Pub Date : 1995-06-28DOI: 10.1109/IEMC.1995.524608
C.G. Lu, D. Morton, P. Myler, M. H. Wu
The use of a co-ordinate measuring machine (CMM) is widely spread throughout the manufacturing industry. In spite of this, inspection planning for a CMM, especially by using artificial intelligent (AI) techniques, is not well developed. This paper presents an approach of using an artificial neural network technique to carry out the inspection path management for a CMM, especially for multi-component inspection. This path planning system applies genetic algorithm theory to establish an optimiser; and an artificial neural network is developed to carry out the inspection task pattern recognition and the self-learning function.
{"title":"An artificial intelligent (AI) inspection path management for multiple tasks measurement on co-ordinate measuring machine (CMM): an application of neural network technology","authors":"C.G. Lu, D. Morton, P. Myler, M. H. Wu","doi":"10.1109/IEMC.1995.524608","DOIUrl":"https://doi.org/10.1109/IEMC.1995.524608","url":null,"abstract":"The use of a co-ordinate measuring machine (CMM) is widely spread throughout the manufacturing industry. In spite of this, inspection planning for a CMM, especially by using artificial intelligent (AI) techniques, is not well developed. This paper presents an approach of using an artificial neural network technique to carry out the inspection path management for a CMM, especially for multi-component inspection. This path planning system applies genetic algorithm theory to establish an optimiser; and an artificial neural network is developed to carry out the inspection task pattern recognition and the self-learning function.","PeriodicalId":231067,"journal":{"name":"Proceedings for Operating Research and the Management Sciences","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122128405","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-06-28DOI: 10.1109/IEMC.1995.524615
R. Bhatnagar
Firms in several discrete parts manufacturing industries operate in a multi-plant environment, where products are processed successively at several different plants. Prior studies have ignored the interaction between different plants in a multi-plant scenario. This model captures this interaction and is preferable to the uncoordinated or the sequential approach which ignores this interaction. Using strategies based on Lagrangian relaxation and Lagrangian decomposition, the authors show that coordination leads to improved cost performance and enhanced profits for firms. In the quest for improved performance, multi-plant coordination represents an important strategy for firms.
{"title":"Multi-plant coordination: towards improved manufacturing performance","authors":"R. Bhatnagar","doi":"10.1109/IEMC.1995.524615","DOIUrl":"https://doi.org/10.1109/IEMC.1995.524615","url":null,"abstract":"Firms in several discrete parts manufacturing industries operate in a multi-plant environment, where products are processed successively at several different plants. Prior studies have ignored the interaction between different plants in a multi-plant scenario. This model captures this interaction and is preferable to the uncoordinated or the sequential approach which ignores this interaction. Using strategies based on Lagrangian relaxation and Lagrangian decomposition, the authors show that coordination leads to improved cost performance and enhanced profits for firms. In the quest for improved performance, multi-plant coordination represents an important strategy for firms.","PeriodicalId":231067,"journal":{"name":"Proceedings for Operating Research and the Management Sciences","volume":"158 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123118097","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-06-28DOI: 10.1109/IEMC.1995.523904
S. Sankaran
This paper introduces the concept of action learning, its benefits and its introduction, in a local company in Singapore, to develop management skills of engineering managers. The purpose of this paper is to generate interest in a unique management development method to engineering managers and to provide information on how to get started with it.
