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ORGANIZATIONAL STRUCTURE OF DUAL‐CONSTRAINT JOB SHOPS
Author(s) -
Fryer John S.
Publication year - 1974
Publication title -
decision sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.238
H-Index - 108
eISSN - 1540-5915
pISSN - 0011-7315
DOI - 10.1111/j.1540-5915.1974.tb00594.x
Subject(s) - flexibility (engineering) , dual (grammatical number) , job shop , variance (accounting) , constraint (computer aided design) , organizational structure , computer science , work (physics) , flow (mathematics) , operations management , flow shop scheduling , industrial engineering , operations research , business , mathematics , management , economics , job shop scheduling , statistics , engineering , mechanical engineering , art , schedule , geometry , literature , accounting , operating system
This paper describes the results of a simulation study to examine the effects of different organizational structures on the performance of a dual‐constraint job shop production system. A hypothetical shop in which machines and workers are constraining resources is the setting of the study. The shop consists of divisions comprised of work centers which, in turn, contain machines to which workers are assigned. There are fewer workers than machines. Variations in organizational structure are achieved by different allocations of a fixed number of work centers to the divisions. Each structure is studied for three levels of labor flexibility. Mean flow‐time, flow‐time variance, and worker transfers between divisions and work centers are used as performance measures.