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Operations Management - Science topic

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Dear Researchers,
I am interested to start some collaborative research work in Project Management/Operations Management Domain and publishing in ABDC/Scopus Q1/Q2 category journals.
My Google Scholar Profile and Scopus profile is for your reference.
Similar minded and similar research interest people can collaborate.
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Kenneth David Strang Thank you so much for a detail reply.
I have already done some work related to Risk Management in Cybersecurity projects. Will try to convert it into a Book chapter as per your template and will submit.
Thanks for the opportunity.
Can I include some of you as Co-author?
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Textbooks about the managerial aspects of Digital Transformation and Industry 4.0 for academic teaching with exercises and case studies.
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Perhaps look to good articles … for a book it is not yet the time
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Could you recommend any recent research topics in Operations Management (OM)?
In your opinion, Which OM research topics will have the most influence in the coming decade?
Thanks for your attention. I’m looking forward to your kind reply.
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Capabilities and competencies of firms to improve operational performance in a disrupted situation
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What are some of the books that can be used at Business School (introductory level) that clearly delineate Operations Management and Supply chain Management courses? My interest is in how we can provide more value to our students rather than teaching similar topics in both courses.
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Operations Management: Sustainability and Supply Chain Management by Heizer and Render
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Journal of Industrial & Management Optimization (JIMO) is an open access journal. You pay a substantial amount to publish a paper. When you go to the website of its publisher, American Institute of Mathematical Sciences (AIMS Press), it seems that it is not really based in the United States. I am not sure if it is a legitimate professional organization or if it is a predatory publisher. They have a large number of open access journals. On the other hand, their handling of papers is terrible: extremely slow and low-tech, which is not typical for predatory journals. It may take 13 months to get an editorial rejection, for instance. Furthermore, they don't have an online submission system with user profiles on it, you just submit the paper on a website, and they give you a URL to check your paper's status, which makes your submission open to anyone who has the URL. It has an impact factor of 1.3, which makes me puzzled. Any comments on this organization and the journal will be appreciated.
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Norbert Tihanyi one little warning, if you look whether a particular journal is mentioned in the Beall’s list you should not only check the journal title in the stand-alone journal list (https://beallslist.net/standalone-journals/) but also the publisher behind it (if any). In this case the publisher is not mentioned in the Beall’s list (https://beallslist.net/). Anis Hamza I suppose you mean ISSN number, this journal with ISSN 1547-5816 and/or E-ISSN:1553-166X is mentioned in Scopus (https://www.scopus.com/sources.uri?zone=TopNavBar&origin=searchbasic) and Clarivate’s Master journal list (https://mjl.clarivate.com/home).
Back to your question, it is somewhat diffuse. There are signs that you are dealing with a questionable organization:
-Contact info renders in Google a nice residence but does not seem to correspond to an office and I quote “The American Institute of Mathematical Sciences is an international organization for the advancement and dissemination of mathematical and applied sciences.” https://www.aimsciences.org/common_news/column/aboutaims
-Both websites https://www.aimsciences.org/and http://www.aimspress.com/ function more or less okay but not flawless
-The journal “Journal of Industrial & Management Optimization (JIMO)“ is somewhat vague about the APC. It positions itself as hybrid (with an APC of 1800 USD), but all papers I checked can be read as open access (although not all have a CC etc. license). It mentions something like open access for free when an agreement is signed with your institution but how much this cost is unclear
-No problem by itself but the majority of authors are from China, makes you wonder about American Institute…
-Editing is well…sober
On the other hand it looks like and I quote “AIMS is a science organization with two independent operations: AIMS Press (www.aimspress.com) and the American Institute of Mathematical Sciences (AIMS) (www.aimsciences.org ).” AIMS Press is focused on Open Access journals while the journals published by AIMS (www.aimsciences.org) are/used to be subscription-based journals. Pretty much like Springer has there BioMed Central (BMC) journal portfolio and Bentham has their Bentham Open division.
Facts are:
-AIMS ( www.aimsciences.org ), more than 20 of their journals are indexed in SCIE and indexed in Scopus as well (under the publisher’s name: American Institute of Mathematical Sciences)
-AIMS Press (www.aimspress.com ), four journals are indexed in SCIE and thus have an impact factor and 14 journals are indexed in Clarivate’s ESCI. 7 journals are indexed in Scopus.
-AIMS Press, 20 of their journals are a member of DOAJ
-Journal of Industrial & Management Optimization (JIMO) https://www.aimsciences.org/journal/1547-5816 is indexed in Clarivate’s SCIE (impact factor 1.801, see enclosed file for latest JCR Report) and Scopus indexed CiteScore 1.8 https://www.scopus.com/sourceid/12900154727.
-For the papers I checked the time between received and accepted varies between 6 and 9 months and an additional 3-4 months before publication (it is well… not fast but not unusual)
So, overall, I think that the publisher has quite some credibility and it might be worthwhile to consider.
Best regards.
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I am looking for examples from firms that have acknowledged the role of behavioral operations management/behavioral newsvendor models, cognitive biases in operations management, etc. It could also include some quotes from managers of the firms. Kindly provide some newslinks. Thanks a lot.
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Please see my paper below on how we used improved communication and recognition aligned with Maslows need theory to improve the engagement of Lean Manufacturing Systems and Tools.
Hope it might be of some use to you.
Best Regards
Martin
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In the last month’s record if output=Rs. 20000, human input=Rs.10000, material input=Rs.2000, capital input=Rs.1000, energy=Rs.500 and other expenses=Rs.1000, calculate total factor productivity.
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To what do you want to use the total factor productivity? Calculation is easy , but as Simon (1979) and others have shown, Cobb-Douglas (or CES) production functions are fake ones. They represent accounting identity as something that represent production relations (input-output relations). We should doubt all arguments based on TFP such as Solow-Swan growth theory and more refined Romer-Lucas endogenous growth theory.
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I am an MSc student studying Maritime Operations Management at Liverpool Johns Moores University. I am presently conducting a research project in assessing the impact of Brexit. The overall aim of this dissertation is to assess the impact of Brexit on ports in England. In order to achieve the research aim, this questionnaire is designed to be completed by experts who are working in the Maritime Industry or in the ports of England. All the questionnaires answered will not be kept in any record, therefore, the responses will remain confidential only to be used by the researcher for the sole purpose of this reason only. It takes around 5 minutes to answer the questions. Please send me a message if you have any question. Thank you, I really appreciate your support.
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Ok. Unfortunately, your questionnaire is closed.
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I am interested in doing my doctoral research on a model for the strategy of operations in services but I want to be sure if one does not exist today
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A review of previous research will help you to find out what is going on in your research field. It will also help to find a research gap.
