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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JUNE 2011 VOL 3, NO 2 significant metrics selected. The case study implementation recommendations based on dynamic programming results are shown in Table 6. Table 5. Mean predicted and simulated results Stage Buffer size Predicted system run time Simulated system run time Predicted stage production cost($) Simulated stage production cost($) Predicted total production cost($) Simulated total production cost($) 1 1.6317 1.2087 1631.74 1208.70 3185.88 3648.00 Process improvement GT: just A1 GT: SMT and A1 Pull schedule Cell down rule 2 0.7987 1.2101 798.67 1210.10 2352.80 3649.40 3 1.6128 1.2218 1612.78 1221.80 3166.91 3661.10 4 1.6006 1.2126 1600.63 1212.60 3154.76 3651.90 5 0.8324 1.2064 832.42 1206.40 2386.55 3645.70 1 0.6992 0.5257 699.18 525.70 1907.83 2444.30 2 0.3607 0.5228 360.73 522.80 1569.38 2441.40 3 0.7019 0.5199 701.87 517.90 1910.52 2438.50 4 0.6736 0.5103 673.60 510.30 1882.25 2428.90 5 0.3593 0.5207 359.28 520.70 1567.93 2439.30 1 0.7029 0.5207 702.94 520.70 1572.78 1918.60 2 0.3508 0.5315 350.79 531.50 1223.63 1929.40 3 0.7482 0.5422 748.24 542.20 1621.08 1940.10 4 0.7042 0.5335 704.22 533.50 1577.06 1931.40 5 0.3358 0.5247 355.81 524.70 1208.65 1922.60 1 0.7277 0.5390 727.65 539.00 1271.33 1408.80 2 0.3362 0.5336 336.17 533.60 879.85 1403.40 3 0.6971 0.5281 697.09 528.10 1240.77 1397.90 4 0.7123 0.5396 712.27 539.60 1255.95 1409.40 5 0.3292 0.5396 329.16 539.60 872.84 1409.40 1 1.2041 0.8919 1204.06 891.90 1204.06 891.90 2 0.5814 0.8809 581.39 880.90 581.39 880.90 3 4.1481 0.8698 1148.14 869.80 1148.14 869.80 4 1.1791 0.8734 1179.09 873.40 1179.09 873.40 5 0.5437 0.8769 543.68 876.90 543.68 876.90 Table 6. Implementation recommendations Implementation Stage Buffer size State All three Process improvement 5 (largest) Both Both Group technology A/I 5 5 First two Group technology A/I and SMT 1 (smallest) All 13 Pull scheduling 3 First four Cell down rule 3 COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 164
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JUNE 2011 VOL 3, NO 2 7. Validation of transition functions An Analysis Of Variance (ANOVA) was performed to evaluate the validation of the transition functions estimated above. Total production cost as a function of simulation run time was used as the response variable. The hypothesis tested was that there was no significant difference between the predicted and simulated total production costs. The total production cost was predicted for the various transition states and stages using the estimated transition functions and the regression model previously defined. The predicted results were then compared to the original simulation results using ANOVA. Bartlett's test was run to test the assumption of homogeneity of variance: Bartlett's test: 1.0317 with probability 0.2256. Probability values well above 0.05 are considered to suggest homogeneous variances (Hicks,1982). The ANOVA results indicated an F ratio of 3.568 with 0.0649 significance, so that the hypothesis was not rejected for the chosen α level of significance of 0.05. A rank test was also performed to non-parametrically compare the two methods for estimating total production cost. The Wilcoxon test, based on signed ranks, gave a very low probability of equaling or exceeding the Z test statistic. This test supported the conclusion of no significant difference between the predicted and simulated total production cost estimates. The transition functions, which the predicted values were based on, were therefore said to be validated. 8. Decision support system framework The proposed decision support system (DSS) framework outlines the structure of a DSS focused on the problems associated with evaluating and controlling the transition from a push production system to a pull system design. Decision support systems have been defined as interactive systems that assist decision makers to utilize data and models to solve unstructured or underspecified problems . DSSs are structured to facilitate the type of complex decision making involved in the transition toward pull system design. Figure 3 shows the outline of the DSS framework for the transition to a pull system. Structures connected by lines with bidirectional arrows show that information flows back and forth between these structures. Input data such as market data, pull system production control data and company- wide data is collected and sorted by an existing production control system. This organized data is then input to the DSS data base. Significant metrics and the transition functions have been identified by the methods described above and are also part of the DSS data base. The DSS data base simplifies the collection and maintenance of the data used by the DSS and limits the set of functions and users that the DSS needs to support. The problem processing subsystem interacts, through the command language and the model operating system, with the DSS data base. The digital simulation manager controls and runs the simulation model and facilitates the interface of the simulation model and statistical analysis manager. The major functions of the digital simulation manager are to: • Incorporate simulation model structural changes associated with the actual system configuration evolving toward pull system structure. Each request for a change in pull system implementation state or stage prompts the incorporation of input changes into the simulation model and results in a new model; • Recode and run simulation model when prompted; • Revalidate the simulation model after the model undergoes structural changes; • Export simulation model output statistics to the statistical model manager. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 165
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