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Manufacturing Strategy and Performance
Strategy and Performance Networks
Performance Measures Catalogue
Regional Manufacturing Study
Assessing the Impact of Product Introduction on Manufacturing Systems
Manufacturing Control for Small to Medium Sized Companies
Vertical Integration/Make-or-Buy
New Product Introduction
International Manufacturing
Research Methodology Workshop
Management of Technology
Design of Vision-assisted Robots
Optimum Fibre Orientation in Composites
Gem Stone Cutting
Ownership and Leadership in Manufacturing
Responsiveness in Manufacturing Systems
References
Dr K.W. Platts
Prof. M.J. Gregory
Dr A.D. Neely
The EPSRC funded project on Manufacturing Strategy and Performance Measurement has resulted in the publication of 2 workbooks(K16,K19) to assist companies in the design of manufacturing strategies and appropriate performance measurement systems. These have been enthusiastically received. The grant was reviewed at the end of its 1st period of 4 years and received the highest rating in all categories, being praised both for its academic rigour and industrial relevance. The work is continuing by incorporating the ideas of competence and investigating the performance management aspects of measurement(K2,K4,K5,K17,K18,K19,K20,K23,K25,K31,K32) .
Dr K.W. Platts
Mr J.F. Mills
Mr M.C.S. Bourne
This research is funded by 6 EPSRC visiting fellowships. The visiting fellows have been investigating the application of the Manufacturing Strategy and Performance Measurement methodologies in a series of companies around the country. A comprehensive case research methodology has been developed to ensure consistency among applications. The work is progressing and is scheduled to produce casebooks and recommendations for process facilitators during the next academic year.
Dr A.D. Neely
The aim of this project is to produce a catalogue of best practice performance measures which highlights problems such as these and explains how organisations have overcome them. The catalogue will be designed so that it can be used as a reference guide by people seeking information on how they might measure specific dimensions of performance.
Dr A.D. Neely
Dr J.P. Allen
This study compares the performance of manufacturing firms in the East of England with those in Baden Württemberg. Preliminary findings suggest that the most successful firms in the mechanical and electrical sectors in the East of England have in-house design capabilities, are suppliers to demanding customers and tend to compete on the basis of a high-tech products or processes.
Mr G.D.M. Frizelle
Prof. M.J. Gregory
The research builds on the earlier work on measuring the complexity of manufacturing systems. It is designed to assess the impact of product introduction on the operational effectiveness of companies(K1,K12,K13).
Mr G.D.M. Frizelle
Prof. M.J. Gregory
This project concluded with the computer implementation of novel approaches to manufacturing control system selection. The approaches are being applied and demonstrated in Small and Medium Sized companies, through DTI Business Links and the Scottish Enterprise activities. Interest has been shown by companies overseas(K3).
Mr D.R. Probert
Mr G.D.M. Frizelle
Prof. M.J. Gregory
Work in vertical integration, developed under the senior industrial fellowship, sponsored by Lucas Industries and the Royal Academy of Engineering, has resulted in a methodology for strategic make-or-buy decision making, which has been applied in many manufacturing companies in the U.K. and overseas. Accumulated experience has resulted in a revision and extension of the documented methodology, and this has been published and is due for release soon. A management guide has been published by the DTI, and dissemination continues via the Engineering Institutions, industry sector groups (e.g. SMMT), and the Cambridge Programme for Industry.
Mr G.S. Gardiner
Prof. M.J. Gregory
The New Product Introduction Audit, funded by the EPSRC, is being formed into a draft workbook to enable SMEs to assess their own NPI activities. It provides tools for investigating process performance and the perceptions of the people involved in the process to indicate areas for improvement(K7,K8).
Phase I of the Design and Development Benchmarking project was conducted in collaboration with members of the Judge Institute, demonstrating the feasibility of a benchmarking process with a trial sample of companies.
The Teaching Company Programme with GPT and the University Computer Laboratories on World Class Software Delivery is showing the merit of the application of manufacturing systems principles in software. Pragmatic benchmarking and Requirements Management systems are being put in place in the company. A novel comprehensive software Make-versus-Buy process(K31) is being developed to assist decision-making at the project level, and a new Performance Measurement System Design process is being tested(K1).
The New Product Introduction Club continues to meet regularly, providing a forum for different managers from the member companies to discuss a variety of common areas of interest(K6).
Prof. M.J. Gregory
Mr A.P. Steel
Mr T.H.W. Minshall
Work on International Manufacturing has developed strongly from a core EPSRC grant in Manufacturing Mobility. An extended industrial community has developed around a regular industrial manufacturing workshop series, and research projects are now addressing issues of international manufacturing configurations, fitness to transfer assessment, location decision factors, and country characteristic evaluation(K9,K10,K32,K33).
Prof. M.J. Gregory
The third national Research Methodology Workshop in Manufacturing and Operations was organised in March 1995. The event attracted 43 delegates from 23 institutions, and followed the established pattern of teaching sessions for new researchers and discussion with senior researchers on new approaches.
