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Workload Control: Successful Implementation Taking a Contingency-based View of Production Planning & Control

Research output: Working paper

Published

Standard

Workload Control: Successful Implementation Taking a Contingency-based View of Production Planning & Control. / Hendry, L; Huang, Yuan; Stevenson, M.

Lancaster University : The Department of Management Science, 2010. (Management Science Working Paper Series).

Research output: Working paper

Harvard

Hendry, L, Huang, Y & Stevenson, M 2010 'Workload Control: Successful Implementation Taking a Contingency-based View of Production Planning & Control' Management Science Working Paper Series, The Department of Management Science, Lancaster University.

APA

Hendry, L., Huang, Y., & Stevenson, M. (2010). Workload Control: Successful Implementation Taking a Contingency-based View of Production Planning & Control. (Management Science Working Paper Series). The Department of Management Science.

Vancouver

Hendry L, Huang Y, Stevenson M. Workload Control: Successful Implementation Taking a Contingency-based View of Production Planning & Control. Lancaster University: The Department of Management Science. 2010. (Management Science Working Paper Series).

Author

Hendry, L ; Huang, Yuan ; Stevenson, M. / Workload Control: Successful Implementation Taking a Contingency-based View of Production Planning & Control. Lancaster University : The Department of Management Science, 2010. (Management Science Working Paper Series).

Bibtex

@techreport{dfa83fe8011741d4b761cfeb2bb2471a,
title = "Workload Control: Successful Implementation Taking a Contingency-based View of Production Planning & Control",
abstract = "Purpose: To present a successful implementation of a comprehensive Workload Control (WLC) concept; and to describe the associated implementation process. Design/methodology/approach: Longitudinal action research using a contingency-based approach to ensure alignment between: the case company and the characteristics of the WLC approach; and the resulting expected improvements in performance. A set of 17 issues and responses from the literature is used as a checklist for implementing WLC. Findings: Performance improvements include reduced lead times; significant improvement in lateness and tardiness; reduced costs; improved internal and external co-ordination; and higher quality. The relevance of 15 of the 17 implementation issues from the literature is confirmed along with the same response for 10 issues and an improved response for 5 issues. In addition, 3 new issues are identified and addressed. Research limitations/implications: Dependability was a more important competitive priority in this company than speed; and therefore the ability of WLC to reduce lead times was not fully assessed. Practical implications: The importance of a contingency-based approach to production planning and control is confirmed. Comprehensive WLC approaches are closely aligned with the high-variety/low-volume context of Make-to-Order (MTO) companies. Originality/value: This is the first paper that shows performance improvements resulting from WLC alongside a detailed discussion of the implementation process. Few examples of successful implementations have been published previously, and these tend to treat the implementation process as a {\textquoteleft}black box{\textquoteright}. Where more detail on the implementation process has been given in previous studies, evidence of effectiveness in practice was not provided.",
keywords = "Workload control, Implementation process, Make-to-order, Productionplanning & control, Action research.",
author = "L Hendry and Yuan Huang and M Stevenson",
year = "2010",
language = "English",
series = "Management Science Working Paper Series",
publisher = "The Department of Management Science",
type = "WorkingPaper",
institution = "The Department of Management Science",

}

RIS

TY - UNPB

T1 - Workload Control: Successful Implementation Taking a Contingency-based View of Production Planning & Control

AU - Hendry, L

AU - Huang, Yuan

AU - Stevenson, M

PY - 2010

Y1 - 2010

N2 - Purpose: To present a successful implementation of a comprehensive Workload Control (WLC) concept; and to describe the associated implementation process. Design/methodology/approach: Longitudinal action research using a contingency-based approach to ensure alignment between: the case company and the characteristics of the WLC approach; and the resulting expected improvements in performance. A set of 17 issues and responses from the literature is used as a checklist for implementing WLC. Findings: Performance improvements include reduced lead times; significant improvement in lateness and tardiness; reduced costs; improved internal and external co-ordination; and higher quality. The relevance of 15 of the 17 implementation issues from the literature is confirmed along with the same response for 10 issues and an improved response for 5 issues. In addition, 3 new issues are identified and addressed. Research limitations/implications: Dependability was a more important competitive priority in this company than speed; and therefore the ability of WLC to reduce lead times was not fully assessed. Practical implications: The importance of a contingency-based approach to production planning and control is confirmed. Comprehensive WLC approaches are closely aligned with the high-variety/low-volume context of Make-to-Order (MTO) companies. Originality/value: This is the first paper that shows performance improvements resulting from WLC alongside a detailed discussion of the implementation process. Few examples of successful implementations have been published previously, and these tend to treat the implementation process as a ‘black box’. Where more detail on the implementation process has been given in previous studies, evidence of effectiveness in practice was not provided.

AB - Purpose: To present a successful implementation of a comprehensive Workload Control (WLC) concept; and to describe the associated implementation process. Design/methodology/approach: Longitudinal action research using a contingency-based approach to ensure alignment between: the case company and the characteristics of the WLC approach; and the resulting expected improvements in performance. A set of 17 issues and responses from the literature is used as a checklist for implementing WLC. Findings: Performance improvements include reduced lead times; significant improvement in lateness and tardiness; reduced costs; improved internal and external co-ordination; and higher quality. The relevance of 15 of the 17 implementation issues from the literature is confirmed along with the same response for 10 issues and an improved response for 5 issues. In addition, 3 new issues are identified and addressed. Research limitations/implications: Dependability was a more important competitive priority in this company than speed; and therefore the ability of WLC to reduce lead times was not fully assessed. Practical implications: The importance of a contingency-based approach to production planning and control is confirmed. Comprehensive WLC approaches are closely aligned with the high-variety/low-volume context of Make-to-Order (MTO) companies. Originality/value: This is the first paper that shows performance improvements resulting from WLC alongside a detailed discussion of the implementation process. Few examples of successful implementations have been published previously, and these tend to treat the implementation process as a ‘black box’. Where more detail on the implementation process has been given in previous studies, evidence of effectiveness in practice was not provided.

KW - Workload control

KW - Implementation process

KW - Make-to-order

KW - Productionplanning & control

KW - Action research.

M3 - Working paper

T3 - Management Science Working Paper Series

BT - Workload Control: Successful Implementation Taking a Contingency-based View of Production Planning & Control

PB - The Department of Management Science

CY - Lancaster University

ER -