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More specifically, I would like to find papers with a robust research methodology and providing the research questionnaire.
Thank you.
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This link
Custom blockchain development for supply chain industry from Aetsoft
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Some journals give reviewers 60 days, others give 40 days, 30 days, or 20 days to review a paper. MDPI journals give only 10 days, but it can be extended if the reviewer needs more time. In my opinion, 10 days might be too short, but 60 days is excessive. Allowing 60 days for a peer review is adding to the response time unnecessarily, and disadvantaging the authors. I can thoroughly review a paper in a day (if I dedicate myself to it), or two at most. A reviewer should only accept a review request if they are not too busy to do it in the next 10 to 20 days. I have encountered situations in which a reviewer agrees to the review, but does not submit the review at the end of 60 days, wasting those valuable 60 days from the author. What do you think the allowed time for reviewers should be?
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15 day is enough....
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Good Day to All,
As the world is becoming more VUCA it is difficult to manage the business operations.
In this scenario, how can we develop a simple yet effective solution for process owner and business leaders to face the Volatility; Uncertainty; Complexity and Ambiguity in business operation is a million dollar question.
Therefore I invite the members of RG to share their insights and thoughts over the impact of VUCA in business practices and how to develop viable solution that are easy to implement.
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Managing in a time of VUCA will require strong, knowledgeable and ethical leadership. Leaders must have integrity and be agile in terms of sudden change, and implementation of agile strategies. Hence good governance becomes a key factor. However, there are many more factors as well.
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In daily life single period and multi period inventory system is very necessary things. When the selling period is fixed that is we cant sell things outside that fixed time then it is called may be single period. Lets talk about it what is the actual definition.
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Single period inventory models are used typically for determining the optimal order quantity for a perishable product. The most famous example is the Newsboy (Newsvendor) problem, in which the demand for newspapers for a given day is random, there is a cost of overstocking (unsold papers) and understocking (lost profits). The objective is to minimize the expected daily cost and the decision variable is the number of papers to buy (for reselling). this model is useful for any other item that cannot be stocked to be sold in another period, you have to sell it during the period or it is wasted. Many products fit this category: Christmas trees, Halloween costumes, or any other item that is special day or event themed. Fresh produce and meat can be though of in this category as well.
On the other hand, multi-period models are used for items that can be stocked for long periods of time, and demand in subsequent periods can be satisfied from the inventory. The basic EOQ model is the simplest of these models.
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Assume we have 5 service blocks in a system that requires the same resource unit. Say service block A and service block B have a service time of 1 minute each. Now I decide to combine these two blocks calling it service block X with a service time of 2 minutes. What should happen to the overall service time of the system? Will it go lower or will it remain the same? and why? Any proof from literature?
My experiment shows that the overall service time reduced.
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It will stay the same. No proof needed, it's obvious, but you can try it in simulation software - that is a good way to develope intuition about discrete event simulation.
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Greetings! I am a Master's Student at IBA Karachi. This survey is purely for research purpose and its objective is to gather information about performance variables and constraints that emerge with it. Your responses will be treated with utmost confidentiality. Thank you in advance for your time and cooperation.
Please fill the form below for ''Manufacturing planning & Performance Alignment''.
I would be grateful!
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Thank you so much
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In design and construction, there are many factors that can influence the occurrence of technical risk, which, as a consequence, affects the duration, quality and cost.
Technical risk is risk due to technical factors.
Example:
1. Low qualification of a specialist leads to low quality of project documentation.
2. Lack of BIM department.
3. Location of the facility (remoteness from the main manufacturing plants, difficulty in transporting equipment, etc.)
4.Use of new technologies, etc.
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For design and construction of a building. I recommend you the work on the risks existing in the interactions Human - Means, Human - Methods and Human - Work Environment. These are the risks due to ergonomic hazards (Ergonomic Factors). Good luck.
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Dear all
I am working on an inventory model in closed-loop supply chain system to optimize the cost of the system. There are lots of model to optimize the cost of the system, but I am looking forward to incorporate the concept of the Analytics to handle the real time inventory.
Looking forward to hearing from you.
with regards
Sumit Maheshwari
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This is a challenging problem, specially for manufacturing companies, needless to say this problem is undergoing lots of research and practically there are no viable examples of companies that have achieved success, best cases have hit a 90% mark (but the metrics of such proclaimed achievements have been highly debatable). As inventory management is being driven by close to real time demand and supply data(analytics) plugged to AI and Machine Learning tools, the potential to reach close to 99% efficiency in CLSCM might become a reality -- but how do we identify and embed external disruptions like COVID19 into this model? and to what extent will these external disruptions impact CLSCM based inventory dynamics?
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In the laboratory I’m working at, we are conducting a research about Lean tools use in each phase of DMAIC method. It would be very important for me if you can help me by answering the following survey.
It would take you no more than 5mins.
You can access in the following link:
Thanks
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Hi Diana Cardenas is there any update on the research. I would be interested in reading your findings. Best Regards Martin
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Cycle counting
i) is a process by which inventory records are verified once a year
ii) provides a measure of inventory accuracy
iii) provides a measure of inventory turnover
iv) assumes that all inventory records must be verified with the same frequency.
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Dear
Cycle counting of Inventory is using in Industries for some of the other purposes
It for ----- How many time This inventory in the organization , what is consumption resio , what is value impact on the organisation , through this we can reduce
1-: inventory carrying cost .
2-: Inventory testing Cost
3-: and avoid to product manufacturing or supply loss
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Dear colleagues,
I'm working on methodology of transforming existing organization for manufacturing companies. Could you please guide me on how to approach the following questions:
1. How to split task between operational routines (repetitive tasks, business as usual) and dynamic routines (transformations, NPD, innovation etc.) for different functions (sales, manufacturing, HR, etc.)?
2. How to calculate optimal number of people involved into each type of activities in different functions (e.g. dynamic routines in sales)?
3. How to approach motivation for different combinations of task types and functions? What KPI or other ways of performance control should be used for each of these combinations?
Thank in advance!
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Keep it simple.
Any operational design should answer some questions, but always has some main questions to answer, previously.
Step 1 (mandatory)
Define your competitive strategy. Then design your Supply Chain, once this design is done. You can continue designing your operational process, do you need now the flows (operational, informational and financial) and cost numbers to decide about the next step.
Questions
a) What is the strategy that this operational process to feed?
b) What is the demand that this process should provide?
c) In that part of the Supply Chain, this process acts?
d) How this design maximize profits and minimize costs?
e) Is the main process or a support process within our Value Chain?
f) Which are your goals and objectives? What did we expect of the process? this is very important due to that you must design based on these objectives.
g) Define your Q&A standard, so this is your base of comparison, to in the future build you KPI's. Based on it's you can develop your control objectives and for consequence the KPI's.