Prof. M.J. Gregory
Mr D.R. Probert
Dr J.N. Skilbeck
Work in Management of Technology has developed strongly under a major EPSRC grant. A growing community of industrial companies (in addition to the core collaborators BAe, GEC-Marconi and T & N) has now been established with regular forum meetings, held quarterly. An annual two-day summer school is held each July. A methodology for auditing technology management processes has now been developed and is currently being piloted in collaborating businesses. This audit provides a structured approach to assessing a company's technology management activities by addressing the key processes of identification, selection, acquisition, exploitation and protection(K28,K29,K30).
Dr T.P. Bligh
In molecular biology, one of the most tedious laboratory tasks is manual colony picking. This involves transferring tiny colonies (0.3 mm in diameter) of yeasts, E-coli and phages from agar to small test tubes, in the form of microtitre plates. For example, in the Human Genome programme, a typical library would require 100,000 colony picks. In a joint programme between the Departments of Engineering and Pathology, an instrument consisting of a specially designed robotic arm and a leading-edge vision system has been designed to accomplish this task. Laboratory tests are complete and twelve machines have been delivered by BioRobotics Limited to leading laboratories in the UK, USA, New Zealand, Japan and France. A gridding and a filling robot are now under design and development.
Mr M.J. Platts
Within small three-dimensional components using composite materials, layers of unidirectional fibres cannot match the desired stress trajectories efficiently. A new design approach which yields optimised three-dimensional fibre layouts at a detailed level, and a matching fibre placement method to manufacture the designed shapes, are now being tested on aircraft landing gear components, in collaboration with Messier Dowty Limited(K11,K12).
Dr A. Krishnapillai
Mr M.J. Platts
Following successful demonstration of all the stages necessary to allow the effective automation of rough stone shape analysis and optimised CNC shape cutting, a company, Cambridge Gemonics, has been formed jointly by the National Development Bank of Sri Lanka, and Cambridge University Technical Services, to commercialise the technology. Prototype of a manufacturing system has been successfully demonstrated and is now undergoing industrial trials.
Mr M.J. Platts
Understanding the different views of the nature and purpose of manufacturing industry held in different parts of the world, and during different periods in Britain's history, is an important aspect of manufacturing leadership(K25,K26,K27).
Dr D.C. McFarlane
Work has commenced on new approaches to the control of complex manufacturing to improve responsiveness to external demand. Emerging ideas of `holonic systems' and `autonomous agents' are being assessed in a variety of production environments.
K1. FITZHENRY, P.A. Enhanced software project management techniques by application of metrics and cost estimation techniques. Project Management for Software Engineers Colloquium, IEE, London (December 1995).
K2. FRIZELLE, G.D.M.F. Developing a measure of complexity for manufacturing operations. Operation Research Conference, Warwick (September 1996).
K3. FRIZELLE, G.D.M.F. Measure complexity and target costs. Proceedings, Chaos in Manufacturing Conference, Santa Fe, NM, 188-197 (April 1996).
K4. FRIZELLE, G.D.M. Measuring complexity in manufacturing. Proceedings, 12th National Conference on Manufacturing Research, Bath, 416-420 (September 1996).
K5. FRIZELLE, G.D.M., GREGORY, M.J. CIM 2000: a tool to help SMEs develop operational strategy. Entrepreneurship and Regional Development, 8, 141-158 (1996).
K6. GARDINER, G.S. What's in a name (concurrent engineering or systems engineering?). Manufacturing Engineer, 75, (4), 165-169 (1996).
K7. GARDINER, G.S., RIDGMAN, T.W. Identifying the sources of co-operation problems between high-technology SMEs and their suppliers and customers. 4th International High-Technology Small Firms Conference, Twente, the Netherlands (September 1996).
K8. GARDINER, G.S., RIDGMAN, T.W. The practical contribution of process mapping to the improvement of new product introduction. Proceedings, EIASM 3rd International Product Development Conference, Fontainebleau, France (April 1996).
K9. GRANT, E.B. Adapting manufacturing systems for international transfer. In: Manufacturing Strategy: Operations Strategy in a Global Context: Proceedings, 3rd European Operations Management Association Conference, London; Edited by C.Voss, 261-266 (June 1996).
K10. GREGORY, M.J., STEELE, A.P., SHI, Y., GRANT, E.B. International manufacturing capabilities: a framework to support assessment, development and deployment. In: Manufacturing Strategy: Operations Strategy in a Global Context: Proceedings, 3rd European Operations Management Association Conference, London; Edited by C. Voss, 267-272 (June 1996).
K11. Jones, S.E., Platts, M.J. Using internal fibre geometry to improve the performance of pin-loaded holes in composite materials. Applied Composite Materials, 3, 117-134 (1996).
