Search

Marketing executives and mathematicians have joined forces in a search for improved decision models to handle such problems as new-product development, media selection, retail inventory control, and size of sales force. The author of this article explains and illustrates those operations research models which hold the greatest promise in the marketing area. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to explore the prospects for research in marketing. In conducting this exploration, it will be useful at the outset to appraise the current state of research in marketing and to make some distinctions among kinds of research activities. Special consideration will be given to what appear to be significant differences between the nature and strategy of fundamental research and the nature and strategy of applied research. The role and the future potentials of each category will be discussed. Finally, an attempt will be made to indicate some opportunities for fundamental research that appear to be of critical importance to the professional development of marketing and to a continually rising trend line of economic performance. The term "research in marketing" is used in this discussion as a deliberate choice. The more familiar phrase "marketing research" as a result of the way it has been used has come to imply concentration of interest on market measurement problems, and this is clearly the area that has commanded the attention of most practitioners and students of marketing. But the scope of this paper is considerably broader, extending to all phases of marketing considered as the essential complement to production. [ABSTRACT FROM AUTHOR]

Machinability equations have been developed for prediction of tool life when machining XC 45 steel with P 10 and P 30 carbide inserts. A marked difference in cutability was observed between separate batches of P 10 inserts. A new criterion of tool life is suggested.
Equations are developed relating cutting forces to cutting conditions and to tool wear measurements. It is suggested that the percentage increase of the feed force may be suitable as a monitor of tool performance. The effect of cratering upon feed force is discussed and it is concluded that cratering should not necessarily affect feed force.
A slight positive correlation between cutting force and cutting speed has been observed for the radial and feed forces but not for the vertical cutting force. [ABSTRACT FROM AUTHOR]

The article reports on a centralized production planning system (CPPS) for multiplant manufacturing companies. CPPS assigns specific responsibilities to the sales, distribution, material, and production departments and provides two functional buffers in the information flow--organizational and physical. The production buffers of cycle stock, working stock, and anticipation stock are explained. An example is the study by Matson Research Corporation which focused on making a four-division, consumer-products organization more efficient. Characteristics of unplanned multiplant systems that result in lost capacity and high unit cost are mentioned, as well as three trends in restructuring operations, four elements in a planning system, and the key production requirements report.

This study determines whether selected personality and situational variables were predictive of the rationality of subjects' responses to changes introduced into an organization. The changes involved somewhat novel approaches to production management and employee compensation. A conceptual framework suggested by Barnes (1967) was used to construct a measure of the rationality of subjects' responses to the changes. The study was guided by a systemic conceptual framework which posited that organization outcomes are multidetermined and that variables do not necessarily interact in a unidirectional manner. The findings indicated that subjects' affective styles rather than situational factors determined the relative rationality of their responses to change. [ABSTRACT FROM AUTHOR]

The article reports on a historical finding relevant to the field of industrial organization. The author provides information regarding the discovery of a Chinese rice bowl in an ancient imperial tomb. It is suggested that the Imperial Rice Bowl, which was manufactured in a government workshop, provides a glimpse into early manufacturing processes and production methods. Management controls used by the manufactures of the bowl to ensure product quality are also discussed. The craftsmen who manufactured the bowl are also mentioned.

The article presents information on the wholesale footwear industry in the United States. The author reports on the history of the shoe industry in the United States and the term "shoe finder." Statistical information related to the size and revenue generated in the shoe industry is presented. A discussion is presented about changing methods in the shoe business, from travelling salesmen and repair personnel to large chain stores and manufacturing plants. The author provides an overview of the goals of the Shoe Service Institute.

Incorporation of marketing strategy in production planning can reduce overall costs and significantly increase profits. In this paper a solution procedure similar to the traditional Holt, Modigliani, Muth, and Simon production smoothing model is used to find a combined marketing and production plan in which advertising promotion is utilised to avoid peak-load production costs by shifting seasonal demand for a product. The solution procedure is applicable to a wide variety of market characterizations, and the technique may also be readily adapted to analyse impacts of various aspects of market behavior on the optimal production schedule. [ABSTRACT FROM AUTHOR]

In every manufacturing company there is a continual struggle between the Sales Department, which requires the quickest possible delivery of goods to satisfy customers' orders, and the Production Department, which requires a settled programme of large ‘lots’ on which to base its labour and material requirements to obtain the greatest economy of manufacture. In this article Mr. Hunt, who recently left the Institute's staff to take up a position as Planning Manager, describes the methods he has adopted to obtain the fairest possible compromise between these two conflicting sets of requirements, and some psychological consequences of his adoption of those methods. [ABSTRACT FROM AUTHOR]

