DOI： 10.11221/jima.57.503

researchmap

researchmap

DOI： 10.11221/jima.56.147

researchmap

DOI： 10.11221/jima.56.147

researchmap

researchmap

researchmap

researchmap

Language：Japanese   Publisher：日本物流学会  

researchmap

researchmap

Language：English   Publisher：Japan Industrial Management Association  

The proposal of the Equalized Lot Size Value Algorithm is introduced as an alternative to generate a better total makespan of a production system and, at the same time, pursuing the smoothing of the machine loading when a high demand fluctuation occurs. The ELSV algorithm combines the merits of the Equalized and Synchronized Production (ESP) and Theory of Constraints (TOC), in order to obtain a concrete definition of ESP algorithm and a smaller makespan for the Job Shop problems under TOC scheduling. As a result, smaller equalized lot sizes can improve makespan, especially for larger systems. On the other hand, equalized lot sizes also provide enough improvement in the smoothing of loading, even though it is a half of original size.

DOI： 10.11221/jima.56.237

CiNii Books

researchmap

Language：English   Publisher：Japan Industrial Management Association  

The proposal of the Equalized Lot Size Value Algorithm is introduced as an alternative to generate a better total makespan of a production system and, at the same time, pursuing the smoothing of the machine loading when a high demand fluctuation occurs. The ELSV algorithm combines the merits of the Equalized and Synchronized Production (ESP) and Theory of Constraints (TOC), in order to obtain a concrete definition of ESP algorithm and a smaller makespan for the Job Shop problems under TOC scheduling. As a result, smaller equalized lot sizes can improve makespan, especially for larger systems. On the other hand, equalized lot sizes also provide enough improvement in the smoothing of loading, even though it is a half of original size.

DOI： 10.11221/jima.56.237

CiNii Books

researchmap

Language：Japanese   Publisher：Japan Industrial Management Association  

Recently, interest in logistics and supply chain management has grown explosively through exposure to fierce competition and changing circumstances. This interest has led many companies to build their supply chain. In most cases, however, organizational constraints impede their formation of supply chain management (SCM). To breakthrough these constraints, various kinds of scorecards have been developed. A scorecard is a simplified benchmark methodology to diagnose and evaluate various advantages and disadvantages of business operations, such as IT utilization, etc. from the point of total optimization of SCM. In this study, we propose and develop the general-purpose scorecard named the SCM logistics scorecard (LSC) after conducting survey research on various scorecards, and verify its validity and effectiveness. To do this, we gather actual data based on LSC from many manufacturing companies and extract five factors, which represent the drivers of managerial performance through these data. Using the corresponding companies' financial bottom line indexes, we analyze the correlation between these indexes and our factors. The result shows that higher scores of LSC, which leads to higher scores in the five factors, bring significantly positive financial outcomes. At the same time, we also verify statistically that IT itself is just an enabler or means in building SCM by introducing a causal-effect model among these factors leading to managerial performances.

DOI： 10.11221/jima.55.95

CiNii Books

CiNii Research

researchmap

Language：Japanese   Publisher：Japan Industrial Management Association  

Recently, interest in logistics and supply chain management has grown explosively through exposure to fierce competition and changing circumstances. This interest has led many companies to build their supply chain. In most cases, however, organizational constraints impede their formation of supply chain management (SCM). To breakthrough these constraints, various kinds of scorecards have been developed. A scorecard is a simplified benchmark methodology to diagnose and evaluate various advantages and disadvantages of business operations, such as IT utilization, etc. from the point of total optimization of SCM. In this study, we propose and develop the general-purpose scorecard named the SCM logistics scorecard (LSC) after conducting survey research on various scorecards, and verify its validity and effectiveness. To do this, we gather actual data based on LSC from many manufacturing companies and extract five factors, which represent the drivers of managerial performance through these data. Using the corresponding companies' financial bottom line indexes, we analyze the correlation between these indexes and our factors. The result shows that higher scores of LSC, which leads to higher scores in the five factors, bring significantly positive financial outcomes. At the same time, we also verify statistically that IT itself is just an enabler or means in building SCM by introducing a causal-effect model among these factors leading to managerial performances.

DOI： 10.11221/jima.55.95

CiNii Books

CiNii Research

researchmap

researchmap

researchmap

researchmap

Language：Japanese   Publisher：Japan Industrial Management Association  

This study considers the effectiveness of TOC scheduling by developing an extended algorithm so as to be applicable even in a job shop environment. TOC originated from a scheduling technique named Drum-Buffer-Rope (DBR). The DBR technique is based on following steps. (1) Identify the primary bottleneck resource, (2) Exploit the bottleneck by scheduling it first, (3) Subordinate scheduling of all other resources to that of bottleneck resource. TOC scheduling seems appropriate for flow shop environments, and has been shown to be quite effective in such kind of production system. But as production systems become more complicated, like a job shop, it becomes increasingly difficult to identify a single resource as a constraint. A few past studies have speculated on the effectiveness of DBR in non-flow shop environments, but none has attempted to analyze its actual use and application range. In order to investigate the application range of the TOC scheduling technique, an extended TOC scheduling technique is proposed, and a criterion, Fd, is defined to classify several kinds of production systems. The extended algorithm is then compared to Tabu search, which is one of the most promising meta-heuristics for considering the critical path as a system constraint. The results show the application range of extended DBR algorithm which considers a single resource as the constraint and suggest that outside this range it is more appropriate to consider the critical path as the constraint.

DOI： 10.11221/jima.52.163

CiNii Books

researchmap

researchmap

researchmap

researchmap

researchmap

researchmap

researchmap

researchmap

researchmap

researchmap

researchmap

researchmap