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Article: Current practices of engineering change management in UK manufacturing industries

TitleCurrent practices of engineering change management in UK manufacturing industries
Authors
KeywordsAgile Production
Engineering
Manufacturing
Organizational Change
Issue Date1999
PublisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/ijopm.htm
Citation
International Journal Of Operations And Production Management, 1999, v. 19 n. 1, p. 21-37 How to Cite?
AbstractThe management of engineering changes (ECs) entails serious resource implications in all manufacturing companies, because nearly all the functions of the organisations will be involved. Indeed, these functions may be the sources and also the victims of ECs. Manufacturing companies have to cater for these ECs by adjusting their activities constantly. The robustness of manufacturing can be crippled by ineffective and inefficient management of ECs, irrespective of the advances in manufacturing technologies. This paper studies the current industrial practices in managing ECs in the UK manufacturing industries. The study draws reference from a comprehensive investigation carried out in 1996 within 100 UK manufacturing companies. Numerous aspects have been examined, including the systems, organisations, activities, influential factors, strategies, techniques, and computer aids. One major concern is the balance between the effectiveness and efficiency of the engineering change management (ECM) system. The findings reveal that guidelines for good ECM practices are required for the majority of the companies involved in the study. The study has also shown clearly that ECM has not attracted sufficient attention in research despite its industrial relevance.
Persistent Identifierhttp://hdl.handle.net/10722/155836
ISSN
2015 Impact Factor: 2.252
2015 SCImago Journal Rankings: 2.198
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorHuang, GQen_US
dc.contributor.authorMak, KLen_US
dc.date.accessioned2012-08-08T08:37:58Z-
dc.date.available2012-08-08T08:37:58Z-
dc.date.issued1999en_US
dc.identifier.citationInternational Journal Of Operations And Production Management, 1999, v. 19 n. 1, p. 21-37en_US
dc.identifier.issn0144-3577en_US
dc.identifier.urihttp://hdl.handle.net/10722/155836-
dc.description.abstractThe management of engineering changes (ECs) entails serious resource implications in all manufacturing companies, because nearly all the functions of the organisations will be involved. Indeed, these functions may be the sources and also the victims of ECs. Manufacturing companies have to cater for these ECs by adjusting their activities constantly. The robustness of manufacturing can be crippled by ineffective and inefficient management of ECs, irrespective of the advances in manufacturing technologies. This paper studies the current industrial practices in managing ECs in the UK manufacturing industries. The study draws reference from a comprehensive investigation carried out in 1996 within 100 UK manufacturing companies. Numerous aspects have been examined, including the systems, organisations, activities, influential factors, strategies, techniques, and computer aids. One major concern is the balance between the effectiveness and efficiency of the engineering change management (ECM) system. The findings reveal that guidelines for good ECM practices are required for the majority of the companies involved in the study. The study has also shown clearly that ECM has not attracted sufficient attention in research despite its industrial relevance.en_US
dc.languageengen_US
dc.publisherEmerald Group Publishing Limited. The Journal's web site is located at http://www.emeraldinsight.com/ijopm.htmen_US
dc.relation.ispartofInternational Journal of Operations and Production Managementen_US
dc.subjectAgile Productionen_US
dc.subjectEngineeringen_US
dc.subjectManufacturingen_US
dc.subjectOrganizational Changeen_US
dc.titleCurrent practices of engineering change management in UK manufacturing industriesen_US
dc.typeArticleen_US
dc.identifier.emailHuang, GQ:gqhuang@hkucc.hku.hken_US
dc.identifier.emailMak, KL:makkl@hkucc.hku.hken_US
dc.identifier.authorityHuang, GQ=rp00118en_US
dc.identifier.authorityMak, KL=rp00154en_US
dc.description.naturelink_to_subscribed_fulltexten_US
dc.identifier.doi10.1108/01443579910244205en_US
dc.identifier.scopuseid_2-s2.0-0033484192en_US
dc.identifier.hkuros46818-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-0033484192&selection=ref&src=s&origin=recordpageen_US
dc.identifier.volume19en_US
dc.identifier.issue1en_US
dc.identifier.spage21en_US
dc.identifier.epage37en_US
dc.identifier.isiWOS:000080754400003-
dc.publisher.placeUnited Kingdomen_US
dc.identifier.scopusauthoridHuang, GQ=7403425048en_US
dc.identifier.scopusauthoridMak, KL=7102680226en_US

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