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Purpose -The textiles, clothing, and footwear (TCF) industry has struggled in Australia since the government commenced dismantling tariffs. By sourcing from Asia, middlemen undercut established suppliers, and retail chains set benchmark low prices with their imported "house" labels. The policy-makers predicted that local producers would become more efficient, and export to make up for lost sales, but the media paints a picture of rising imports, retrenchments, and factory closures. The research objective was to discover what strategies the survivors (actually) employ in adapting to the pressures of globalisation. Design/methodology/approach -More than 30 companies were involved in the study, ranging from small family businesses to subsidiaries of big multinationals. Each case study was based on an interview with a senior executive, normally followed by a plant tour. This methodology suits a fresh topic, as it avoids preconceptions and imposes no bounds. Findings -Results show that the policy change was based on "pie in the sky" forecasts. Increasingly, TCF production is transferred to cheap offshore locations, generally via subcontracting plus the "badging" of foreign designs. To survive, local factories should focus on quality and customer service, preferably in niche markets (like uniforms), or for specific customer groups, and develop technologically advanced products. A move down the supply chain into retailing can also assist. Large multinational corporations that engage in foreign direct investment dominate the management literature. Originality/value -This paper presents a different perspective, neglected in international operations management, whereby domestically oriented businesses attempt to defend themselves against the adverse consequences of globalisation.

A case is stated for extending the techniques of assembly line balancing to provide for the parallel operation of identical stations, where this leads to a reduction in idle time. The practical implications of operating with this type of system are discussed, both for the stations themselves and the line as a whole, with reference to various classifications of assembly line, and ways in which balancing can be made to fit into an overall strategy for production line design are touched upon. Two distinct types of computer program have been developed to enable multiple stations to become a recognised feature incorporated into "heuristic" line balancing, rather than an appendage to be applied ad hoc by industrial engineers when current techniques have proven inadequate. One approach is based on a more sophisticated version of the `positional weight' method while the other relies on the contrasting philosophy of the "random generation" method, and a comparison is made of their relative success in solving two assembly line problems, and their potential from an industrial viewpoint.

No abstract

Purpose -The paper reports on the ramifications for production planning when monthly sales exhibit predictable seasonal highs and lows. The literature first acknowledged and dealt with the (aggregate planning) problem 50 years ago. Nevertheless, there is neither evidence that industry has adopted any of the mathematical techniques that were subsequently developed, nor a convincing explanation as to why not. Hence this research sets out to discover the methods manufacturers use to cope with seasonal demand, and how germane the published algorithms really are. Design/methodology/approach -Forty-two case studies were compiled by interviewing senior managers and then conducting plant tours. No prior assumptions were made and the list of questions covered the gamut of production planning. Findings -The main finding is that manufacturers select a straightforward production strategy, right from the outset, so the fundamental cost-balancing format is not relevant. The majority pick a "chase" strategy, since most organizations subscribe to a "just in time" ethos. Whenever a different strategy is preferred the rationale springs from skilled labour considerations or binding facilities constraints. The chosen strategy serves as a road map for resources acquisitions, and the master production schedule is constructed directly. So, the complex issue of how to disaggregate an optimal aggregate plan never even arises. Managers do not seek perfect solutions, but strive to eliminate, or contain, the most significant marginal costs. The nature of the business determines the most appropriate tactics to employ. Originality/value -These findings break the mould as far as orthodox aggregate planning is concerned and show why theory is at odds with practice, whilst reaffirming the importance of concepts such as "flexibility", "integration", and "just-in-time production".