1. How to split tasks between operational routines (repetitive tasks, business as usual) and dynamic routines (transformations, NPD, innovation etc.) for different functions (sales, manufacturing, HR, etc.)?
This question is answered for my past comments, without it, you only made an incomplete work that as always in the text is a theoretical misrepresentation of the reality.
Your design process considers certain restrictions or thinking in unexpected, that isn't the norm, your design is for your central limit of the process, any deviation must be treated as that it's an exception.
2. Once you know the operational number you need to define with that resources you will develop any process, this could be with people, machines, automation or other means. if you decide to use people you need measure times in each part of the process and build a "Line Balance" and if is productive to define machine and times a Mass Balance"
3. KPI's are only control measures that we design to measures relevant or critical operations or processes, that we need to keep in or near to the central limit (search SPC). You should develop it when you have mapped your processor when you are followed all the before steps.
Greetings
Alfredo
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(Proposal) Oil Refinery Production: What is the company's goal?
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[Purpose: get Engineers & Scientists thinking outside their box ... think -large- problems. What's possible today vs. needs for tomorrow?]
Question: Are you interested in increasing your sales income by several orders of magnitude? Are you willing to think outside the box? If so, please read on. This is a large proposal, the size of NASA's Apollo Space program back in the early 1960s.
A new level of Computers and Software will be required for this Oil Production proposal. Today's Computers are Algebraic, i.e. bare bones, conceived designs that run similar to a 'model T' car. They 'run' along at a '30 mph' clip. We need fast super Computers like the Wright Brothers 'Airplane' that can run at a '3,000 mph' clip. These super Computers need 'Automatic Differentiation' based technologies; i.e. smart thinking abilities. NASA realized this when starting the Apollo space program; spent tons to get it and put us on the moon.
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📷
Oil production depends on many factors; e.g. Supply, Demand, present inventory, etc. An oil company may have many refineries with many distillation units. How can a company simulate extracting products 'a', 'b', and 'c' from its crude oil? Assume the company wants product 'a' on the west coast, 'b' in the middle of US, and 'c' on the east coast. Assume the company has refineries 'x' on west coast, 'y' in middle US, and 'z' on east coast. How does one model such a company's oil production so as to produce/refine the 'right' amounts of each product at each refinery site in order to meet the company's goal of maximizing profits?
Partial Differential Equations (PDEs) will be used to model the crude oil distillation for each distillation unit at each site; i.e. many PDEs must be solved at once! Are there computers large enough to handle such problems today? Are there plans for some super computer that will be able to handle many (1,000s) PDEs at once?
With maintenance of distillation units being continual, e.g. fix one, stop another, this will be a constant problem when trying to simulate the next day's crude oil work load. For example, assume a company has 600 distillation units overall. That means a computer program would be required to solve 600 PDEs ASAP; i.e. 10 hours of PDEs. My past experience with modeling in FortranCalculus™ language/compiler, I was taught that a modeling requiring 'Tmod' time to execute the model, would require around 2'Tmod' time for the optimal solution. That would then get us into the 20 hr. time range for 600 PDEs. Too long! Need faster computers and solvers to get into reasonable solution times. Ideas how this could be done today? For more, visit http://fortrancalculus.info/apps/fc-compiler.html ... Solves Algebraic Equations through Ordinary Differential Equations.
Many people thought that the Wright Brother's idea of an 'airplane' would never fly. But, what if it did? What if Oil sales income doubled or more? Would crude oil prices increase? (Everyone is going to want more for their piece of the pie, right?) How would this effect your company?
John D Rockefeller was quoted saying, "If you want to succeed you should strike out on new paths, rather than travel the worn paths of accepted success."
Any future John D Rockefeller's reading this proposal? Are you interested in increasing your company profits by several orders of magnitude? Does your company have a company goal or objective that all employees know about and follow? If so, continue reading on this proposal by reading my article "Company Goal: Increase Productivity?" (a dozen pages). Go to web page eBook on Engineering Design Optimization using Calculus level Methods, A Casebook Approach and click on the 'download' link, its free!
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Dear Phil,
The complexity of the refining business grows every day with new markets, new feedstocks and new regulations. Additionally, refineries are facing declining profit margins. I think, to sustain their profitability, refineries must leverage process simulation technology and capabilities to achieve best-in-class operational excellence. I think advance process simulation could be more helpful towards the inclining profit margin. Couple of areas where it can use effectively to reduce the market burden.
1. Heat exchanger maintenance and monitoring-thorough simulation of heat exchanger operations within the broader process simulation model. The heat exchanger design tool must also simulate all major heat exchanger types used in the refining industry. Furthermore, the solution should allow process engineers to easily develop and integrate their heat exchangers’ simulation as part of the refinery flowsheet without leaving their familiar process simulation environment.
2. Column operations troubleshooting-an integrated process simulator that accurately simulates the thermal and hydraulic behavior of the column unit to provide enough information to support column operations. With the correct process simulation software, users can accurately simulate thermo-hydraulic functioning of columns based on their construction and operating conditions. As a result, they can better understand the columns’ behavior and avoid operational mishaps. Simulating the operation of the column in the broader setting of the overall process enables users to identify root causes of the problems and determine the optimal point of operation for the overall process unit.
3. Integrated refining and gas plant analysis-Refineries need a solution that meticulously simulates the entire gas plant including acid gas treatment units, sulfur recovery, tail gas units and flare systems together with the mainstream refining process units, such as distillation units and reactor units. Advanced simulation technology would provide the refiners enough confidence to push the levels of sour crudes closer to the limit the refinery can process while meeting regulations. Feed flexibility, capacity creep and operating expenditure optimization, enabled using integrated refining and gas plant process simulation, can save refiners millions each year in operating margins while ensuring maximum reliability and plant uptime. In addition, the rigorous simulation of the gas plant operation offers refineries visibility and the ability to better document their emission levels. This capability is valuable for boosting their profit margins.
4. Planning model update for refineries-The ideal option is to give refinery process engineers the ability to maintain the planning models with the help of advanced process simulation software that can offer a streamlined workflow to update the planning models, enabling frequent updates when the models become out of sync with the operating range of the refinery.
5. Refinery-wide process analysis-With an advanced integrated solution for process simulation and refinery planning, refineries can develop a refinery-wide process model out of their refinery-wide planning model in a relatively short period of time. The accuracy of the simulation model can be enhanced by selectively incorporating rigorous models of reactor units to the refinery-wide flowsheet.
