A strategic decision model for the selection of advanced technology

This paper introduces models for the selection of advanced technologies. It is based on the concept that technologies are mutually dependent. As such, higher productivity could be realized by simultaneously selecting dependent technologies. Synergistic benefits are realized if such technologies are selected. This paper, therefore, uses the analytic hierarchy process (AHP) and an adjusted priority method to evaluate and rank technologies. A greedy heuristic algorithm is then used to allocate resources to the different technologies.     

Using Taguchi design,regression analysis and simulation to study maintenance float systems

This paper proposes a new strategic approach for the maintenance float decision models. This new approach incorporates Taguchi experimental design, Taguchi's ANOVA procedure and regression analysis. Taguchi experimental design is used to generate the input variables into the simulation program. The results are analysed using Taguchi's ANOVA procedure. Input variables found significant are subsequently applied in a regression model. Predictor models for the system utilization are developed and their validity tested. Cost oriented decision models are further developed to show the applicability of our models to decision situations. The major advantage of the strategic approach proposed here is that it saves time and reduces the cost of running simulation. This approach will also offer a decision support and improve the effectiveness of maintenance float decisions.     

Dynamic scheduling of process groups

In this paper we introduce the concept of temporal locality of communication for process groups and a hierarchical decision model for dynamic scheduling of process groups. Empirical evidence suggests that, once a member of a process group starts to communicate with other processes in the group, it will continue to do so, while an independent process will maintain its state of isolation for some time. Other instances of inertial behavior of programs are known. Temporal and spatial locality of reference are examples of inertial behavior of programs, exploited by hierarchical storage systems; once a block of information (program or data) is brought into faster storage, it is very likely that it will be referenced again within a short time frame. When process groups exhibit temporal locality of communication, this information can be used to hide the latency of paging and I/O operations, to perform dynamic scheduling to reduce processor fragmentation, and to identify optimal instances of time for checkpointing of process groups. In our scheduling model the supervisory process of a process group collects information about the dynamics of the group and shares it with local and global scheduling agents. © 1998 John Wiley & Sons, Ltd.     

An empirical assessment of the influence of quality dimensions on organizational performance

While there are several conceptual models to suggest that there exists an association between quality dimensions (customer satisfaction, employee satisfaction, employee service quality) and organizational performance, no empirical study to date has verified such claims. This paper extends the literature by collecting hard data from 165 practising managers and testing their perceptions of the association among various quality dimensions and several organizational performance measures. The relationships between these quality dimensions and the nine component items that make up organizational performance were also investigated for both manufacturing and service firms. The data were grouped into four typologies to include type of firm, size, age, and presence of formal quality department. Multiple discriminant analysis was conducted to differentiate the typology of firms in a multivariate setting. Our results indicate that practising managers in manufacturing firms tend to perceive more widely a positive correlation between quality dimensions and the component items of organizational performance than managers in service firms. Also, managers from older manufacturing firms tend not to perceive a relationship between employee service quality and five component items of organizational performance such as competitiveness and market share.

The measures used for the three quality dimensions and organizational performance are shown to be valid and reliable. However, information derived from the study shows that practising managers in the service sector do not perceive some of the claims and expected benefits of quality management activities.