The Experts below are selected from a list of 243 Experts worldwide ranked by ideXlab platform
Mark Youndt - One of the best experts on this subject based on the ideXlab platform.
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turnover and knowledge loss an examination of the differential impact of Production Manager and worker turnover in service and manufacturing firms
Journal of Management Studies, 2014Co-Authors: Rory Eckardt, Bruce C Skaggs, Mark YoundtAbstract:This research examines the comparative effects of Production Manager and worker turnover in service and manufacturing settings. We suggest that, due to the centrality of human action in services and the ability of manufacturers to insulate the technical core, service and manufacturing companies are differentially dependent on and impacted by the loss of Production Manager and worker knowledge. The results from a survey of 150 service and manufacturing firms provide partial support for this notion and show that turnover impacts these organizations differently. More specifically, we find that: (1) the negative impact of Production worker turnover on firm performance is greater in service settings than in manufacturing settings; and (2) the negative impact of Production worker turnover on firm performance is greater than the impact of Production Manager turnover in service firms. In addition, our findings show that organizational capital moderates the turnover–performance relationship for Production workers in service firms.
Milan Gregor - One of the best experts on this subject based on the ideXlab platform.
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Total Production control
Production Planning and Control, 1995Co-Authors: Ján Košturiak, Milan GregorAbstract:The new requirements for enterprise flexibility, quality improvement,\ncosts and throughput times reduction cannot be achieved by using\ntraditional approaches. While US and European industry developed the\ngrand CIM, FMS, CAD/CAM and MRP II projects, Japan introduced\njust-in-time and lean Production, not to demonstrate the possibilities\nof the new technology but to expose operational inefficiencies and waste\nin the manufacturing process. The main CIM effort was in the flexibility\nand productivity improvement, but its implementation stressed above all\nthe technical aspects of the factory integration and the most flexible\nProduction factor, people, remained in the background. The new\ntechnology must be implemented into the organizational framework that\nuses and develops the skills, knowledge and creativity of the human\nresources. People in the Production process need a new kind of decision\nsupport in the rapidly changing business environment. A new concept,\ntotal Production control (TPC), that is a reaction to the present\nmanufacturing problems will be presented. TPC integrates many methods\nand tools for Production system analysis and improvement, Production\nsystem design and Production planning and control. This concept\nemphasizes a preventive aspect of the problem solution in the Production\nprocess and supports a Production Manager at the three rime views: past\n(archive and statistical database); present (shopfloor data capture and\nProduction prepress monitoring); and future (simulation and modelling\ntools).
Rory Eckardt - One of the best experts on this subject based on the ideXlab platform.
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turnover and knowledge loss an examination of the differential impact of Production Manager and worker turnover in service and manufacturing firms
Journal of Management Studies, 2014Co-Authors: Rory Eckardt, Bruce C Skaggs, Mark YoundtAbstract:This research examines the comparative effects of Production Manager and worker turnover in service and manufacturing settings. We suggest that, due to the centrality of human action in services and the ability of manufacturers to insulate the technical core, service and manufacturing companies are differentially dependent on and impacted by the loss of Production Manager and worker knowledge. The results from a survey of 150 service and manufacturing firms provide partial support for this notion and show that turnover impacts these organizations differently. More specifically, we find that: (1) the negative impact of Production worker turnover on firm performance is greater in service settings than in manufacturing settings; and (2) the negative impact of Production worker turnover on firm performance is greater than the impact of Production Manager turnover in service firms. In addition, our findings show that organizational capital moderates the turnover–performance relationship for Production workers in service firms.
Makoto Nakano - One of the best experts on this subject based on the ideXlab platform.
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development of educational program for Production Manager leading new perspectives on manufacturing technology
International Journal of Production Economics, 2009Co-Authors: Kazuyoshi Ishii, Takaya Ichimura, Hiroshi Ikeda, Akinori Tsuchiya, Makoto NakanoAbstract:In this paper, we consider the problems associated with the development and management of an educational program for manufacturing Managers in leadership roles who are making contributions towards the creation of customer delight as well as customer satisfaction using manufacturing technology. The basic concept combines an intelligent knowledge-based approach with the kaizen activity program within the framework of value creation and comparative advantage models based on a network referred to as Academia, Business, Consultancy, and Government (ABC-G). This educational program, which reflects the characteristics of manufacturing technologies and practices in the Hokuriku District of Japan, was developed in 2005-2006 and the trial education was developed in 2005 and 2006, and a trial run of this program was conducted in 2006 and 2007 in close collaboration with local manufacturing companies and their employees. The results are informative of the effects of educating manufacturing Managers in Japan and the problems that will have to be overcome for the continuous improvement of the program.
Ján Košturiak - One of the best experts on this subject based on the ideXlab platform.
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Total Production control
Production Planning and Control, 1995Co-Authors: Ján Košturiak, Milan GregorAbstract:The new requirements for enterprise flexibility, quality improvement,\ncosts and throughput times reduction cannot be achieved by using\ntraditional approaches. While US and European industry developed the\ngrand CIM, FMS, CAD/CAM and MRP II projects, Japan introduced\njust-in-time and lean Production, not to demonstrate the possibilities\nof the new technology but to expose operational inefficiencies and waste\nin the manufacturing process. The main CIM effort was in the flexibility\nand productivity improvement, but its implementation stressed above all\nthe technical aspects of the factory integration and the most flexible\nProduction factor, people, remained in the background. The new\ntechnology must be implemented into the organizational framework that\nuses and develops the skills, knowledge and creativity of the human\nresources. People in the Production process need a new kind of decision\nsupport in the rapidly changing business environment. A new concept,\ntotal Production control (TPC), that is a reaction to the present\nmanufacturing problems will be presented. TPC integrates many methods\nand tools for Production system analysis and improvement, Production\nsystem design and Production planning and control. This concept\nemphasizes a preventive aspect of the problem solution in the Production\nprocess and supports a Production Manager at the three rime views: past\n(archive and statistical database); present (shopfloor data capture and\nProduction prepress monitoring); and future (simulation and modelling\ntools).