Ashish
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Operations management is the administration of business practices to create the highest level of efficiency possible within an organization. It is concerned with converting materials and labour into goods and services as efficiently as possible to maximize the profit of an organization. Discuss this statement by examining the role of operations management within a business enterprise .
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Operations Management is responsible to improve the overall efficiency in the organization.
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Hi, I am looking for research topic (ideas) and current research trends on international business management. It will be good to have what will be future research scope on International Business Management. I am particularly interested in these ( Risk analysis, operation, project management, strategy, digital marketing, leading people ) research. But these are not limiting factor, please leave your comment, I will surely look into it. Looking forward to your answers. Regards
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M M Zaman Tanim Institutional Process Improvement and Implementation
It is now seen that traditional project management from the pre-World War II is on the shelf in modern times. Many practitioners oppose the fact that there is a planning element in the projects and that it is desired to know everything from the beginning. Thousands of projects carried out in real terms have found that the traditional method works with a flawless linearity and straight logic, and that it is well understood. Many governments and companies have been thinking about improving processes and making them faster and more functional for decades. In this respect, it is inevitable for all kinds of companies to engage in a process improvement and total quality practice in order to meet the increasing needs and demands. It is now impossible for firms that act otherwise to respond to market needs and succeed. Today, many companies have personnel to think about business processes and strive to achieve excellence by improving these processes. Agile project management is an inevitable technique for companies for these reasons.
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inventory researchers
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The difficulty of reverse logistics includes many more transactions than the forward supply chain and the various actions relating to product returns will span across many functional departments – finance, sales, customer service, warehouse, repairs and transportation. For the mainstream of these functions, product returns are likely seen as much more of irritation rather than a priority.
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Hi Scholars
How and where to find secondary data in the Operations Management and Strategic Management domain?
Thanks in advance !!
Fazal Haleem
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Yes, you can use the secondary data but make sure data quality is good.
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I am currently testing a model that involves cross-level interactions. The dependent variable (corporate financial performance, a formative scale) and the independent variable (corporate sustainability performance, a formative scale) are measured at the firm level, and the moderator is a country-level variable. What software and/or statistical package can evaluate this model? I feel that I need a tool that combines the strengths of PLS and HLM.
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As far as I know when usinh formative scales one cannot use efa cfa chronbach and sem
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How to standardize fast food production in order to achieve consistency? Following Standard Operating Procedures not enough....
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Improve the processes, Reduce the waste, use some techniques to improve the workflows and production method, consider the production and process quality control and then document the processes using work-study techniques
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In my research work, I want to construct mathematical programming model for a supply chain network problem. I have assumed production cost to be linear in nature. Is this assumption correct or should I change this assumption. Please suggest with valid description.
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Dear Sir, it depends so many factor and environment like demand, product nature and product life cycle, it may be linear, quadratic, exponentially, stock-dependent etc.,
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I am conducting an empirical research and wondering how to gather around 2000-3000 respondents email ids, considering the response rate of 10 - 15%.
Does empirical researchers who are regularly conducting this type of research would like to share their experience. As it would be highly appreciable.
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Since your tags include supply chain management, I wonder if that is the area in which you plan to do your research?
In any case, usually if your research is specific to certain topic area, you can purchase a list, or you may be able to obtain one via a membership organization or other existing organizing / coordinating organization (because they may have privacy agreements with those who provided their email address, they may require you to send through them, and often want something in return - first access to results for their members, etc).
If you just need people, you might also try Amazon's Mechanical Turk: https://www.mturk.com/
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In the last 25 years, outsourcing has emerged as one of the key globally focused supply chain strategies . After the mid-1990s, the importance of supply chain management (SCM) increased noticeably among practitioners. As a result, the study of supply chain and outsourcing has increased exponentially. In developing markets, with increasing customer demands, outsourcing non-core business
functions has become a commonplace supply chain strategy for many companies and organisations.
DOI 10.1108/BIJ-04-2017-0066
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1. Not clear about the extent of business that the company wants to outsource.
2. Not treating the other company as a business partner.
3. Not sharing information and knowledge with the other company.
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Hi everyone, I'm trying to map various business model canvases. The most widespread is the one proposed by Osterwalder and Pigneur (2010), but there are other ones, such as the Service Logic Business Model Canvas (Ojasalo and Ojasalo, 2015) or the triple layered business model canvas (Joyce and Paquin, 2016). Do you know and/or can you recommend any other one? Thank you, Luca
References
Joyce, A., & Paquin, R. 2016. The Triple Layered Business Model Canvas: A Tool to Design More Sustainable Business Models. Journal of Cleaner Production 135 (November): 1474–86. doi:10.1016/j.jclepro.2016.06.067.
Ojasalo, J., & Ojasalo, K. 2015. Using Service Logic Business Model Canvas in Lean Service Development. In Proceedings of the 2015 Naples Forum on Service, June 9–12, 2015, Naples, Italy.
Osterwalder, A., & Pigneur, Y. 2010. Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, N.J: Wiley.
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Thank you
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What is your opinion about the use of qualitative methods on researches (e.g. case studies, action researches) in Operations Management Field?
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Guilherme - my opinion is the same as it is for any discipline. Qualitative insight is equally important as quantitative. To me, regardless of topic, it is a limited worldview if we only view our disciplines according to numerical outcomes i.e. 'how often does something happen' if we don't compliment it it with narrative insight i.e. 'what is the experience of what happened'. Better still, for me, is that we don't 'divorce' qualitative from quantitative if we can avoid it - especially in adopting mixed method approaches. We also need to be clear about paradigm positions. For instance, you classify action research as qualitative here. I don't. Action research, to me, is mixed methods (the 3rd paradigm). Action research can contain as much quantitative, if not more, methods than qualitative. The same say with Delphi - which can be more quantitative than qualitative - yet is still often classified as qualitative.
The two attached resources may assist. One - an article that links action research with project management - a common approach in operations management. The other is a mixed methods chapter - containing action research. Note that it is not a qualitative research chapter.
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Hello Everyone,
I am student of PhD (MS &E) and i am working in Linear/non-Linear Programming of Operations Management. I have a Profit Maximization problem with In-equality constraint which need to use KKT condition for optimality. I already got first order condition for my decision variable by KKT ussage.
I want to know how to code this problem in MATLAB. any example from Solver-based and Problem-based solutions can be helpful. Thanks in Advance.
Kind Regards,
Abaidullah
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Mahamad Nabab Alam Thank you for your guidance. I will definitely try these examples for better understanding.
Thank you for your time!
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Good day,
I have been using systematic reviews to investigate and analyse specific knowledge areas (Product-Service Systems) and industries (medical devices) through the lens of Circular Economy business models.
