A survey of innovative technology processes in manufacturing
| Date | 01 July 2001 |
| Pages | 210-216 |
| Published date | 01 July 2001 |
| DOI | https://doi.org/10.1108/02635570110394608 |
| Author | Alexander Wagner,Douglas Edward Turner,Terry Anthony Byrd |
| Subject Matter | Economics,Information & knowledge management,Management science & operations |
A survey of innovative technology processes in
manufacturing
Alexander Wagner
Kennesaw State University, Georgia, USA
Douglas Edward Turner
State University of West Georgia, Georgia, USA
Terry Anthony Byrd
Auburn University, Auburn, Alabama, USA
Research framework
Many organizations have successfully
implemented manufacturing management
processes such as the kanban method of just
in time (JIT), or the row and column
manufacturing resource planning (MRP)
inventory control method, without
requiring the specific inclusion or change
of any manufacturing technology
(Narasimhan et al., 1995). In order to
analyze the implementation of new
technologies and processes and their
impact on other organizational factors,
one has to consider which influences
initiated the implementation (Zmud, 1984;
Ettlie, 1986). The implementation of new
technologies or processes which are
new to the adopting organization can also
be defined as innovation (Damanpour,
1996).
This study is focused at the organizational
level. Throughout this organizational study
the terms innovation and implementation
will be used interchangeably. A technology
or a process typically will be implemented
within an organization either because a
performance gap leads to a managerial need
to change technologies or processes (i.e.
managerial pull), or because a promising new
technology emerges (i.e. technology push)
(Baker and Freeland, 1972; Zmud, 1984). Yet
successful implementation is believed to
occur most often when both the ``push'' and
the ``pull'' emerge simultaneously (Zmud,
1984). Advanced manufacturing technologies
and processes can and should be
distinguished into technology push driven
applications such as computer-aided design
(CAD) and computer-aided manufacturing
(CAM) technologies as well as management
pull driven applications such as MRP, JIT,
and Electronic data interchange (EDI)
processes.
The underlying objective for the
implementation of a new technology or
process typically is the anticipated
contribution to the performance or
effectiveness of the adopting organization
(Damanpour, 1991). This relationship is
generally mediated by other organizational
characteristics such as structure, workflow
or communication improvements (Crowston
and Malone, 1994). Consequently, the
implementation of new technology or new
processes has to be investigated with respect
to their enabling roles (Davenport, 1993;
Jacksy, 1981; McKersie and Walton, 1991;
Ostermann, 1991).
Innovative process applications, such as
MRP, JIT, and EDI, are just as prevalent in
modern business environments as CAM,
CAD and computer-aided training (CAT),
and may be equally or more important in
enhancing the level of operational
performance. Mukhopadhyay et al.(1995)
found the role of EDI must be considered in
any modern manufacturing environment
because it is viewed as an enabler for the
successful impl ementation of man y
technologies and p rocesses. Both MRP a nd
JIT are often successfully implemented and
utilized in service -based organizati ons
where no consideration is warranted
towards CAD or other technologies. Though
MRP and JIT methodologies may mirror
those used in technology dependent
environments, MRP and JIT should not be
considered technology-dependent. While
some have argued JIT and MRP should not
exist within the sa me operating system, both
are applicable and useful in the appropriate
setting such as batch and continuous
production environments (Tether, 1988;
Karmarkar, 1989). According to Goddard
(1982), there are g reat similariti es in the
objectives of JIT and MPR (II) systems in
that they reduce inventory, increase
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[ 210 ]
Industrial Management &
Data Systems
101/5 [2001] 210±216
#MCB University Press
[ISSN 0263-5577]
Keywords
Manufacturing,
Electronic data interchange,
Computer-aided manufacturing,
Manufacturing resource planning
Abstract
The focus of this investigation is
to distinguish the difference
between technologies and
processes found in manufacturing
environments, where the
magnitude and order of these
associations may provide insight
into the degree that each may
require from a ``push-pull''
perspective. Each organization is
divided into two differing
parameters of communication:
internal and external. The results
suggest that advanced
manufacturing technologies
(AMTs) and advanced
manufacturing processes (AMPs)
are positively related, while a
technology such as EDI is not
equally distributed between the
concepts of internal and external
communications. The predominant
research design for analyzing the
impact of a new technology on an
organization has been the case
study design, which does not
provide a consistent basis for
comparing and generalizing
results. This study employs the
survey design and provides a
better insight into the effects of
AMTs and AMPs.
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