Mohammad Reza Taghva; Yasser Alizadeh
Volume 3, Issue 11 , December 2005, Pages 1-35
Abstract
Trend impact analysis (TIA) gives a pattern to use the chronological, quantitative data and qualitative techniques, ...
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Trend impact analysis (TIA) gives a pattern to use the chronological, quantitative data and qualitative techniques, simultaneously. Although both quantitative and qualitative techniques of forecasting have disadvantages, TIA gives a way to optimize the results of quantitative methods by applying the qualitative methods on them. This technique could be applied in all files of forecasting with complex to forecast variables such as Demand, Supply, Price and so on. Energy field meets the requirements of applying this technique, because there is a long term history of behavior of variables in it that could be used in quantitative forecasting techniques like Trend lines or time series, and also due to its importance in today economy, there are so many analysts and experts who are trying to forecast and foresight in oil field. So TIA as a proper technique for forecasting the oil price is described and applied here. The results of this forecasting which was included oil price in period of 2007 up to 2008, has been registered before in 2006 as a scientific paper, and now after about 18 months, we are comparing the results of the forecasting and actual data. Validation of the technique is the aim, which we got to it in this paper.
Laya Olfat; Seyyed Mahmood Zanjirch
Volume 3, Issue 11 , December 2005, Pages 37-61
Abstract
Agile manufacturing as the most modern production system has covered significant portion of literature in operations management. But there is a great vague. whether agile manufacturing is the same as prior concepts but in a new form or it's ...
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Agile manufacturing as the most modern production system has covered significant portion of literature in operations management. But there is a great vague. whether agile manufacturing is the same as prior concepts but in a new form or it's a completely new concept accompanied with necessary techniques? Lean production and Agile production are two dominant production systems that were studied through literature survey and their dimensions were defined. Then dimensions similarities and differences among these two approaches were investigated. Finally considering the importance of different dimensions, weighted difference between them is demonstrated. Results show that although there are some common features between these two concepts, their emphasis on different aspects has formed a new approach. The proper attention of agile system to nowadays business requirements and continuous change, has distinguished it from other production systems such as lean production system.
Abolfazl Kazzazi; Hossein Aboudi; Mehdi Haddadzadeh
Volume 3, Issue 11 , December 2005, Pages 63-83
Abstract
The policy of changing direct subsidiary to indirect subsidiary was one of the main government policies and the government according to forth development program should organize the subsidiary system in cultural parts with the approach of changing ...
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The policy of changing direct subsidiary to indirect subsidiary was one of the main government policies and the government according to forth development program should organize the subsidiary system in cultural parts with the approach of changing subsidiary payments for production to consumption. During recent years the subsidiary of paper distribution for newspapers (as the most important output of cultural and political production) always have been indirectly and via subsidiary for press and this has caused numerous problems for paper industry. This survey is the analysis of economic and commercial policies of government in industry of paper for newspapers. Effective elements in the domestic industry of papers for newspapers have been sorted by using questionnaire and interview and by PESTI model. In this article supportive policies of government is recognized as the main effect on paper industry and discussed completely and finally, some proper solutions are offered.
Mohammad T. Taghavifard; Majid Gheitasi; Farzad Soltani
Volume 3, Issue 11 , December 2005, Pages 85-113
Abstract
This research paper presents a methodology to assist enterprise decision-makers CDMs) to select from a numbers of processes during the Business Process Reengineering (BPR) according to organizational objectives. For this ...
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This research paper presents a methodology to assist enterprise decision-makers CDMs) to select from a numbers of processes during the Business Process Reengineering (BPR) according to organizational objectives. For this purpose, the proposed methodology utilizes fuzzy QFD technique to convert the qualitative data (DMs' opinion) to quantitative ones and then calculates the effects of each process on the organization objectives and criteria. Then, by using the result of fuzzy QFD, the amount of satisfaction of each process according to each criterion is calculated. By combining this data with other effective variables in BPR projects such as "cost" and "time", a multi-objective goal programming (MOOP) model is formulated and solved to identify the most appropriate business processes. Finally, an example is presented to illustrate how the methodology works. The proposed model was also applied to a public-service organization by considering three main objectives: project quality, project cost, and project time. The achieved results were quite satisfactory and promising.
Gholamreza Khoshsima
Volume 3, Issue 11 , December 2005, Pages 115-143
Abstract
In this research, canonical correlation analysis has been done between agility, competitive advantage and organizational performance at manufacturing organizations. ...
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In this research, canonical correlation analysis has been done between agility, competitive advantage and organizational performance at manufacturing organizations. For reduction of variables, factor analysis was used. For achieving this purpose, at first. latent variables include agility, competitive advantage, and organizational performance was tested with using factor analysis. In our research model. agility latent variables are included enriching customer, mastering change and uncertainty. cooperate to enhance competitiveness, and leveraging impact of people and information. Competitive advantage is included time to market. price/cost. quality, product innovation, and reliability of delivery. Organizational performance also is included market performance and financial performance. Each of them (latent variables) are measuring with own indicators. Then canonical correlation analysis was used to relationship between agility with competitive advantage and organizational performance. Results reveals a statistically significant relationships between agility variables with strategic performance of manufacturing organizations. SAS version 9.1 and Lisrel version 8.54 are used for computation.
