To Pull or Not to Pull: What Is the Question?

Hopp, Wallace J.; Spearman, M. L.

doi:10.1287/msom.1030.0028

Cited by 455 publications

(336 citation statements)

References 27 publications

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“…An important aspect within BPM is the distribution of information between employees in processes with divided responsibilities [2]. During the last decade, research in information logistics has been addressing the aspect of optimized information supply (see Section 3).…”

Section: Relevance Of Individual Processesmentioning

confidence: 99%

“…The research approach taken is an exploratory investigation with argumentative, deductive elements. The main contribution of the work is (1) to show the relevance of integrating IP and ILOG, (2) to identify which changes would be required in IDPs for implementing this integration and (3) to illustrate the integration based on an illustrative example.…”

Section: Relevance Of Individual Processesmentioning

confidence: 99%

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Integration of Individual Processes and Information Demand Patterns: A Conceptual Analysis

Leyer

Sandkuhl

2017

CSIMQ

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Abstract. Individuals need a variety of information when performing their personal processes. However, companies typically know little about the underlying individual demand patterns in these processes. Conceptualizing information demand patterns of individuals is expected to allow for using these as foundation to extend the traditional internal information logistic perspective of companies. Digital options could then be used to align individual and organizational information leading not only to new product and service offers, but also to new work structures in organizations. Thus, we extend prior literature regarding business process management and information logistics by highlighting how information demand patterns (IDP) have to be adapted to individual processes. Our exploratory approach is to demonstrate conceptually the conditions and implications of individual IDPs. Keywords: Individual process model, information logistics, information demand analysis, information demand pattern. Relevance of Individual ProcessesBusiness process management (BPM) has received an enormous attention in research and industry during the last twenty years and is considered as a key technology to increase efficiency in organizations [1]. An important aspect within BPM is the distribution of information between employees in processes with divided responsibilities [2]. During the last decade, research in information logistics has been addressing the aspect of optimized information supply (see Section 3). Advantages attributed to information logistics (ILOG) are to avoid wrong decisions due to missing or incomplete information and to increase efficiency with regard to searching information [3]. 62In the past, both BPM and ILOG have predominantly taken an organizational perspective with BPM focusing on improving processes and ILOG on improving information flow for the roles in an organization. However, with an increasing penetration of IT, social media and mobile devices in basically all situations of private life, it becomes more and more important for companies to understand individual needs to improve processes [4], [5]. In the center of this understanding is the perspective on processes of individuals independently from an organizational role [6]. Modeling these individual processes is important from a marketing and service management perspective, as these contextualize the customers' behavior when selecting products and services which support their activities best [7]. Starting from the individual perspective provides new insights how customers behave beyond existing products and services.In this article, we focus on integrating individual processes (IP) and information demand patterns (IDP) with the purpose of showing conceptual feasibility and motivating future work in the area. The research approach taken is an exploratory investigation with argumentative, deductive elements. The main contribution of the work is (1) to show the relevance of integrating IP and ILOG, (2) to identify which changes would be required in IDPs for...

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Section: Relevance Of Individual Processesmentioning

confidence: 99%

Section: Relevance Of Individual Processesmentioning

confidence: 99%

Integration of Individual Processes and Information Demand Patterns: A Conceptual Analysis

Leyer

Sandkuhl

2017

CSIMQ

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“…A third subdivision of waste was suggested by Narasimhan et al (2006 pp 441-442) who stated that: "Recent studies (Hopp and Spearman, 2004;de Treville and Antonakis, 2006) Since waste is a source of excess buffering, we at least gain an understanding as to what waste is not. Buffers were defined by Hopp & Spearman (2004) in terms of excess inventory (safety stocks), excess capacity and safety lead time.…”

Section: The Concept Of Obvious and Less Obvious Wastementioning

confidence: 99%

“…While excess capacity can be used to buffer the shop against fluctuations in demand, the latter two forms of waste are lost capacity. On the contrary, Hopp & Spearman (2004) viewed excess inventory and capacity as being excess buffering -where buffering is not the same as waste since waste was defined by the authors as the source of excess buffering. Meanwhile, Narasimhan et al (2006) differentiated between 'obvious' wastes, e.g.…”

Section: Introductionmentioning

confidence: 99%

On the meaning of ‘Waste’: review and definition

Thürer

Tomašević

Stevenson

2016

Production Planning & Control

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Waste reduction is one of the main principles of lean, but it has been taken for granted that we have a common understanding of what waste means. We first present a critical, qualitative discussion that identifies four distinct waste concepts. We then conduct a systematic review of the literature that examines the different uses of these concepts. We find that only the classic concept of the seven wastes and the concept of waste as non-value adding activity are widely applied. However, both concepts are, at times, not only incompatible but used in a way that leads to open contradiction. A new definition, centered on an efficient, timely transformation process seeks to consolidate the literature. We outline two distinct waste types:(i) obvious waste, to refer to any waste that can be reduced without creating another form of waste; and, (ii) buffer waste, to refer to any waste that cannot be reduced without creating another waste. The paper has important implications for practice. To reduce waste, managers must undertake three interlinked tasks: the elimination of obvious waste; the reduction of variability to transform buffers into obvious waste; and, the balancing of remaining buffers to best achieve performance targets. The paper supports managers in their endeavors to identify waste, which is an important precursor to waste reduction/elimination.

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“…Practice points us toward the problems of greatest concern and invites us to honestly address these pressing problems, but another important role of research is to properly place new ideas in perspective, exposing the connections with all that has been done before. Hopp (2012) eloquently makes the case for practice as a source for problems, but in Hopp and Spearman (2004), he also demonstrates the importance of careful scholarship. Cachon (2012) has done remarkably well in directly answering the question: What is interesting research in operations management?…”

Section: Introductionmentioning

confidence: 99%

OM Forum—Offered Load Analysis for Staffing

Whitt

2013

M&SOM

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T his essay, based on my 2012 MSOM Fellow Lecture, discusses an idea that has been useful for developing effective methods to set staffing levels in service systems: offered load analysis. The main idea is to tackle a hard problem by first seeking an insightful simplification. For capacity planning to meet uncertain exogenous demand, offered load analysis looks at the amount of capacity that would be used if there were no constraints on its availability. This simplification is helpful because the stochastic model becomes much more tractable. Offered load analysis can be especially helpful when the demand is not only uncertain but also time varying, as in many service systems. Given the distribution of the stochastic offered load, we often can set staffing levels to stabilize performance at target levels, even in face of a strongly time-varying arrival rate, long service times, and network structure.

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To Pull or Not to Pull: What Is the Question?

Cited by 455 publications

References 27 publications

Integration of Individual Processes and Information Demand Patterns: A Conceptual Analysis

Integration of Individual Processes and Information Demand Patterns: A Conceptual Analysis

On the meaning of ‘Waste’: review and definition

OM Forum—Offered Load Analysis for Staffing

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