In an article entitled The Machine and the Worker: an Experiment, Mr. J. A. Fraser describes how alterations in machine design and in methods of working made possible a 25 per cent. increase in the output of a toffee-wrapping machine, without apparent additional effort on the part of the worker. [ABSTRACT FROM AUTHOR]

We consider the problem of production planning for a seasonal good which is produced in a multistage manner (e.g., when one or more components must be produced or purchased with a lead time that is long compared to the sales season). During the selling season, lost sales occur if demand cannot be satisfied; at the end of the season, leftover inventory incurs the usual overage cost. As the season progresses, the forecast of total demand is revised in light of current sales. The problem is to determine production quantities of the various components and assemblies at each period to minimize expected costs of underage and overage. If delivery is not required until the end of the selling (or "order-taking") season, then a dynamic programming formulation can produce the optimal decision rule. However, for the case in which delivery is required during the season, the associated dynamic programming formulation is computationally infeasible. The paper explores four heuristics for the latter problem and compares their cost performance in a numerical example. The most sophisticated heuristic produces expected profits which range from 3.2% to 5.5% of an upper bound on expected profit. [ABSTRACT FROM AUTHOR]

A job shop was simulated in order to determine the effect of different job priority rules involving setup times on shop performance. The seven priority rules tested were chosen on the basis that they could be implemented by job shop foremen. Assumptions in the simulation model were based on experience with an electronics company and published literature. The study indicates that, for a fully loaded shop, giving priority to be the job with the shortest actual setup time, regardless of its run time, gives the best overall performance result. [ABSTRACT FROM AUTHOR]

Most manufacturing processes produce some defective items. To compensate for this, the total quantity produced in attempting to satisfy an order is larger than the order size. The excess is called a reject allowance. In this paper it is shown how the Markovian decision framework can be used to determine the amount to produce when production is, or can be, divided so that the products can be inspected before the production run is ended. [ABSTRACT FROM AUTHOR]

It is the thesis of this paper that the production process has an operating logic whose kernel is found in an organizational plan and program. In this sense there exist only two types of organization, classically identified as the straight-line type and the job-shop type. Considered in usual analytical terms, no industrial plant is completely of one type or of the other. However, the two types are sharply distinguishable -- indeed they are opposites -- in terms, particularly, of their programs, which refer to organic, rather than analytical, parameters. This oppositeness of the two types of production process leads to distinct sets of operating characteristics. Thus, for instance, in the straight-line case the property of functional independence among elementary operations leads to a production sequencing order which is essentially fixed, with linkages based on work pace rather than work content. Conversely in the job-order case, there are functional interrelationships among organic work phases, leading to a variable production sequencing order based on work content rather than work pace. Within this framework the paper traces in each case the logical connections between the particular aspects of the production process, such as in production plans, loadings and schedules, and also in production flow characteristics. The consequences of this with regard to the nature and application of control techniques are also shown, as are the reflections on manpower distribution and wage-payment plans. [ABSTRACT FROM AUTHOR]

The common loop overhead conveyor linking two manufacturing process areas is studied as a mechanism for transforming the output flow of one area into the input flow of the other. The variables relevant to a smooth transformation of flows and their inter-relationships are explored. Findings are formulated into three principles. On the conveyor operation problem, distinguished from the design problem, two methods of simulation are developed and practical suggestions advanced for use in feasibility and optimality considerations. A fundamental observation is that a conveyor is part of a dynamic system, hence information on the connected areas is essential to its smooth operation. [ABSTRACT FROM AUTHOR]

The East African industrial labour force still largely revolves between town and country. Despite recommendations in favour of urban stabilization, this has its advantages. Industrial employment opportunities are expanding less rapidly than the demand for them, especially since production techniques are tending towards greater capital-intensivity. Parallels with early industrialization in England and the United States are largely irrelevant: factors other than urban stabilization of industrial labour appear to be more important for the development of East Africa today. [ABSTRACT FROM AUTHOR]

Synthetic properties can be controlled to yield products with specific features, and in wider varieties. Innovations have spread to many countries with similar structures of production and consumer demand. Diffusion may be described by the behavior of the synthetic share of total rubber consumption over time. The patterns of diffusion resulting summarize interactions between suppliers and users. The author remarks that there may be differences in the specific parameters of diffusion, the general patterns appear similar among countries. The shares first grew slowly, the bulk of each potential market would not innovate until a few firms had tested the new input. In this article the author attempts to quantify the observed patterns of diffusion for each country, and to explain the international differences in the patterns of diffusion. The length of time between an initial innovation and imitation in another country defines an innovation lag. The industry's decision to substitute synthetic for natural product inputs reflects the potential profitability of the changeover.