K12. Makiyama, A.M., Platts, M.J. Topology design for composite components of minimum weight. Applied Composite Materials, 3, 29-41 (1996).
K13. MILLS, J.F. Manufacturing strategies: by accident or design? IEE Colloquium on Manufacturing Strategy, Coventry, IEE digest 1996/088 (April 1996).
K14. MILLS, J.F., GREGORY, M.J., NEELY, A.D., PLATTS, K.W. Strategy development and performance: linking research, practice and education. In Proceedings, 12th International Conference on CAD/CAM Robotics and Factories of the Future, London; Edited by R. Gill, C.S. Syan, x-xvii (August 1996).
K15. Mills, J.F., Neely, A D., Platts, K., Richards, H., Gregory, M.J. The manufacturing strategy process: Incorporating a longitudinal, learning perspective, In: Manufacturing Strategy, Operations Strategy in a Global Context: Proceedings, 3rd European Operations Management Association Conference, London; Edited by C A Voss, 447-452 (June 1996).
K16. Mills, J.F., Platts, K., Neely, A D., Richards, H., Gregory, M.J., Bourne, M. Creating a Winning Business Formula (Findlay Publications, Horton Kirby, 1996).
K17. Neely, A.D. Operations Management - Instructor's Manual (Pitman, 1995).
K18. Neely, A.D., Allen, J., Brewster, P., Grant, E., Lamb, M. Competitiveness of manufacturing companies in the east of England - summary of interview survey. Report for the Government Office for the Eastern Region (1996).
K19. Neely, A.D., Mills, J.F., Gregory, M.J., Richards, H., Platts, K.W., Bourne, M. Getting the Measure of your Business (Findlay Publications, Horton Kirby, 1996)
K20. Neely, A.D., Mills, J.F., Platts, K.W., Richards, H., Gregory, M.J., Bourne, M. Developing and testing a process for performance measurement system design. In: Manufacturing Strategy: Operations Strategy in a Global Context: Proceedings, 3rd European Operations Management Association Conference, London; Edited by C.A. Voss, 471-476 (June 1996).
K21. OLIVER, N., GARDINER, G.S., MILLS, J.F. Design and development benchmarking. In: Manufacturing Strategy: Operations Strategy in a Global Context: Proceedings, 3rd European Operations Management Association Conference, London; Edited by C. Voss, 501-506 (June 1996).
K22. OLIVER, N., GARDINER, G.S., MILLS, J.F. Design and development benchmarking: 18 projects in the electronics industry. Proceedings, EIASM 3rd International Product Development Conference, Fontainebleau, France, 601-616 (April 1996).
K23. Platts, KW., Bourne, M., Mills, J.F., Neely, A.D., Richards, H., Gregory, M.J. Testing manufacturing strategy formulation processes. 9th International Working Seminar on Production Economics, Igls, Austria, 275-284 (February1996).
K24. Platts, K.W., Maslen, R. Introducing vision into the manufacturing strategy process. In: Manufacturing Strategy, Operations Strategy in a Global Context: Proceedings, 3rd International Conference of the European Operations Management Association Conference, London; Edited by C A Voss, 513-518 (June 1996).
K25. Platts, M.J. Emotional dynamics of student projects. Proceedings, 1st National Conference on Personal Development in Engineering Discipline Network, London, 62-68 (November 1995).
K26. Platts, M.J. Multi-criteria proposal assessment methodology. Journal of Multi-Criteria Decision Analysis, 5, (3), 226-231 (1996).
K27. Platts, M.J. Victorian virtues as measures of managerial competence. 13th IFAC World Congress, San Francisco, CA, B, 317-322 (June/July 1996).
K28. PROBERT, D.R. Make or buy: understanding the impact of technology choices. IEE Colloquium on Manufacturing Strategy, Coventry, IEE Digest 1996/088 (April 1996).
K29. PROBERT, D.R. The practical development of a make or buy strategy: the issue of process positioning. Integrated Manufacturing Systems, 7, (2), 44-51 (March 1996).
K30. PROBERT, D.R., SKILBECK, J.N. Developing practical processes for technology management. Managing Techonology for Manufacturing and Process Innovation, Institution of Mechanical Engineers Seminar, London (December 1995).
K31. RUSHTON, P.J. Software make or buy: Technology Transfer and Innovation Conference, London (July 1996).
K32. SALDIVAR-SALI, C.D. Instances of Chinese regulations affecting foreign enterprise manufacturing strategies. In: Manufacturing Strategy: Operations Strategy in a Global Context: Proceedings, 3rd European Operations Management Association Conference, London; Edited by C.Voss, 587-592 (June 1996).
K33. SHI, Y., GREGORY, M.J. International manufacturing configuration map: a practical tool for global manufacturing strategy formulation. In: Manufacturing Strategy: Operations Strategy in a Global Context: Proceedings, 3rd European Operations Management Association Conference, London; Edited by C. Voss, 611-616 (June 1996).