Modelling and optimising operations of a plant using JIT philosophy

An Australian automotive component company plans to assemble and deliver seats to a car manufacturer on a "just-in-time" basis at its new plant. The research objective was to model seat assembly operations and apply Toyota goal chasing algorithm and user defined algorithm to balance workload among all the assembly workstations and areas.

International operations strategy of public sector organisations

Public sector organisations in many countries are internationalising their operations into other countries. This internationalisation frequently follows channels such as aid schemes offered by the country's government. An investigation was conducted to determine whether the four categories of stJ'ategy approach in Miles and Snow's typology could be used to categorise the internationalisation operation strategy approach of Australian public sector organisations. Qualitative data collected from eight Australian public sector organisations determined that a set of nine operations strategy dimensions identified from the literature applied to the internationalisation behaviours of Australian public sector organisations. The data also indicated that Miles and Snow's four categories of strategy could be used to describe the combined international operation strategy behaviours of Australian public sector organisations. In addition, it was found that the international operation strategy behaviours of Australian public sector organisations aligned with at least two (and in one case four) of Miles and Snow's strategy categories. Alignment with two of Miles and Snow's strategy categories was quite commonly identified in other empirical studies of this typology.

Influence operations and behavioural change

The intended outcome of Information Operations appears to be a favourable change (to the instigator) in attitudes or belief systems of the target, however, the relationship between attitude and behaviour is tenuous. Propaganda and other methods of ‘influence’ are difficult to assess as the cause and effect relationship is complicated. The short term effects of psychological warfare where force is used in conjunction with influence techniques can be easily assessed; at least at a superficial level. Even in the latter case, the actual causes and effects could be solely the force used or some other factors rather than the psychological techniques per se. Influence Operations attempt to win the hearts and minds of the target audience but, even if successful, the lasting effects of a campaign are problematic. It is further complicated because if a person has a particular view, it does not mean that the ensuing behaviours will reflect that view. Also, there is evidence that the use of force on one set of people produces attitudes and behaviours that instigate radical beliefs and behaviours in another set. So psychological warfare techniques on one group that may or may not produce compliant behaviour stimulates another group to empathise with the victims thus producing an overall practical negative influence. Influence campaigns cannot be separated from the physical environment in which they are executed. If good politics requires good influence campaigns then good influence campaigns require good politics to back them up. This paper will examine the relationships between short term influence campaigns and compare them with the more long term socialising effects such as early education, family and physical attributes that have on attitudes and beliefs which result in the development of such behaviours as terrorism.