The volume effect of inter-temporal production functions and progress functions suggests some interesting implications with respect to the pricing and production of "new goods." It has been observed that the prices of new goods (such as television sets, dishwashers and sports cars) fall as larger fractions of the population purchase these goods. If productive processes are characterised by inter-temporal production or progress functions lower prices at later delivery dates may result from theorem I or the volume effect. I am of the opinion that T. P. Wright envisaged in 1936 an economy in which a four-seater family aeroplane would be as common as the automobile.[1] In closing, it should be pointed out that progress functions and intertemporal production functions tend to be specific to the firm as well as to product line within firms. Firms that enter an industry at later calendar dates are obliged to produce initial output flows with contemporaneous input flows. Time is required to implement the desired inter-temporal factor substitutions. Similarly, established firms which introduce new products must begin anew to organise efficient roundabout methods of production. Because of this specificity, it is dangerous to argue by analogy that a productive process applicable to a firm is equally applicable to the economy as a whole. Theil [18] and others have shown that aggregative behavioural relationships may deviate significantly from individual behavioural functions. [ABSTRACT FROM AUTHOR]

The model described in this note is typically applicable to the batch-processing industry, where a batch of a product is packaged into more than one container types immediately after its manufacture. When a product is packaged in this way, the items (each represents a particular type or size of container) are said to be jointly replenished. A problem involving five jointly replenishable items has been solved to illustrate the recommended approach. [ABSTRACT FROM AUTHOR]

This article presents a list of books related to operations research. Some of the books enlisted are--"Progress in Operations Research, Volume III: Relationship Between Operations Research and the Computer," by Julius S. Aronofsky; "Technological Forecasting and Long-Range Planning," by Robert U. Ayres; "Technology: Processes of Assessment and Choice," by Harvey Brooks; "Modern Production Management," 3rd. ed., by Elwood S. Buffa; "Systems Analysis Techniques," by Ralph Deutsch; "An Introduction to Mathematical Probability," by Martin Eisen; and "Operations Management: Selected Read," by Gene K. Groff and John F. Muth.

This article discusses joint optimization of long-range planning and short-range programming. This paper used the system of production planning and control as a means to stabilizing the inventory level of a ceramics firm that manufactures refractory heat-resistant products. The system of short-range production programming of the firm was very simple. Every Thursday the two foremen in charge of the presses and ovens met with the man in charge of long-range planning to determine the production program for the following week. Some considerations like priority assignment to certain orders, necessity of remolding and rebaking any defective products in order to complete the orders scheduled for shipment the previous week, availability of raw materials and molds, possibility of breakdowns during the week, with special emphasis on the presses, avoidance of too frequent changes of molds, accumulation of lots of articles to fit the capacity of the presses and avoidance of excessive temperature changes in the ovens, were taken into account.

Concrete mixed, transported, and placed under conditions of high temperature, low humidity, or wind, requires an understanding of the effects such environmental factors have on concrete properties and construction operations. When these factors are understood, measures can be taken to eliminate or minimize undesirable effects. This recommended practice defines hot weather, lists possible unfavorable effects and recommends practices intended to minimize them. Among these recommendations are such important measures as precooling ingredients, limitations of concrete temperature as placed, length of haul, facilities for handling concrete at the site, and special placing and curing techniques. A selected bibliography is appended. [ABSTRACT FROM AUTHOR]

This guide summarizes the present state of the technology. It presents and interprets the data on lightweight aggregate concretes from many laboratory and field sources. These include the comprehensive studies at the University of Illinois in 1931, the parallel investigations by the U.S. Bureau of Reclamation and the National Bureau of Standards in 1949, numerous recent laboratory studies, accumulated experience resulting from greatly increased and successful use, and performance of structural lightweight aggregate concrete in service. The guide is intended for the architect, engineer, contractor, concrete producer, and student. It includes a definition of lightweight aggregate concrete for structural purposes; it discusses in condensed fashion the production methods and inherent properties of lightweight aggregates for structural concrete. This is followed by current practices on proportioning, mixing, transporting, placing; properties of hardened concrete; and finally, the design of structural concrete, with special reference to the 1963 ACI Building Code. [ABSTRACT FROM AUTHOR]