I'm applying systematic literature review (Tranfield2003, Moher2009) of cases considering mainly secondary sources - published case studies for PSS and internet entries for medical devices. A deductive content analysis (Elo2008, Hsieh2005, Mayring2000) is used to analyse such cases.
I understand that systematic review of cases is widely used in Medical areas. I would like to know if anyone knows some widespread work on Operations management / Design research that makes use of a systematic review of cases to investigate a specific topic.
Also, is there any reference for such a methodology that I could borrow from medical areas or that already has been adapted to fields connected to social sciences?
Thanks for your time and let me know if I can be any more specific.
References
Elo, S., & Kyngäs, H. (2008). The qualitative content analysis process. Journal of Advanced Nursing, 62(1), 107–115. https://doi.org/10.1111/j.1365-2648.2007.04569.x
Hsieh, H.-F., & Shannon, S. E. (2005). Three Approaches to Qualitative Content Analysis. Qualitative Health Research, 15(9), 1277–1288. https://doi.org/10.1177/1049732305276687
Mayring, P. (2000). Qualitative Content Analysis. Forum: Qualitative Social Research, 1(2).
Moher, D., Liberati, A., Tetzlaff, J., Altman, D. G., Altman, D., Antes, G., … Tugwell, P. (2009). Preferred reporting items for systematic reviews and meta-analyses: The PRISMA statement. PLoS Medicine, 6(7). https://doi.org/10.1371/journal.pmed.1000097
Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a Methodology for Developing Evidence-Informed Management Knowledge by Means of Systematic Review, 14, 207–222.
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I have also been on the search for SLR reporting protocols for studies that are a mix of quantitative, qualitative, and mix-methods studies within the social sciences (disasters). Pettricrew & Roberts' book, "Systematic reviews in the social sciences: a practical guide" is pre-PRISMA so I'm looking for updated perspectives. enough back story!
Tonight I dug into the equator Network (Enhancing the QUAlity and Transparency Of health Research) and it might have some examples for you to look at. I see they have some example reporting guidelines for Case Reports:
The CARE Guidelines: Consensus-based Clinical Case Reporting Guideline Development
Search on Case Report:
I know it is not your discipline; however there might be examples that can be used as models.
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In CRS model, the input and output oriended objective function values are reciprocal to each others. But why not in VRS?
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It is not sufficient to attribute it just to the difference in the orientation between the CCR and the BCC models since "maximizing the outputs subject to the given inputs" and "minimizing the inputs subject to the given outputs" under CRS assumtpion provide reciprocal efficiency scores. Thus, we firstly have to consider the additional free in sign variable in the multiplier BCC model and the additional constraint about the lambdas (Σλ=1) in its envelopment counterpart. This changes the shape of the frontier (BCC efficient frontier) and allows, besides CRS, for increasing and decreasing returns to scale. The above, in conjuction with the orientation that guides the projections, provides non-reciprocal efficiency scores between input and output orientation under VRS assumption.
For a schematic represenation of the above check the attached image.
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Is it possible to manage with supply chain in a more effective way?
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Dear Abu Hashan Md Mashud ,
Kindly clarify your question.
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Interested in daily management system, scorecards, leading indicators, problem solving tools and other elements of Lean in HR.
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Interesting.
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Which is not an essential requirement of JIT purchasing?
(i) Stable relation with vendor
(ii) Simple purchase agreement
(iii) Timely exact quantity delivery
(iv) Specifying all conceivable design features
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Agree with Rai Waqas Azfar Khan all are important.
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In which phase [Initiation, Planning/Design Phase, Execution and Closing] of a project, project appraisal is conducted to accept or reject a project?
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Hi...
Adis is right.
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Dear Sir,
Can you kindly share some details about the progress of the project till now, and the approximate time line to complete. I am interested, and subject to fulfilling the requirements, I will be happy to participate in the project.
Thanks and regards
Dr. Jagadeesh Rajahshekharaiah
Professor - Operations Management
SDM IMD, Mysore, India.
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Dear sir
Thank for your interests in my project.
I have working in congestion to min cost of traffic and i use queue in this area i work on new concept that called multi congestion and multi network in supply chain.
Best wishes
Arvin
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If hip damages severely by arthritis, a fracture, or other conditions, hip replacement is needed to relieve pain and increase motion.
Its more common in elderly , however the risk of problems after surgery increases because of their weaknesses and age . Most of them are forbidden from such aggressive treatment and implantation .
So whats solution ? can the risk of surgery be managed?
Or a substitute treatment is required ?
Is stem cell infusion as effective as surgery ?
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Advances in Pre and post operative optimisation of patient and overall bone health and rehab part should play good role in making most patients lead optimal outcome and should be the focus than stem cells as of now.
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Which of the following is not a component of inventory carrying cost?
i) capital cost
ii) transportation cost
iii) insurance cost
iv) obsolescence cost.
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transportation cost
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The implementation of JIT offers several advantages, including
(i) work-in-process increases
(ii) rework reduction
(iii) decreased profit margins
(iv) increase in variability to better respond to variable demand.
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Which advantage JIT offers?
Is JIT refers to Just In Time? If yes agreed above points except "decreased profit margins" - why JIT decreases profit margin? Is it because JIT can reduce production cost & hence the product can sell at lower price for better competitive strategy?
Think another advantage includes reduce or minimal warehouse / storage cost of finished goods.
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I am trying to optimize a function that is non-linear in parameters, three in number. I am using Genetic Algorithms (GA) for this purpose. Thus, I have a function of time that is non-linear in three parameters as time-series data. I am using the ga() function of the GA package in R language for the purpose. However, as I see, the initial values that I set for the parameters heavily influences the parameters computed by the ga() function. I also read the following article:
Scrucca, L. (2013). GA: a package for genetic algorithms in R. Journal of Statistical Software, 53(4), 1-37.
In section 4.4 Curve Fitting, if I use the following initial values (min, max): a(1000, 10,000), b(0,10), and c(0.5, 10) instead of the ones used, that is a(3000, 4000), b(0, 1) and c(2, 4) I get completely different results from the ones obtained by the paper. I get a=2772, b=.0235, c=4.07 as against a= 3534.741, b=0.01575454, c= 2.800797 in the paper.
My understanding is that global optimization techniques such as GA would be able to find out global optima irrespective of initial values although it might take more or less iterations depending on the initial values of parameters. Why is this not happening in case of my function and also the example that I cited?
Thanking you all in advance.
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There is no guarantee to obtain a global optimal solution with any metaheuristic, unless you make near infinite iterations. Also, because GAs are random, the solution obtained may be different in any moment. If you can use another method to obtain a good approximation to the optimal solution, GA will improve it.