{"title":"Introducing action learning to develop engineering managers in a business enterprise in Singapore","authors":"S. Sankaran","doi":"10.1109/IEMC.1995.523904","DOIUrl":"https://doi.org/10.1109/IEMC.1995.523904","url":null,"abstract":"This paper introduces the concept of action learning, its benefits and its introduction, in a local company in Singapore, to develop management skills of engineering managers. The purpose of this paper is to generate interest in a unique management development method to engineering managers and to provide information on how to get started with it.","PeriodicalId":231067,"journal":{"name":"Proceedings for Operating Research and the Management Sciences","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127435304","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-06-28DOI: 10.1109/IEMC.1995.523905
E.T. Hecker, T.A. Taddesse
This document pertains to one of the multiple diversity initiatives embarked upon within AT&T, USA. As a result of a diversity workshop that was held within a division, the authors came up with a practical package that addresses the issue of implementing diversity management in the corporate environment. The paper discusses corporate cultures and how they evolved over time; this evolution is referred to as a shifting paradigm. A discussion of the changes that have occurred in Japanese corporations over the past three decades proved a fascinating example.
{"title":"Diversity, paradigm shift and AT&T","authors":"E.T. Hecker, T.A. Taddesse","doi":"10.1109/IEMC.1995.523905","DOIUrl":"https://doi.org/10.1109/IEMC.1995.523905","url":null,"abstract":"This document pertains to one of the multiple diversity initiatives embarked upon within AT&T, USA. As a result of a diversity workshop that was held within a division, the authors came up with a practical package that addresses the issue of implementing diversity management in the corporate environment. The paper discusses corporate cultures and how they evolved over time; this evolution is referred to as a shifting paradigm. A discussion of the changes that have occurred in Japanese corporations over the past three decades proved a fascinating example.","PeriodicalId":231067,"journal":{"name":"Proceedings for Operating Research and the Management Sciences","volume":"75 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125688088","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-06-28DOI: 10.1109/IEMC.1995.523922
K. Ramanathan
The term technology transfer implies the movement of technology from the technology owning entity (the transferor) to another, and if the transfer is successful, the proper understanding and effective use of the technology by the receiving entity (transferee). This paper deals with the elaboration of a procedure, that could be used by buyers or transferees of technology in the manufacturing sector of developing country firms, in the formulation of effective technology transfer arrangements. The procedure prescribes the undertaking of three stages: the motivation scrutiny stage; the technology component specification stage; and the transfer mechanism selection stage. It is argued that, once a particular technology and potential transferors for its supply have been identified, the adoption of the proposed approach could enable the transferee to generate useful information for use in the negotiation stage to increase bargaining power.
{"title":"Preparing for the formulation of effective international technology transfer arrangements","authors":"K. Ramanathan","doi":"10.1109/IEMC.1995.523922","DOIUrl":"https://doi.org/10.1109/IEMC.1995.523922","url":null,"abstract":"The term technology transfer implies the movement of technology from the technology owning entity (the transferor) to another, and if the transfer is successful, the proper understanding and effective use of the technology by the receiving entity (transferee). This paper deals with the elaboration of a procedure, that could be used by buyers or transferees of technology in the manufacturing sector of developing country firms, in the formulation of effective technology transfer arrangements. The procedure prescribes the undertaking of three stages: the motivation scrutiny stage; the technology component specification stage; and the transfer mechanism selection stage. It is argued that, once a particular technology and potential transferors for its supply have been identified, the adoption of the proposed approach could enable the transferee to generate useful information for use in the negotiation stage to increase bargaining power.","PeriodicalId":231067,"journal":{"name":"Proceedings for Operating Research and the Management Sciences","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134355909","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-06-28DOI: 10.1109/IEMC.1995.523921
H. A. Quazi
This paper makes an attempt to illustrate the application of the total quality management (TQM) philosophy in the international technology transfer (ITT) process. It focuses only on the transfer of technology for industrial production plants. Disaggregated analysis of the 'technology transformation' process is used to highlight the use of TQM. AT&T's 'customer-supplier' model of quality is introduced to understand the interactive roles of the parties involved. It is argued that the existing literature does not deal with the issues discussed in this paper. Finally, an integrative ITT-TQM model is suggested to ensure proper assimilation of the imported technology and continuous improvement of the process leading to the satisfaction of the ultimate customers. It is suggested that the success of the model depends on the 'win-win-win' strategies of the suppliers, the process owners and the customers. Empirical research is necessary to validate the applicability of the model.
