Modern Manufacturing Practices Research Articles

The use and effectiveness of modern manufacturingpractices: A survey of UK industry

In this paper we describe a survey of the current use and effectiveness of key modern manufacturing practices within the UK. The findings from the survey are based upon a ten-percent sample of British manufacturing companies employing more than 150 people. The most common practices in use are supply-chain partnering, total quality management, team-based working and integrated computerbased technology. By contrast, the least used practices in Britain are total productive maintenance, outsourcing, concurrent engineering and manufacturing cells. In terms of effectiveness, in more than half of the companies the practices are perceived to be failing to meet their objectives in terms of quality, cost or responsiveness to customers. It was found that practices such as learning culture, integrated computer-based technology and empowerment are expected to be used more in the future, whereas outsourcing, manufacturing cells and concurrent engineering are predicted to experience less growth. These findings are discussed within the paper in terms of their consistency with previous studies, as well as their implications for the current and future use of individual practices.

A novel method for determining the dissolution kinetics of hydrocolloid powders

Food hydrocolloids are sold as powders so they must be dissolved before use. In modern manufacturing practice, rapid dissolution can be an important specification. However, quantifying dissolution kinetics is a problem, because when lumps form the process becomes irreproducible, partly because lumps tend to stick to the stirrer. This paper presents a simple method for determining the dissolution kinetics of soluble polymer powders which solves these problems. The dissolution kinetics were followed using a modified rotational viscometer. The key modification is that when the powder is added, there is a vortex below the axis of the rotor, so that the powder cannot stick to it. The amount of hydrocolloid dissolved is followed via the torque on the viscometer. Measurements were performed under both dispersing and non-dispersing conditions. Under dispersing conditions each powder grain dissolves individually, and it is shown that the dissolution rate is proportional to the amount of powder surface. Under non-dispersing conditions, grains can stick together, forming lumps. The reproducibility of the method under both conditions is demonstrated using pectin. It was used to quantify the empirical observation that reducing the powder grain size increases the dissolution rate, but it also greatly increases lump formation.

The use of organic models of control in JIT firms: generalising Woodward’s findings to modern manufacturing practices

Prior research indicates that technology plays an important role in the determination of management control systems. A fully developed JIT system represents a radical departure from the traditional approach to organising and managing mass production. In probing the management control implications of JIT, this study extends some well-established concepts from organisation theory to the modern manufacturing practices literature to develop a framework which suggests that mass production firms adopting JIT (a new technology) must abandon a mechanistic management control system and adopt an organic model of control. Findings from three case studies describing the control structures used in JIT firms are also presented as part of the theoretical and hypothesis development. In addition, survey results are reported which are highly consistent with the framework, indicating that Woodward’s findings ( Woodward (1980) Industrial organization: theory and practice (2nd ed.). Oxford: Oxford University Press.) generalise (are robust) to a new technology. Finally, a preliminary examination into whether improvements in certain key areas are higher for those JIT firms utilising an organic model of management was performed and found to be consistent with expectations.

The Diffusion of Modern Manufacturing Practices: Evidence from the Retail-Apparel Sectors

Like many consumer product industries, the apparel industry is being affected by information technology-based changes in the manufacture and retailing of products. Based on detailed business-unit level data, we show that observed heterogeneity in the adoption of modern manufacturing practices by apparel business units can be explained by changes in retail customer requirements for rapid replenishment of products. The incentive to adopt new practices is further increased by complementarities between manufacturing practices. Finally, sequential rather than simultaneous adoption of complementary practices occur as firms respond to changes in product demand.

A new taxonomy of modern manufacturing practices

Outlines a comprehensive taxonomy of modern manufacturing practices. Previous attempts have tended to be partial in coverage and to concentrate on performance issues, rather than explain the reasons why a particular practice may have been adopted. In order to overcome these problems, the new taxonomy categorizes manufacturing practices according to two dimensions: strategic emphasis and primary domain of application. Suggests 20 different categories of practice for a total of 87 practices. Supplements the taxonomy by a list of definitions which specify each of the practices identified. Considers practical implications of the taxonomy, as well as its limitations. Future research suggestions include using the taxonomy to provide the basis for systematic surveys of manufacturing, as well as closer examination of the links between companies’ manufacturing strategy and financial performance.

Mass customisation

Mass production and personally tailored products are no longer considered opposite ends of the spectrum. The author recounts IBM's experiences in the days of the commodity PC. Once mass production relied on making all products exactly the same. `Customisation' is the opposite of this: making a product specifically for the individual customer. `Mass customisation' is a paradoxical idea that has only become possible with the arrival of modern manufacturing practices, such as just in time and total quality management. The author's interpretation of the phrase is simply: the process of reflecting very specific and varied customer requirements within a high volume production process without affecting lead time, cost or quality. Customers around the world, and in every conceivable activity, rightly demand more and more from their suppliers-impeccable quality, competitive prices, solutions as opposed to commodities and, of course, responsive and efficient after sales service. The author focuses on IBM's attempts to meet these demands in the arena of the personal computer.

Information Required from Planning Yards to Support Zone Logic

For over a decade, the use of zone logic, an operational approach consistent with modern manufacturing practices, has become more common in U.S. shipyards. Regarding naval ships, the most significant difference from traditional system-by-system orientation is the application of an implementation strategy even before basic design efforts begin for any combination of ship alterations (ShipAlts). This imposes a unique challenge to each of the approximately thirteen planning yards which are charged by the Naval Sea Systems Command (NAVSEA) with assessing the costs of, and when authorized, developing designs for proposed ShipAlts. The challenge consists of grouping information during the various design stages in a way that makes planning yard design deliverables anticipate the needs of the implementing yards that will employ zone logic. Simultaneously, these deliverables must be suitable for use by eligible bidders who have not yet made the transformation to modern zone orientation. This paper provides guidance for planning yards. The need for them to act as production engineering surrogates until implementing yards are designated is addressed. Typical planning yard outputs are also described.

Introducing Flexible Manufacturing Systems into a Developing Country

This paper discusses a strategy for the introduction of high-techno logy manufacturing methods in a country which is characterized by the dual nature of its situation in the international context. On one hand it has an increasing, unsophisticated population desperately searching for work. On the other, it has a highly-sophisticated manufacturing industry which is falling apart because of the adoption by other nations of highly-efficient manufacturing methods. The paper proposes that one of the strategies necessary to reverse this situation involves the rapid adoption of high-techno logy manufacturing techniques. The paper addresses the issue of education in the broadest sense, ranging from top management, the graduate engineer and the trade-unionist through to the shop floor worker. It is proposed that this education must be accompanied by high-level research and university-and technical-level training. In order to support this, the paper proposes the need to establish a complete full-scale Flexible Manufacturing System which includes all ingredients of modern manufacturing practice, from high-level management tools through to robots on the shop floor. The paper is based on practical experience of a system which is already partly operational and which will be fully operational by the end of 1985.