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Over a single link, SRPT is known to be the optimal policy for minimizing mean completion times. However, is that also true for a network case with many sources and destinations? Is it possible that Fair Sharing (based on Max-Min Fairness) performs better in a network scenario (considering mean completion times)?
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While experimenting with traffic scheduling on multicast trees, we found that in some cases, the inter-dependency across multicast flows can result in fair sharing offering better mean times (and tail) than SRPT and FCFS:
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For Operations Management related research, what is the best method for data collection
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It depends on what is the objective of research. Time study, work study or questionnaires based survey depending on on your objective
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Project life cycle has four phases namely, (i) Initiation phase,
(ii) Planning/Design Phase (Work Breakdown Structure), (iii)
Execution/Control Phase and (iv) Closing Phase. Among these for
phases when does project purchasing process take place?
For example if ABC railway company gives a tender to construct a
bridge, then
1. When (in which phase) project agreement (purchase) will be
sanctioned with DEF construction company?
2. In which phase project identification and selection is made?
3. In which phase statement of work and project appraisal (for
proposed project) is done?
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what you mentioned is actually project procurement management which can be divided into 4 process groups; Planning, executing, monitoring and closing. I suggest you to refer pmbok guide since it is widely used as standard reference of industry best practices for project management
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How Can I provide the required support and guidance as an IT OPERATIONS MANAGER and What are some of the duties and Responsibilities for me to Administer on Window 2008/2012/2016 Servers with respect to the process of Installation, Maintenance and Troubleshooting likewise for SQL 2000/2007/2012 Server and Exchange 2000/2007/2013 administration Skills, and Network Management (TCP/IP, LAN/WAN, VLAN, VPN, DHCP, DNS, Firewall, Fibre Optic) Group Policy 2008+, Kaspersky Antivirus and Mime Cast, Pure Message System Back-up and Recovery in a disciplined approach?
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Thankyou, Himadri Nath Saha for your Answer.
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I want to better understand the literature on how and why decision makers have included buildings, how they are constructed, how efficient they are, or how green they are, within any level of analysis (strategic, tactical, or operational) the field of Operations Management. Thank you in advance for your help toward this matter.
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facilities management is a traditional direction and well-recognized in the field of operations management
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Is there any other factors that help Operations Management researchers decide about which type to of SEM (i.e. PLS-SEM or CB-SEM) to use other than sample size. Small sample size has been used as a determinant for using PLS-SEM. Is there any other facotrs that must be taken into consideration before choosing any of these two analysis methods?
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Two relatively recent articles in Journal of Operations Management have discussed this extensively. Check:
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Problem Statement:
A television manufacturer has decided to produce and sell two different types of TV sets, small and big. They assure that the small will give a profit of $300 per unit and the big a profit of $500 per unit. They have one production plant with four departments: molding, soldering, assembly and inspection. Each TV set is processed in sequence through these four departments. Each department has a limited capacity given by a maximum number of working hours per year. We assume that they can sell all the TV sets they are able to produce and the market is not a restriction.
Objective function:
•Max Z= 300x1+500x2……….(1)
 Subject to the following constraints:
•x1+5x2<=4000………………(2) [Molding capacity]
•x1+x2<=1200………………..(3) [Soldering capacity]
•2x1+x2<=2000………………(4) [Assembly capacity]
•2x1+5x2<=5000……………..(5) [Inspection capacity]
x1,x2>=0……………………..(6) [Non-negativity Constraints
The dual is given by:
Min Z= 4000u1+1200u2+2000u3+5000u4
s.t. u1+u2+2u3+2u4>=300 [Small TV Sets]
5u1+u2+u3+5u4>=500 [Big TV Sets]
u1,u2,u3,u4>=0
My question is: What is the physical interpretation of the dual variables or u? Is it cost/hr or profit/hr for a specific operation? 
If I consider cost, then the objective function is OK. But in case of constraints, cost cannot be greater than profit. Again, if I consider profit, then the constraints are OK. But the objective function profit cannot be minimized. I have gone through many books, but still I am confused. If anybody kindly helps me, I shall be highly obliged.
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Dear Parag
1. The dual values or shadow prices produced by solving the dual equation set that you display, are values for the constraints and they have the same units as the objective function. However, you don’t need to solve the dual, since once you solve the primal problem you also get the dual values.
2. For a certain constraint, say ‘Inspection capacity’ its dual value indicates how much will the objective function increase when this capacity is incremented in one unit.
Let’s see:
The solution to your primal problem is x1 = 933 units an x2 = 133 units with a Z=  $346,667.
The respective shadow prices are only for constraints ‘Soldering capacity’ and ‘Assembly capacity’ which respective values are: u2= 233.33 and u3 = 33.33. The other restrictions don’t have shadow prices and thus don’t play any role for this objective. Therefore, these are the only two restrictions or criteria you are interested on.
Consequently, if you increment one unit the soldering capacity from 1200 to 1201, the functional Z will increase as Z + u2 = 346,667 + 233= $346,900 (rounding).
If you further increment in one unit the assembly capacity from 2000 to 2001, the functional Z will increase as Z + u3 = 346,900 + 33 = $346,933.
I did this by each constraint but you can increment both criteria simultaneously and get the same results.
Now, how much can you increment the soldering capacity? Indefinitely?
No, you can increment its capacity up to a certain limit, and the same for the assembly capacity. These limits are given automatically by the LP software.
Within these limits the increase of Z is constant and equal to the respective shadow price or to their sum, that is, it is a straight line with the same slope for different increments, and you can also have it graphically displayed.
If you increment either of both criteria past their respective limits, then, one of these criteria or may be both will be no longer significant and other will take their place.
The increase of the objective function will then change and it will be a curve instead of a straight line, because the slope changed since you have now a new shadow price corresponding to the new criterion.
3. Why can’t the objective function be minimized?
Of course it can!
If instead of profits you put costs as Z coefficients, they will be minimized.
The same concept as explained holds. The only difference is that a unit increment of the corresponding criterion will decrease the Z function value, which is what you want.  If instead of incrementing one unit you decrement one unit, the same holds, and Z will increase.
4. I don’t understand your last paragraph. If you consider costs, your objective function must be minimized and not maximized as you imply with your ‘OK’ .
In addition, in your example, constraints are not related with profits and costs; they are only related to the available existing capacities.
Suppose that you want to minimize your cost. You can do that, however, because in your example all criteria call for maximization the minimum cost of the solutions polygon will be 0, that is, no solution. You can see this graphically and very easily since you have only two products. You will see that the minimum point of the polygon that the Z can tangent is the origin of coordinates, or zero.
In you example  you can change it by changing one of the criterion to a minimum, say for instance  ‘Inspection capacity’ and you also have to reduce  the availability, for instance  to 3000 from 5000. In that case the optimal solution is to produce 600 units of  x2, and zero units of x1.