{"title":"Application of TQM principles in international technology transfer process: an integrative framework","authors":"H. A. Quazi","doi":"10.1109/IEMC.1995.523921","DOIUrl":"https://doi.org/10.1109/IEMC.1995.523921","url":null,"abstract":"This paper makes an attempt to illustrate the application of the total quality management (TQM) philosophy in the international technology transfer (ITT) process. It focuses only on the transfer of technology for industrial production plants. Disaggregated analysis of the 'technology transformation' process is used to highlight the use of TQM. AT&T's 'customer-supplier' model of quality is introduced to understand the interactive roles of the parties involved. It is argued that the existing literature does not deal with the issues discussed in this paper. Finally, an integrative ITT-TQM model is suggested to ensure proper assimilation of the imported technology and continuous improvement of the process leading to the satisfaction of the ultimate customers. It is suggested that the success of the model depends on the 'win-win-win' strategies of the suppliers, the process owners and the customers. Empirical research is necessary to validate the applicability of the model.","PeriodicalId":231067,"journal":{"name":"Proceedings for Operating Research and the Management Sciences","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130107844","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-06-28DOI: 10.1109/IEMC.1995.523917
J. Ettlie
There continues to be an increase in the amount of R&D resources being devoted to new product development and the role of manufacturing in this persistent issue. Although many firms like IBM have advocated early manufacturing involvement (EMI) in product development, it is not clear when, how and who should represent manufacturing. The role of manufacturing in new product programs was investigated with two surveys: a sample of 43 durable goods companies (1991); and a sample of 126 R&D performing firms with new product introduction (1992-93). In the first survey, it was found that only 4 (9%) of 43 companies reported any type of early manufacturing involvement in new product development projects-that is, involvement in the concept development stage. In the second survey, it was found that the number of new ideas sourced in manufacturing was also quite small (3%). Therefore, a causal model was constructed using measures other than idea sourcing (i.e., early manufacturing involvement, EMI, in concept development and idea generation) and it was found that EMI was significantly related to reduction in design change requests which, in turn, significantly promotes return-on-investment (ROI) of these new products.
{"title":"Early manufacturing involvement in new product development","authors":"J. Ettlie","doi":"10.1109/IEMC.1995.523917","DOIUrl":"https://doi.org/10.1109/IEMC.1995.523917","url":null,"abstract":"There continues to be an increase in the amount of R&D resources being devoted to new product development and the role of manufacturing in this persistent issue. Although many firms like IBM have advocated early manufacturing involvement (EMI) in product development, it is not clear when, how and who should represent manufacturing. The role of manufacturing in new product programs was investigated with two surveys: a sample of 43 durable goods companies (1991); and a sample of 126 R&D performing firms with new product introduction (1992-93). In the first survey, it was found that only 4 (9%) of 43 companies reported any type of early manufacturing involvement in new product development projects-that is, involvement in the concept development stage. In the second survey, it was found that the number of new ideas sourced in manufacturing was also quite small (3%). Therefore, a causal model was constructed using measures other than idea sourcing (i.e., early manufacturing involvement, EMI, in concept development and idea generation) and it was found that EMI was significantly related to reduction in design change requests which, in turn, significantly promotes return-on-investment (ROI) of these new products.","PeriodicalId":231067,"journal":{"name":"Proceedings for Operating Research and the Management Sciences","volume":"315 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122984526","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-06-28DOI: 10.1109/IEMC.1995.523925
Leong Khar Woh, Chua Soh Tin, Tan Boon Wee
Today's enterprises have architectured their information systems along well defined functions such as logistics, operations, accounting, warehousing. While these strategies have solved immediate business problems they have created structures that make information integration complex and difficult. This paper addresses the functional requirements for integrating information across the enterprise and the technical problems that will arise with these requirements. The paper examines two typical computing models and their technologies that offer solutions to the needs of enterprise computing: an enterprise distributed computing model; and a enterprise database connectivity model. Finally, the paper addresses the need for an architecture, conceptually known as a clearing house, that encompasses both distributed computing and database connectivity solutions.
