraldinsight.com/journals.htm?issn=1741-038X&volume=24&issue=5&articleid=17089747&show=abstract http://www.emeraldinsight.com/10.1108/17410381311327981 <strong>Abstract</strong><br /><br /><B>Purpose</B> – Boredom is believed to be the common cause of workers' absenteeism, accidents, job dissatisfaction, and performance variations in manufacturing environments with repetitive jobs. Effectively measuring and possibly predicting job boredom is the key to the design and implementation of appropriate strategies to deal with such undesirable emotional state. The purpose of this paper is to present new methodologies to measure and predict human boredom at work. <B>Design/methodology/approach</B> – Two series of mathematical formulations, linear and nonlinear, to describe the variation of human boredom at work are first presented. Given the complexity of human emotions, the authors also present a probabilistic framework based on state-of-the-art Bayesian networks to model employees' boredom at work. <B>Findings</B> – The proposed methods centre on the prediction and measurement of human boredom at work. They enable managers to take proactive actions to deal with human boredom at work. Examples of such actions are task rotation and job redesign. <B>Research limitations/implications</B> – The proposed methods are verified using a number of cases describing a set of phenomena that may occur in the real world. However, further research is required to demonstrate the validity of the models using real world data. <B>Originality/value</B> – According to accessible literature, human boredom is being measured by self reporting scales thus far. This study describes and demonstrates analytical approaches to model human boredom at work. Article literatinetwork@emeraldinsight.com (Nader Azizi, Ming Liang, Saeed Zolfaghari) Fri, 31 May 2013 00:00:00 +0100 Exploring the effectiveness of inventive principles of TRIZ on developing researchers' innovative capabilities: A case study in an innovative research center http://www.emeraldinsight.com/journals.htm?issn=1741-038X&volume=24&issue=5&articleid=17089748&show=abstract http://www.emeraldinsight.com/10.1108/17410381311327990 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to explore the efficacy of 40 inventive principles of TRIZ for developing researchers' innovative capabilities and to evaluate the extent of application of “40 inventive principles” by inventors in the Research Center of Intelligent and Signal Processing (a successful research center that is producing new products in the field of signal processing and medical engineering). <B>Design/methodology/approach</B> – A range of relevant literature is explored initially. A questionnaire about 40 inventive principles of TRIZ was developed based on literature review. Finally, a data analysis including descriptive statistics, correlation and regression analysis was designed by using SPSS software. <B>Findings</B> – The results showed that about 71 percent of the researchers have employed TRIZ above the average in their innovative products. Also these studied researchers used TRIZ principles unintentionally. Therefore, if this research center and similar institutes want to make full use of their researchers' abilities, they can facilitate innovation through offering courses on TRIZ, the principles of TRIZ and its other tools to them. <B>Originality/value</B> – This study is probably the first to provide an exploring of TRIZ inventive principles applications through a research center. Article literatinetwork@emeraldinsight.com (Mostafa Jafari, Peyman Akhavan, Hamid Reza Zarghami, Naser Asgari) Fri, 31 May 2013 00:00:00 +0100 IT practices within maintenance from a systems perspective: Study of IT utilisation within firms in Sweden http://www.emeraldinsight.com/journals.htm?issn=1741-038X&volume=24&issue=5&articleid=17089749&show=abstract http://www.emeraldinsight.com/10.1108/17410381311328007 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The aim with this paper is to describe current IT practices within maintenance in Swedish industry, and to outline the future possible developments. <B>Design/methodology/approach</B> – The study is performed as a web-based questionnaire survey consisting of 71 participants. A systems perspective is applied for capturing the most relevant aspects of IT utilisation. <B>Findings</B> – The IT practices are characterised by high use of business-specific IT solutions, low use of company-wide IT solutions, low IT intensity and the client-server architecture is dominating. The purchase decision and ownership of IT is to high extent tied to the maintenance function. Moreover, IT systems are apprehended as beneficial and connected to real needs. The findings imply a decentralised IT governance form and a mainly vertical (functional) IT support. <B>Research limitations/implications</B> – The socio-technical approach suggested in this paper helps us to identify which areas to study, and also shows the tight interrelationship between different factors, layers and systems. <B>Practical implications</B> – The study results could be used for benchmarking purposes or to highlight state-of-the-art of IT utilisation in maintenance, and thereby set the topic on the corporate agenda. <B>Originality/value</B> – Studies describing IT utilisation within maintenance in the form of case studies and surveys exist, but they mainly focus on one aspect. This study approached the problem from a socio-technical perspective, covering several aspects connected to IT utilisation. Article literatinetwork@emeraldinsight.com (Mirka Kans) Fri, 31 May 2013 00:00:00 +0100 The use of SMED to eliminate small stops in a manufacturing firm http://www.emeraldinsight.com/journals.htm?issn=1741-038X&volume=24&issue=5&articleid=17089750&show=abstract http://www.emeraldinsight.com/10.1108/17410381311328016 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The paper seeks to reduce or eliminate the small stop time loss using SMED in a lean manufacturing environment. <B>Design/methodology/approach</B> – The study uses the lean manufacturing single minute exchange of dies (SMED) technique to reduce or eliminate the small stop time loss. The overall equipment effectiveness (OEE) is measured before and after the improvements are implemented. <B>Findings</B> – The application of the single minute exchange of dies (SMED) technique in a manufacturing industry (XYZ Corporation) completely eliminated the small stop time loss. The SMED technique which has been only widely used to improve the changeover loss has been proven to be an effective approach to also tackle the small stop, a loss which has been regarded as one of the most difficult losses to be reduced among all the six big OEE losses. The elimination of the small stop has resulted in a valuable 2.08 percent improvement of XYZ's OEE. <B>Practical implications</B> – The finding from this study is expected to benefit lean organizations in pursuit of tackling their small stops losses. <B>Originality/value</B> – Although the SMED technique's impact and contribution to reduce or eliminate setup and changeover time loss is undeniable, the authors have extended the successful application of this technique to another key area of OEE's big loss, i.e. small stop. Article literatinetwork@emeraldinsight.com (Samuel Jebaraj Benjamin, Uthiyakumar Murugaiah, M. Srikamaladevi Marathamuthu) Fri, 31 May 2013 00:00:00 +0100