5. I don’t know which LP software you are using but I recommend SOLVER that is an Excel Add in. There you will see that you can choose maximise or minimize the objective function and even equalizing it.
I believe that you are confused regarding criteria and objectives.
You can have a criterion calling for maximization of your costs and another for maximization for your profits, but in this case the objective function must call for maximization or minimization for something different, for instance ‘Inspection capacity’.
If my explanation does not satisfy you for whatever reasons, just write me in RG or privately to nolmunier@yahoo.com. I will be very happy to help is I can.
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I am looking for any articles focused in the topic of Scheduling in Hybrid Flow Shop systems, using Ant Colony techniques. Also, if anyone have any articles in this matter that include the scheduling of systems that involve Make to Stock and Make to order products.
Thank you
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This article may be useful for you.
Best regards
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In a continuous review inventory model with EOQ and reorder point R, how do I estimate the cost of backorders per customer group? Also, how do I measure the cost of opportunity of lost sales per customer group? There is no data available from the company of the case study about these aspects
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backorder costs are typically considered as a penalty or discount rate. Lost sales costs on the contrary depend upon what happens in the stockout condition. Usually the company should carry out a specific analysis for this (percentage of delayed purchase, in-brand or out-brand substitution, etc.). Additionally there can be a reputation cost. The first cost is generally linked (proportional) to the expected shortage the second one is generally modelled as a fixed fee incurred when sotckout condition occurs. Cleary the quantities must be determined with a specific analysis, however the first one is quite easy to evaluate, the second one is more difficult, and, frequently, underestimated.
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key words:
insourcing, outsourcing, transaction cost, make or buy
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INFORMS is very broad and will always include the topics you mention. POMS would be another very good one to attend, and more focused on the O.M. topics you list.
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I will write a paper about precision stocking of electricity supplier by big data but I don't know what model I should use.I need your help.
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K means clustering  with hadoop 
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Usually, percentage of rolling stocks failures in overall delays in services of metro trains are significant, however, they are few in number. So, how much it is worthy to address these few but extreme service disruptions in order to improve the reliability This is important in the context as usually policy makers pay attention to mitigate small but frequent disruptions.
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thanks for your valuable comment its really useful
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I am looking for a methodology to optimize the time between two consecutive preventive activities in the course of maintenance of complex electronic systems.
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Hello mister Hindolo George-Williams,
Thanks a lot for the proposed favor. If this is no object, I would be very grateful to read your article about the maintenance strategy. We also have some ideas in our articles. It is possible to work together on issues of operational reliability and publish general ideas in one or more articles.
With the greatest respect
Anton Georgiev
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For my research work I, have identified following variables (eight variables namely inventory level, forecasting, finance capabilities, procurement policy, quality, manufacturing capability and process, logistics, and demand management), can anyone explain how can convert to the dimension.
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Can you provide some insight regarding the objective function for this model?  The influence of each variable must be made clear.
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Interesting project - reminds me of the problems I faced when forecasting sales when scheduling production - there I tried to do several things to reduce the impact of uncertainty.
1.      Apply effort to reduce the uncertainty associated with the most important items.
2.      Separate uncertainty into those where I could improve my knowledge of the item (sales trends and seasonality) and where I could not improve my knowledge ("random" fluctuations due to weather etc.)
3.      Improve "agility" appropriately (so as to speed response) when actuals differed significantly from forecast - holding inventory at a sub assembly level, buffer stocks.
4.      Flag and investigate situations where the actual was an outlier - such as a customer changing the product that it bought routinely (despite sale saying that this was a purely random blip!!).
Also, I think that the quality management knowledgebase may be a good source of ideas.
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EITHER 1. Make your response adaptable to change
OR 2. Make your response resilient to change
then you are proof against uncertainty
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The Popular sayings, " What gets measure gets attention” or “What you measure is what you get," inform that measurement is an important concept to reach our targets and meet our goals! This time, Performance measurement is considered to be a means to bring organization excellence among others. following this, a number of  CPMS ( Contemporary Performance Measurement Systems) has been developed to the extent that selection of appropriate performance measurement systems becomes challenging. Therefore, would you suggest me the best manufacturing company which implemented CPMS and can be used as a benchmark for future adoption?
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German and Belgian chemical companies like BASF. Bayer, Solvay are good examples.
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I'm doing a research within a MTO environment. The capacity levels within this company are based on historical data. The order realization of past year is used as input for the "product mix (named by the company)" to measure capacity and set capacity levels for the next year, on product family level (in volume).
When the product mix change time over time, due to the MTO environment, the historical data (the product mix) is not representative for future demand. So, the capacity levels are not reliable what results in lower operations performance and accepting too much or too less orders.
Do any of you know a approach of method to determine these capacity levels in a MTO environment or how to calculate this product mix in MTO. Could this by using e.g. forecast techniques? Sources that wrote about this topic are scarce.
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Dear Michiel
it is complex to model and measure production capacity in MTO environments.
First of all let's talk about the model. I invite you to refer to the model of Grando & Turco, that you can find here:
Grando*, A., and F. Turco. "Modelling plant capacity and productivity: conceptual framework in a single-machine case." Production Planning & Control 16.3 (2005): 309-322.
This model defines the production capacity of a plant in a period of time (quantity / period) as the multiplication of the following 3 effects:
- the velocity, or rate (pieces / hour)
- the time used to produce (hours / period)
- the yield of the process (%)
Given that you can manufacture so differtiated products, in a MTO context it is better to define and measure the production capacity as hours / period => you don't need the first term, but just the other two.
So, in practice in order to correctly measure the available production capacity it is important to:
a). identify the bottleneck resource within the system - be careful because it can be either a specific machine or a type of resource (often labor)
b). evaluate the limitations existing on this resource's availability, and any potential elasticity in them. For instance, about labor you can have a limited amount of people, maybe with fixed competences and worktime, but you typically always have somebody that shares more than one competence (and so can perform several different jobs) and somebody that is available to perform overtime shifts.
c). examine wether there are limitations to the bottleneck resource that are set by other resources. For instance, in the case of labor, when a machine breaks down, this might imply that the corresponding worker runs idle as a result. So, even if the machine availability is not a constraint in itself (since machine capacity is abundant), in that precise moment it sets a (further) limitation on the availability of labor, which in turn is the bottleneck resource.
Please, keep in mind that in TCO contexts you should typicaly plan with infinite capacity, and then adapt capacity to the time profile implied by the customers' orders portfolio. So it is of paramount mportance to keep one all the alternatives and flexibilities available, such as:
- external production as an alternative to internale
- alternative machines
- alternative bills of materials
- mutiple skills
- etc.