{"title":"An enterprise wide information architecture","authors":"Leong Khar Woh, Chua Soh Tin, Tan Boon Wee","doi":"10.1109/IEMC.1995.523925","DOIUrl":"https://doi.org/10.1109/IEMC.1995.523925","url":null,"abstract":"Today's enterprises have architectured their information systems along well defined functions such as logistics, operations, accounting, warehousing. While these strategies have solved immediate business problems they have created structures that make information integration complex and difficult. This paper addresses the functional requirements for integrating information across the enterprise and the technical problems that will arise with these requirements. The paper examines two typical computing models and their technologies that offer solutions to the needs of enterprise computing: an enterprise distributed computing model; and a enterprise database connectivity model. Finally, the paper addresses the need for an architecture, conceptually known as a clearing house, that encompasses both distributed computing and database connectivity solutions.","PeriodicalId":231067,"journal":{"name":"Proceedings for Operating Research and the Management Sciences","volume":"259 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123358441","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-06-28DOI: 10.1109/IEMC.1995.524582
M. Fallah, J. Weinman
If total quality management (TQM) was the key management concept of the decade of the 1980s, then surely reengineering has become the concept for the 1990s. Popular views on reengineering include: reengineering has supplanted TQM, reengineering alternates with TQM allowing for continuous improvement between periods of radical change, and reengineering has peaked and is on its way out. In this article, the authors examine these concepts and views, explores the relation of reengineering to TQM, and demonstrates that these views are incorrect or, at best, incomplete.
{"title":"Will reengineering replace TQM?","authors":"M. Fallah, J. Weinman","doi":"10.1109/IEMC.1995.524582","DOIUrl":"https://doi.org/10.1109/IEMC.1995.524582","url":null,"abstract":"If total quality management (TQM) was the key management concept of the decade of the 1980s, then surely reengineering has become the concept for the 1990s. Popular views on reengineering include: reengineering has supplanted TQM, reengineering alternates with TQM allowing for continuous improvement between periods of radical change, and reengineering has peaked and is on its way out. In this article, the authors examine these concepts and views, explores the relation of reengineering to TQM, and demonstrates that these views are incorrect or, at best, incomplete.","PeriodicalId":231067,"journal":{"name":"Proceedings for Operating Research and the Management Sciences","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125852277","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-06-28DOI: 10.1109/IEMC.1995.524617
S. Saha, P. Lindorfer, B. Gadepally
This paper describes methodologies to improve process and device simulation throughput for integrated circuit manufacturing companies. Presently available hardware, process and device simulation software, and their usage in a typical semiconductor company were considered as reference to estimate the improvement in computational efficiency and the associated cost. In a company of N active users, the estimated improvement in computational efficiency with respect to the present performance is shown to be more than N and 5N times in an uninterrupted and a distributed computing environment respectively.
{"title":"Productivity increase in process and device simulation throughput for integrated circuit manufacturing companies","authors":"S. Saha, P. Lindorfer, B. Gadepally","doi":"10.1109/IEMC.1995.524617","DOIUrl":"https://doi.org/10.1109/IEMC.1995.524617","url":null,"abstract":"This paper describes methodologies to improve process and device simulation throughput for integrated circuit manufacturing companies. Presently available hardware, process and device simulation software, and their usage in a typical semiconductor company were considered as reference to estimate the improvement in computational efficiency and the associated cost. In a company of N active users, the estimated improvement in computational efficiency with respect to the present performance is shown to be more than N and 5N times in an uninterrupted and a distributed computing environment respectively.","PeriodicalId":231067,"journal":{"name":"Proceedings for Operating Research and the Management Sciences","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114536447","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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