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Ting Qu - One of the best experts on this subject based on the ideXlab platform.
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simple Subcontracting rules for make to order shops with limited subcontractor capacity an assessment by simulation
Production Planning & Control, 2015Co-Authors: Matthias Thurer, Mark Stevenson, Ting QuAbstract:Companies that produce a high variety of customised products often suffer from large fluctuations in demand. Subcontracting can be an important means of overcoming resulting capacity shortages during high demand periods. A set of effective Subcontracting rules, for determining which jobs to subcontract and which to produce internally, has recently been presented in the literature for this type of company. But evaluations of these rules have assumed subcontractor capacity is infinite. This study examines the impact of limited subcontractor capacity on the performance of the three best-performing Subcontracting rules for make-to-order companies using a simulation model of an assembly job shop. Limiting subcontractor capacity inhibits the ability of a Subcontracting rule to protect the internal shop from surges in demand, which negatively affects performance. However, significant performance differences between the rules evaluated are maintained, which underlines the importance of choosing the right subcontr...
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the design of simple Subcontracting rules for make to order shops an assessment by simulation
European Journal of Operational Research, 2014Co-Authors: Matthias Thurer, Mark Stevenson, Ting Qu, Moacir Godinho FilhoAbstract:Subcontracting can be an important means of overcoming capacity shortages and of workload balancing, especially in make-to-order companies characterized by high variety, high demand variation and a job shop configuration. But there is a lack of simple, yet powerful Subcontracting rules suitable for such contexts. The few existing rules were developed for single work center shops and neglect the actual Subcontracting lead time, meaning some subcontracted jobs are destined to become tardy. This study uses Workload Control theory on matching required and available capacity over time to propose four new rules that address these shortcomings. The new rules are compared against four existing rules using an assembly job shop simulation model where the final, assembled product consists of several sub-assemblies that either flow through an internal job shop or are subcontracted. The best new rules stabilize the direct load queuing in front of a work center and significantly improve performance compared to the existing rules. For example, when the workload exceeds capacity by 10%, a 50% reduction in percentage tardy can be achieved. By examining how the workload behaves over time, we reveal that improvements come from selectively Subcontracting the sub-assemblies that would otherwise cause overloads, thereby cutting off peaks in the workload.
Matthias Thurer - One of the best experts on this subject based on the ideXlab platform.
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simple Subcontracting rules for make to order shops with limited subcontractor capacity an assessment by simulation
Production Planning & Control, 2015Co-Authors: Matthias Thurer, Mark Stevenson, Ting QuAbstract:Companies that produce a high variety of customised products often suffer from large fluctuations in demand. Subcontracting can be an important means of overcoming resulting capacity shortages during high demand periods. A set of effective Subcontracting rules, for determining which jobs to subcontract and which to produce internally, has recently been presented in the literature for this type of company. But evaluations of these rules have assumed subcontractor capacity is infinite. This study examines the impact of limited subcontractor capacity on the performance of the three best-performing Subcontracting rules for make-to-order companies using a simulation model of an assembly job shop. Limiting subcontractor capacity inhibits the ability of a Subcontracting rule to protect the internal shop from surges in demand, which negatively affects performance. However, significant performance differences between the rules evaluated are maintained, which underlines the importance of choosing the right subcontr...
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the design of simple Subcontracting rules for make to order shops an assessment by simulation
European Journal of Operational Research, 2014Co-Authors: Matthias Thurer, Mark Stevenson, Ting Qu, Moacir Godinho FilhoAbstract:Subcontracting can be an important means of overcoming capacity shortages and of workload balancing, especially in make-to-order companies characterized by high variety, high demand variation and a job shop configuration. But there is a lack of simple, yet powerful Subcontracting rules suitable for such contexts. The few existing rules were developed for single work center shops and neglect the actual Subcontracting lead time, meaning some subcontracted jobs are destined to become tardy. This study uses Workload Control theory on matching required and available capacity over time to propose four new rules that address these shortcomings. The new rules are compared against four existing rules using an assembly job shop simulation model where the final, assembled product consists of several sub-assemblies that either flow through an internal job shop or are subcontracted. The best new rules stabilize the direct load queuing in front of a work center and significantly improve performance compared to the existing rules. For example, when the workload exceeds capacity by 10%, a 50% reduction in percentage tardy can be achieved. By examining how the workload behaves over time, we reveal that improvements come from selectively Subcontracting the sub-assemblies that would otherwise cause overloads, thereby cutting off peaks in the workload.
Mark Stevenson - One of the best experts on this subject based on the ideXlab platform.
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simple Subcontracting rules for make to order shops with limited subcontractor capacity an assessment by simulation
Production Planning & Control, 2015Co-Authors: Matthias Thurer, Mark Stevenson, Ting QuAbstract:Companies that produce a high variety of customised products often suffer from large fluctuations in demand. Subcontracting can be an important means of overcoming resulting capacity shortages during high demand periods. A set of effective Subcontracting rules, for determining which jobs to subcontract and which to produce internally, has recently been presented in the literature for this type of company. But evaluations of these rules have assumed subcontractor capacity is infinite. This study examines the impact of limited subcontractor capacity on the performance of the three best-performing Subcontracting rules for make-to-order companies using a simulation model of an assembly job shop. Limiting subcontractor capacity inhibits the ability of a Subcontracting rule to protect the internal shop from surges in demand, which negatively affects performance. However, significant performance differences between the rules evaluated are maintained, which underlines the importance of choosing the right subcontr...