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The critical theory can use the human view of the employee, to develop a more accurate process management. What do you think?
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Very interesting viewpoint. Is looking at the performance of the team vs the performance of the individual an issue?
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Is there a standard in how to determine or calculated a resource planning as input for S&OP and MPS? Without an accurate resource planning will be a S&OP and MPS also not be reliable. I can't find any paper which describe this process. Same problem for product mix calculation/forecasting.
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This should be the sequential process. The very first thing you should check is whether you could meet the demand based on the actual capacity of the plant by regular hours of operations. Else you could check whether to extend hrs of operation or go for three shifts or to lease another production capacity if you are bound to complete the orders. Then depend on the delivery schedules u have to go for Aggregate plan based on MPS. Based on AP, you could order the inventory taking into account lead times and EoQ's etc.
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The single-supplier multi-retailer joint replenishment game can be stated as follows: a number of independent retail facilities know demands of a single product. They order goods from the same supplier. All shipment from supplier's warehouse to retailers are direct. Both of transportation costs and linear inventory holding costs are supported by the retailers.
A group of retailers  would like to form and alliance and replenish their inventory jointly to save on delivery costs. Now, the questions are:
1. Which are the alliances that are more likely to be formed?
2. How should the retailers fairly apportion their achieved savings?
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Dear Anna,
Achieving consistent and acceptable cost structures to satisfy all retailers is a great problem to the alliance. More so, satisfying all demands without backlogging poses a great challenge; especially for items with demand uncertainty.
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Management Styles have been altered in many organisations for the betterment and growth of organisation. Since the inception of technology how does it affects technical teams and managers. Do managers require additional skills or does the technical aspect calls for applying any specific style?
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Shakir: Yes, I agree, in recent years, management styles have been altered by many organisations for their betterment and growth. There are many new technologies and strategies, which when employed affects our technical teams and managers. I believe, managers do require additional skills or equivalent knowledge for applying such newer styles.
You may find your answer to:
" What type of management style is appropriate for technical teams?"  in the following article: 
Take a look. Thanks.
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PS.:
*New Service Development is a research area that is developed, in the most of the cases, in the Operations Management community.
*Service Design is is a research area that is developed, in the most of the cases, in the Design community.
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I think the objectives are the same - to create new or improved services - but the tools and approaches are likely to be from different areas. As you suggest in the question, service design mostly comes from the design community and may employ methods used in interaction design or user centred design for example. Service Development tends to come from marketing, operations or other management disciplines, so uses the tools of those communities, such as service blueprinting. This might be an oversimplification, but I would suggest service design might be more about designing the service around the user, whereas service development focuses on the service and its customers.
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some software names 
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You can try lekin, a very simple but flexible tool
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when using malmquist.components routine in the FEAR package (R program).
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I am not familiar with the FEAR package, but in response to your question there is  a very general and short answer. Simply use square matrices, with each column and each row in turn having a specific order, pertaining to the same (role-playing) entity.
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I am mainly concerned with indicators that cannot be measured, like gas emissions, waste etc. What should we do when companies do not measure their environmental performance, or when there is no infrastructure for measuring environmental and social indicators? I studied many reports like GRI, SPI, Dow Jones, etc. and many companies report their sustainability, but I do not understand how they measure all of these indicators? What should I do to measure sustainability performance of a non-mature supply chain in which there is insufficient data. If you have any ideas or literature, please share.
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Dear Mr. Hashemi,
Hi
I did two studies that are very relevant to your question and also support Krishnendu's comment on Fuzzy MCDM models. Hope it helps
Best,
Amir
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Experts in Container Terminal  operations management experts
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Hi Asela,
The attached article may provide some general links to your topic.
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I have got the following dilemma. When I used traditional PLS I got AVE (average variance explained) of 0.62 for a construct, but when I used consistent PLS I get 0.46 for the same construct.
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if you have nonlinear relationship or quadratic relations is better to use warp pls, other wise try to use smart pls. its important to know what type of correlation you have.
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We know that CPM uses activity oriented network (since nodes represent activities) and PERT uses event oriented network (since nodes represent events). So is it mandatory to use activity on node (AON) for CPM problems and activity on arrow (AOA) for PERT problems?
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Hi,  CPM is much better than PERT that uses virtual tasks that are not natural att all. CPM is easier to understand and to implement in any situations. However the two methods bring the same result. Best regards. Joel Colloc
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  • What are the operation management techniques which are common and different in startups of different domian ?
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hello Gautam, To add up i think in a start up managing the new raw management setup also becomes an added task until we bring it to a standard calm zone.
Ethics and jugaad both should be used to establish your management.
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What type of operation management shall be considered in pharmaceutical industry?
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Inventory Management and Production Scheduling
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I am researching example of companies which have already integrating IoT within their after sales and support department in order to study impact on:
- Strategy: how does the corporate, business and operational strategies have evolved?
- Finance: is IoT the right thing to do in term of investment? Is the ROI profitable over time?
- Human: Is IoT integration beneficial for the team on the short, medium and long term?
 Thank you
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Mr Mathe ,
There are numerous companies working on Internet of Things (IoT), and their names run the gamut of the whole alphabet from A to Z. They all do so because IoT is going to be a huge area of business … in due course, I hasten to add.
IoT devices and equipment start with sensors initiating some activity, acquiring data, collecting and assembling them, and then transmitting such data to receiving devices/systems for further processing, and even decision-making of sorts. [You can be sure that each of the actions I have listed in the previous sentence, involve numerous firms.]
It is possible for you, today, to theoretically initiate some action at some place you choose, from wherever you are. Therein lies the problem… how are you going to prevent a hacker from invading your private space and wreaking havoc? Large firms may perhaps be able to perhaps take some preventive measures, though that has been shown to not work always, as when hackers have been able to get access to personal information from the United States Department of Defence. Privacy, safety and security are vital if IoT is to make rapid progress. Development (R&D) work has probably taken priority above marketing – you cannot sell something that is not working as well as it should. An you have to address concerns about privacy, safety, security and of course reliability. Of course, development work is based on some strategic thinking
There are so many companies which are publicly known to be working on IoT that I shall name only a few: ARM, Bosch, Cisco, Eriksson, General Electric, IBM, Intel, NXP, Qualcomm, Samsung, Texas Instrument, Zymbit. Services companies like Amazon, Google and Microsoft are also working on IoT. Many Japanese, companies are also working on IoT.
Wearables are candidates for IoT, to give one example.
I have not answered your question, but I hope the information above may be a useful starting point. That said, if you think about what I say, you can see the beginnings of some answers to your question, albeit,  they being far from complete.
Best wishes. I hope you can let me know how you are making progress.