The increasing volume of yield-testing of greasy wool indicates the need for equipment that has a greater rate of handling samples and is more automatic than that employed in methods in current use. New washer equipment has been developed in which samples are washed by being dispersed and circulated around a long pipe by a special pump; the arrangement ensures thorough treatment of the whole sample and facilitates complete collection after washing. Released dirt is removed continuously from the system during washing. After being washed, the sample is discharged directly into a can, dewatered by suction, and dried in the same can by forced convection of hot air. Experimental prototypes have been built and have been extensively tested in a commercial testing laboratory. When the washer is used in a conventional yield-testing arrangement with one operator, samples can be handled at a rate of 20 samples/hr, and the total time required to process a sample to obtain a washing-yield value is about 25 min. It is intended that the rate of testing will be 30 samples/hr when the equipment is used as a section of a Wool-base Analyser. [ABSTRACT FROM AUTHOR]

This article focuses on the workability and usefulness of econometric models in economics. In any growing society, growth comes through change and causes change. There will necessarily be a constant change in the type of goods wanted and the methods of production used. The process of growth involves a constant revision and redirection of the product mix. The aggregative technique finds it hard even to remember this, the essential, growth problem. Worse yet, the "constant revolutionizing of the means of production" causes men to change their ideology and institutions, and these changes reflect back upon the performance of the aggregates. Reality consists both of objective economic forces and of cultural alteration. Since the modern technique finds these partial, discontinuous, and cultural changes very difficult to handle, there is a tendency either to throw out the econometrics or to throw out reality. What is to be done then? Econometric models are useful as long as it remembers the rest of the total pattern. What should be asked first is: Does the model bring out anything new? meaning, does it tell us of some really new principle at work? Second, does it point out some new field for practical research? Has some real aspect of the problem been overlooked? Finally, are the models and results any good for prediction? Do they help in forecasting?

The article discusses the relationship between institutions and economic development. It states that the programming of economic development has been largely based on theories and assumptions, which place primary stress on technological change and capital formation. Related to these approaches have been practices of surveying existing methods of production in terms of yields and productivity and the existing size and pattern of investment through an analysis of national income and expenditure accounts. Surveys provide a logical basis for program formulation, that is, for appraising the possibility of raising output by introducing new methods of production and estimating the extent and kinds of new capital formation required and increases in domestic savings or foreign capital needed to meet these capital requirements. While, however, inadequacies of existing technology and investment invariably characterize underdeveloped economies, these characteristics are perhaps correlative rather than causal. The inadequacy of technology and capital formation may be due less to a shortage of information about techniques or of potential savings, than to shortages of the "right" kinds of institutions, "right" implying those kinds of institutions which permit or stimulate, rather than impede, the adoption of new techniques and the formation of productive capital.

Productivity is a ratio without an upper limit. It is closely related in concept with the idea of a changing technology and its connotations are dynamic. If productivity is doubled, there is no inherent reason why it cannot be doubled again and yet again and no comparison with perfection or any standard of excellence is implied. One firm, for example, may be highly efficient in the sense that it operates smoothly and without waste of resources in the context of the technology it employs but at the same time it may be unprogressive, only marginally profitable and with dim prospects for the future unless changes are made. Another firm may be inefficient in obvious ways, but progressive, productive and profitable. Comparable distinctions are important at the national level, and it is not efficiency in any ordinary sense that will be most relevant to international productivity comparisons. Great Britain tends to be somewhat more restrained and hence exerts less pressure toward improvements in production techniques

The article discusses the consequence of resource allocations in agriculture to farm product prices in the U.S. In this context the efficiency of existing markets of farm products as production guides is discussed. Amount of price uncertainty imposed upon farmers in making production plans and conditions determining the price effects of stocks are also discussed. The article throws light on another side to the state of opinion on farm prices. Fortunately, the question has not been closed. On the contrary, it is quite unsettled. The realization is widespread that the existing agricultural price policy is far from satisfactory. But a mere return to markets in their present stage of development would not give satisfactory results. Both public measures and private marketing institutions have serious shortcomings. On the other hand, the claims commonly made for the existing (private) markets for farm products substantially overestimate their efficiency as institutions for guiding agricultural production. These markets, including those with highly organized spot and future prices, for the most part have not been developed to bring about an optimum allocation of resources in agriculture.

This article presents information about the corporation school related to education in industry. The distinguishing characteristics of the corporation school is that the corporation must be responsible for the activities which are carried on. Classes maintained in connection with the university extension, night schools, and some day schools engage in similar types of educational work. But it is with schools and classes maintained by industrial corporations for their employees, apart from any outside control, that this paper is directly concerned. To find the purpose back of these schools we must consider the rapidly growing chasm between the educational organization and an industrial system constantly becoming more complex. Because of the rapid changes in machine production and the consequent specialization in manufacturing processes the industrial system has undergone increasingly rapid changes. Most of the work is a specialized preparation for a particular job but there is some overlapping with the public school.