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the design of simple Subcontracting rules for make to order shops an assessment by simulation
European Journal of Operational Research, 2014Co-Authors: Matthias Thurer, Mark Stevenson, Ting Qu, Moacir Godinho FilhoAbstract:Subcontracting can be an important means of overcoming capacity shortages and of workload balancing, especially in make-to-order companies characterized by high variety, high demand variation and a job shop configuration. But there is a lack of simple, yet powerful Subcontracting rules suitable for such contexts. The few existing rules were developed for single work center shops and neglect the actual Subcontracting lead time, meaning some subcontracted jobs are destined to become tardy. This study uses Workload Control theory on matching required and available capacity over time to propose four new rules that address these shortcomings. The new rules are compared against four existing rules using an assembly job shop simulation model where the final, assembled product consists of several sub-assemblies that either flow through an internal job shop or are subcontracted. The best new rules stabilize the direct load queuing in front of a work center and significantly improve performance compared to the existing rules. For example, when the workload exceeds capacity by 10%, a 50% reduction in percentage tardy can be achieved. By examining how the workload behaves over time, we reveal that improvements come from selectively Subcontracting the sub-assemblies that would otherwise cause overloads, thereby cutting off peaks in the workload.
Moacir Godinho Filho - One of the best experts on this subject based on the ideXlab platform.
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the design of simple Subcontracting rules for make to order shops an assessment by simulation
European Journal of Operational Research, 2014Co-Authors: Matthias Thurer, Mark Stevenson, Ting Qu, Moacir Godinho FilhoAbstract:Subcontracting can be an important means of overcoming capacity shortages and of workload balancing, especially in make-to-order companies characterized by high variety, high demand variation and a job shop configuration. But there is a lack of simple, yet powerful Subcontracting rules suitable for such contexts. The few existing rules were developed for single work center shops and neglect the actual Subcontracting lead time, meaning some subcontracted jobs are destined to become tardy. This study uses Workload Control theory on matching required and available capacity over time to propose four new rules that address these shortcomings. The new rules are compared against four existing rules using an assembly job shop simulation model where the final, assembled product consists of several sub-assemblies that either flow through an internal job shop or are subcontracted. The best new rules stabilize the direct load queuing in front of a work center and significantly improve performance compared to the existing rules. For example, when the workload exceeds capacity by 10%, a 50% reduction in percentage tardy can be achieved. By examining how the workload behaves over time, we reveal that improvements come from selectively Subcontracting the sub-assemblies that would otherwise cause overloads, thereby cutting off peaks in the workload.
Silvia Ponce - One of the best experts on this subject based on the ideXlab platform.
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issues on partnering evidences from Subcontracting in aeronautics
Technovation, 2001Co-Authors: Fernand Amesse, Liliana Dragoste, Jean Nollet, Silvia PonceAbstract:Abstract This article presents the findings of exploratory research on technology transfer and Subcontracting in aeronautics. The purpose of this research is to explore the impact that the type of Subcontracting agreement (otherwise partnering characteristics) could have on the level of technology transfer occurring between a main contractor and its subcontractors. The scope and the nature of technology flows taking place through equipment acquisition or know-how and the complexities arising from the way the Subcontracting relationships are managed are considered. The aeronautical industry was selected because it is technology-intensive and presents technology transfers. In our sample we observe that: (1) the main contractor and its subcontractors do not necessarily develop the same perceptions of their Subcontracting agreements; (2) the technology transfer flows are mainly unidirectional, going from the main contractor to its subcontractors; and (3) partnering seems to be an idealized condition rather than a reality. The managerial implications of our findings are discussed.
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Issues on partnering: Evidences from Subcontracting in aeronautics
Technovation, 2001Co-Authors: Fernand Amesse, Liliana Dragoste, Jean Nollet, Silvia PonceAbstract:This article presents the findings of exploratory research on technology transfer and Subcontracting in aeronautics. The purpose of this research is to explore the impact that the type of Subcontracting agreement (otherwise partnering characteristics) could have on the level of technology transfer occurring between a main contractor and its subcontractors. The scope and the nature of technology flows taking place through equipment acquisition or know-how and the complexities arising from the way the Subcontracting relationships are managed are considered. The aeronautical industry was selected because it is technology-intensive and presents technology transfers. In our sample we observe that: (1) the main contractor and its subcontractors do not necessarily develop the same perceptions of their Subcontracting agreements; (2) the technology transfer flows are mainly unidirectional, going from the main contractor to its subcontractors; and (3) partnering seems to be an idealized condition rather than a reality. The managerial implications of our findings are discussed. © 2001 Elsevier Science Ltd.
