As the business manufacturing market changes, the manufacturing industry must continue to focus on internal evolutionary change. Evolutionary change represents having the business ability to adapt to market change. Adapting with speed comes from having a mindset determined to improve as we go, allowing internal business change as the market demands, and focuses a business’s efforts on becoming the competition. Become the world manufacturing industry’s every nation’s model, and become the manufacturing nation to beat. A suggested area of future research is in (1) job sequencing, (2) developing flexible business processes, and (3) flexible manufacturing sequence loading. These three elements are critical to developing consistent production planning, leading to future advancements of flexible manufacturing systems (Tiwari, 2006). Developing improved job sequencing is important because, in a competitive manufacturing environment shared resources lead to efficiency and reduced manufacturing costs. Developing flexible business processes is important, because every aspect of a manufacturing business contributes to the businesses success or failure. Included in manufacturing, or making parts is the non-manufacturing systems that interact on a daily bases. Finally, the third point is flexible manufacturing sequence loading. This approach connects to the first two points because, in an efficient manufacturing environment shared resources keep the cost of manufacturing low and competitive. Shared resources come in the form of both equipment and people.
With these interconnected variables, (1) job sequencing, (2) developing flexible business processes, and (3) flexible manufacturing sequence loading. All three variables instill a need for future research, because the past internal business connections have been more in the sense of controlling, instead of group or team involvement paradigms, as the means to sharpen the manufacturing businesses competitive edge. How Natalie Waters and Mario Beruvides’ study published in the Engineering Management Journal, best describe this group or team paradigm, regardless what the business is, it has three distinct parts: blue-collar tasks, white-collar tasks, and knowledge or experienced task (Waters, 2009). These three distinct parts mandate the need to establish a future research paradigm that is open to new ideas, to accept that market change drives business change and that without improved understanding of these three parts a business has difficulty with (1) job sequencing, (2) developing flexible business processes, and (3) flexible manufacturing sequence loading. The recommended future manufacturing study described establishes changes in manufacturing system practices, building upon mindsets capable of adapting to new business manufacturing markets, and becoming the competition once again out in world business markets.
Tiwari, M., Saha, J., Mukhopadhyay, S. (2006). Heuristic solution approaches for combined-job sequencing and machine loading problem in flexible manufacturing systems. International Journal of Advanced Manufacturing Technology, 31(7/8), 716-730.
Waters, N., Beruvides, M. (2009). An Empirical Study Analyzing Traditional Work Schemes Versus Work Teams. Engineering Management Journal, 21(4), 36-43.
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Manufacturing Research Practitioner ™ by Pietro
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