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Worldly Lessons

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Worldly Lessons

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    1. Worldly Lessons Kenneth McKay University of Waterloo June 13th, 2005

    2. Outline Background Issues and Ideas Research Issues Conclusion

    3. Planning and Scheduling It is all about decisions and who makes them What we have to make decisions about How we know what decisions are needed What information forms the problem What solutions are available How solutions are known How solutions are implemented

    4. Research Activities We are from many countries and regions Everyone is making observations (quantitative and/or subjective), discussing and analysing them based on a context Everyone is trying to provide insights from what they research to others What/why it is, it could be, it should be

    5. Culture & Mfg. – Not New Chow, C.W. and M.D. Shields (1991) The Effects of Management Controls and National Culture on Manufacturing Performances: An Experimental Investigation, Accounting, Organizations and Society, 16, 3, 209-226. Gertler, M.S. (1995) "Being There": Proximity, Organization, and Culture in the Development and Adoption of Advanced Manufacturing Technologies, Economic Geography, 71, 1, 1-26. Nahm, A.Y. and M.A. Vonderembse, (2002) Theory development: an industrial/post-industrial perspective on manufacturing, Intl. Jrnl. Of Production Research, 40, 9, 2067-2095. Gertler, M.S. (2004) Manufacturing culture: the institutional geography of industrial practice, Oxford. Technology, general mfg. practice, geographic relationships – but have the specifics of production control been looked at?

    6. Issues? Are we all talking about the same thing? What results are transferable? What is the same, what is different based on where you are from? What can be generalized? What is the same? Why? What is different? Why?

    15. The Where Basically can change the problem and the solution – in all four aspects Can make production control easier – more predictable, less complex Can make certain control options feasible or important to know about Can simplify interpretation of concepts

    16. What - Industry and Product Distance, time to market Distance, time from suppliers Local, import, export supply and demand Features, functions, bundles, preferences Demand patterns (quantity, quality, mix) and stability Single or multiple country ‘legal’ reqt’s Shipping/receiving risks, costs, process

    17. How – Process and Method Legal constraints, conditions Weather – humidity, temperature, wind Reliability, performance – equipment, process – causes of deterioration, events Repairs – spare parts, technicians, skilled trades Learning curves - previous experience, knowledge

    18. Structure - The Firm The WAY of doing business Internal and external (within firm, between firms) Policies, standards Cultural expectations for performance… Communication channels (data, formal, informal, accepted, not accepted) Problem solving methods

    19. Who - Personnel Direct, indirect – support, office, floor Unions – hire, fire, layoff, retirement, hours Costs – hire, fire, layoff, retirement Education, skill, learning processes Industrial experience, history with process, product, terms, concepts, visuals Work ethic, industry, loyalty, long term contribution, attention to detail

    20. Research Issues WHERE matters for understanding the problem and solution space Need to consciously and explicitly acknowledge or think about The Where Need to be careful about assumptions and generalizations Different areas == different empirical research methods

    21. Possible Impacts Impact on heuristics – structure, data Impact on objectives Impact on constraints, constraint relaxation Impact on schedule feasibility, quality

    22. Possible Impacts (2) Impact on visuals (tools) Impact on decision making process Impact on ability of plant to follow plan Impact on reactive, proactive capabilities

    23. Bottom line Questions If you try to hold one or more of the ‘facets’ constant or firm, what happens as the problems and solutions move from region to region? Can we or will we be able to predict what is needed or what will happen?

    24. Conclusion Need to be sensitive and capture effects as they arise in case studies, empirical work Need to start documenting, collating WHERE effects and the drivers – what makes you special or different? Need to start understanding migration, evolution, adoption, transference

    25. Discussion Any examples of cultural/regional differences in production control? Any examples of differences in doing empirical research? Is there an opportunity for joint empirical research on these issues?

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