ISSN:1045-2699    

DOI:10.1002/hfm.4530040302

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

摘要:

AbstractThe performance effects of technological development and of human resource management development are discussed. Three different paths of development are defined. One is technological upgrading, and the second is development of the human resources of the company and organizational changes. The third is a combined approach aimed at a synchronous development of technology and human resource management. The technological and organizational developments between 1987 and 1992 of 70 Swedish companies are analyzed, as well as the corresponding changes of six performance measures. The results indicate significant correlations between development of human resource management and most of the performance measures, whereas just a few performance increases are correlated with upgraded technology. © 1994 John Wiley&Sons, Inc

ISSN:1045-2699    

DOI:10.1002/hfm.4530040303

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

摘要:

AbstractThis article, which is based on three case studies, operationalizes and tests the widely quoted notion (and assumption) that balancing technological, organizational, and human aspects is important to the success of manufacturing development. As such, this article is also a test of a framework inspired by manufacturing strategy to opertionalize the intuitively sound concept of “balance” applied to manufacturing lead time reduction. The results in all three cases showed considerable improvements in reducing lead times but, as a consequence of the limited variation in success, few conclusions concerning the balance of aspects could be drawn. It is concluded that the analytical framework was useful with respect to describing and analyzing the balance between technological, organizational, and human aspects, in terms of an “amount” relationship. However, the data from the shop floor indicated that reaching a better understanding of the interdisciplinary features of the redesigns would require a more process‐oriented framework covering leading actors, participation, change organization, etc. © 1994 John Wiley

ISSN:1045-2699    

DOI:10.1002/hfm.4530040304

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

摘要:

AbstractSeveral studies have shown that there exists a relationship between work‐related musculoskeletal disorders and repetitive, manual jobs. However, this relationship has not been fully investigated. The aim of this study was to discuss the relationship between repetitive, manual tasks and work‐related disorders in the neck and upper limbs. The study was carried out in a manufacturing company. Five assembly tasks were analyzed with respect to physical activities and stress caused by these activities. The tasks were analyzed by means of the Hand‐Arm‐Movement‐Analysis (HAMA) method. The results show that the tasks resulted in a constrained but varying use of the hands and arms. Four of the tasks resulted in a static working posture for the shoulders and neck. The disorders that the workers suffered from were mainly located in the shoulders and neck, giving support for the relationship between work‐related musculoskeletal disorders and repetitive, manual tasks. The HAMA method proved to be a useful method for task analysis, giving a detailed description and analysis of the use of the upper limbs. © 1994 John Wil

ISSN:1045-2699    

DOI:10.1002/hfm.4530040305

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

摘要:

AbstractThis paper reports on a crucial learning experience relating to design principles applied in the Volvo Car Corporation final assembly plant in Uddevalla, Sweden. These principles include the concept of holistic learning, specifically through the creation and transformation of complementary, interrelated physical, semantical, and cognitive structures. We report on the learning environment and learning aids, as well as the learning method applied to the assembly of one‐quarter of an automobile performed by one single person. Through the application of this learning concept, it proved possible to dramatically reduce the learning time required for long cycle time assembly work, making cycle times of 2 hours or more a practical proposition for full‐scale automotive manufacturing today. © 1994 John Wiley&Sons,

ISSN:1045-2699    

DOI:10.1002/hfm.4530040306

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

摘要:

AbstractAn analytical model of the product development process is derived from macro‐organizational and sociotechnical theory. The nonlinear and nonroutine process of product development is linked with organizational structure through the concept of deliberations. Deliberations contain the value‐adding process of uncertainty and equivocality reduction and can be more or less intrusive upon the environment. The focus of the empirical study has been on the application of the model as well as illustration of how the needs of the process are satisfied by organizational structure. Two development projects, one of which was successful, one of which was not, were compared in a case study of a manufacturer of larger customer‐adapted vehicles. The deliberations in the two projects were distinguishable by their degree of intrusiveness and ability to reduce equivocality. Large performance potentials in man‐hours could be revealed in both projects through the deliberation analysis. The managerial implication of the study is that greater recognition of what constitutes the process, among product development participants, should allow considerably increased performance. © 1994 John Wiley&S

ISSN:1045-2699    

DOI:10.1002/hfm.4530040307

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

摘要:

AbstractThe growing emphasis on timeliness as a competitive weapon has forced companies around the world to search for time‐slacks and other possibilities to reduce lead times in the process of product refinement. In this respect, an especially interesting bottleneck is the development and manufacturing of prototypes. Traditional prototype methods, mostly performed by craftsmen, are known to be both costly and time‐consuming. However, the development within the IT area has lately made it possible to speed up and compress this particular process step. Depending on the purpose of the prototype, a new technology called Rapid Prototyping can be used in many situations, reducing lead times in the development of prototypes from weeks and months down to hours, hence affecting the overall lead time. However, adopting this new technology also means considerably new working requirements as well as new options for most actors involved in the product development process, including external participants. Especially cross‐functional and cross‐organizational collaboration is strongly promoted by this technology, improving working relationships. © 1994 John Wiley&S

ISSN:1045-2699    

DOI:10.1002/hfm.4530040308

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

ISSN:1045-2699    

DOI:10.1002/hfm.4530040309

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

ISSN:1045-2699    

DOI:10.1002/hfm.4530040310

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY

ISSN:1045-2699    

DOI:10.1002/hfm.4530040301

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1994

数据来源: WILEY