Electronic Publishing -- a Journal and its Production

The use of the term "Electronic Publishing" transcends any notions of the paperless office and of a purely electronic transfer and dissemination of information over networks. It now encompasses all computer-assisted methods for the production of documents and includes the imaging of a document on paper as one of the options to be provided by an integrated processing scheme. Electronic publishing draws heavily on techniques from computer science and information technology but technical, legal, financial and organisational problems have to be overcome before it can replace traditional publication mechanisms. These problems are illustrated with reference to the publication arrangements for the journal `Electronic Publishing Origination, Dissemination and Design'. The authors of this paper are the co-editors of this journal, which appears in traditional form and relies on a wide variety of support from electronic technologies in the pre-publication phase.

Organizational, systems and human issues in production planning, scheduling and control

With global markets and global competition, pressures are placed on manufacturing organizations to compress order fulfillment times, meet delivery commitments consistently and also maintain efficiency in operations to address cost issues. This chapter argues for a process perspective on planning, scheduling and control that integrates organizational planning structures, information systems as well as human decision makers. The chapter begins with a reconsideration of the gap between theory and practice, in particular for classical scheduling theory and hierarchical production planning and control. A number of the key studies of industrial practice are then described and their implications noted. A recent model of scheduling practice derived from a detailed study of real businesses is described. Socio-technical concepts are then introduced and their implications for the design and management of planning, scheduling and control systems are discussed. The implications of adopting a process perspective are noted along with insights from knowledge management. An overview is presented of a methodology for the (re-)design of planning, scheduling and control systems that integrates organizational, system and human perspectives. The most important messages from the chapter are then summarized.