The theory and practice of workload control: A research agenda and implementation strategy
The theory and practice of workload control: A research agenda and implementation strategy
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DOI：
10.1016/j.ijpe.2011.02.018
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发表时间：
2011-06
影响因子：
12
通讯作者：
M. Stevenson;Yuan Huang;L. Hendry;Erik Soepenberg
中科院分区：
文献类型：
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作者：
M. Stevenson;Yuan Huang;L. Hendry;Erik Soepenberg
WLC概念是为数不多的适用于按订单生产（MTO）公司的生产计划和控制（PPC）解决方案之一，但其成功实施是一个持久的挑战。报告的大多数实施都是在大型组织中，但有人认为，WLC特别适合财务资源有限的中小型企业（SME）。此外，以前的研究没有充分描述成功实施的过程。在本文中，通过半结构化的面对面访谈，从41家公司的关键人员收集的数据，以建立一个身体的证据的特点，影响WLC实施的MTO中小企业。这些数据描绘了MTO生产的复杂图景，并表明可能需要进行研究，使理论更接近实践，并进行组织变革，使实践更接近理论。前者推荐用于流程运行良好或似乎难以更改的情况;后者推荐用于涉及基本WLC原则的情况。研究得出两项成果：（1）一项研究议程，以完善WLC概念，改善理论与实践之间的一致性，涵盖客户咨询、订单输入、设计和工程以及订单发布阶段;以及（2）一项实施战略，包括组织变革的要素，并涵盖实施前、实施和实施后阶段。确定的MTO中小企业的特点应在未来的研究中使用，以开发更现实的模拟测试概念的改进，而实地研究应适用和扩展的实施策略，以制定更详细的路线图，成功的WLC实施在实践中。
The Workload Control (WLC) concept is one of few Production Planning and Control (PPC) solutions appropriate for Make-To-Order (MTO) companies yet its successful implementation is an enduring challenge. Most implementations reported are in large organisations yet it has been argued that WLC is particularly suitable for Small and Medium sized Enterprises (SMEs) with limited financial resources. Moreover, previous studies do not adequately describe the process through which implementation success was achieved. In this paper, data collected through semi-structured face-to-face interviews with key personnel from 41 companies is presented in order to build up a body of evidence on the characteristics of MTO SMEs that affect WLC implementation. The data paints a complex picture of MTO production and suggests that research is likely to be required to move theory closer to practice and organisational change to move practice closer to theory. The former is recommended where processes perform well or appear difficult to change; the latter is recommended where fundamental WLC principles are involved. Two outputs emerge from the study: (1) a research agenda for refining the WLC concept to improve alignment between theory and practice, covering the customer enquiry, order entry, design and engineering and order release stages; and (2) an implementation strategy, including elements of organisational change and covering pre-implementation, implementation and post-implementation stages. The characteristics of MTO SMEs identified should be used in future research to develop more realistic simulations for testing conceptual refinements while field research should apply and extend the implementation strategy presented in order to develop a more detailed roadmap for successful WLC implementation in practice.