Standard practical plumbing; an exhaustive treatise on all branches of plumbing construction, including drainage and venting, ventilation, hot and cold water supply and circulation; showing the latest and best plumbing practice, special attention being given to the skilled work of the plumber, and to the theory underlying plumbing devices and operations,

Mode of access: Internet.

Commission on Organization of the Executive Branch of the Government : water resources and power report : hearings before a Special Subcommittee of the Committee on Government Operations, House of Representatives, Eighty-fourth Congress, first session, November 21 and 22, 1955.

Cover title.

Revision of the orthopteran group Melanopli (Acridiidae), with special reference to North American forms /

"From the Proceedings of the U. S. National museum, vol. XX ... "

Organizational, direct support and general support maintenance repair parts and special tools list including depot maintenance repair parts and special tools for antenna-receiver-transmitter group, target ranging, trailer mounted AN/MPA-53, 1430-00-433-9143, improved Nike-Hercules Air Defense Guided Missile System.

Includes index.

Organizational maintenance repair parts and special tools list : launching control group, guided missile, trailer mounted OJ-365(XO-1) (V)/G 11060081-19 1440-01-055-7557, Pershing 1A Field Artillery Missile System.

Includes index.

Direct support and general support maintenance repair parts and special tools lists (including depot maintenance repair parts and special tools) for control group AN/GRA-6 (NSN 5820-00-644-4554).

"July 1977."

Organizational maintenance repair parts and special tools lists for control group AN/GRA-6, (NSN 5820-00-644-4554).

Includes index.

Operator, organizational, direct support, general support, and depot maintenance manual, including repair parts and special tools lists : antenna group AN/TRA-37 and transit frames, antenna MT-3894/TRC, MT-3894A/TRC, and MT-3895/TRC.

"October 1969."

Organizational maintenance repair parts and special tools list for communications technical control group AN/TSQ-84A, (NSN 5895-01-103-6763).

Includes index.

Operator's and organizational maintenance manual including repair parts and special tools lists : photographic darkroom group, ES-38B (NSN 6780-00-242-5756) and ES-38C (NSN 6780-01-057-5621).

"May 1969."

Special Senate investigation on charges and countercharges involving: Secretary of the Army Robert T. Stevens, John G. Adams, H. Struve Hensel and Senator Joe McCarthy, Roy M. Cohn, and Francis P. Carr : hearings before the Special Subcommittee on Investigations of the Committee on Government Operations, United States Senate, Eighty-third Congress, second session, pursuant to S. Res. 189 ...

Includes indexes.

The bright and dark sides of individual and group innovation:A Special Issue introduction

This introduction essay proposes a challenging program for researchers eager to explore factors and process mechanisms contributing to the benefits and costs individuals and groups incur from pursuing innovative approaches. With respect to individual innovation, such moderating factors might be found in the characteristics of the innovative idea, the innovator, co-workers, supervisors, the broader organizational context, and in national culture. Examples of factors that are likely to shape the beneficial and detrimental outcomes of group innovation include knowledge, skills and ability of group members, group tenure, diversity among group members, group processes (clarifying group objectives, participation, constructive management of competing perspectives), and external demands on groups. This Special Issue contains a state-of-the-science paper, three articles dealing with the benefits and costs of individual innovation, and three articles addressing the bright and dark sides of group innovation. Copyright © 2004 John Wiley & Sons, Ltd.

Competitive edge through operations management

A view has emerged within manufacturing and service organizations that the operations management function can hold the key to achieving competitive edge. This has recently been emphasized by the demands for greater variety and higher quality which must be set against a background of increasing cost of resources. As nations' trade barriers are progressively lowered and removed, so producers of goods and service products are becoming more exposed to competition that may come from virtually anywhere around the world. To simply survive in this climate many organizations have found it necessary to improve their manufacturing or service delivery systems. To become real ''winners'' some have adopted a strategic approach to operations and completely reviewed and restructured their approach to production system design and operations planning and control. The articles in this issue of the International journal of Operations & Production Management have been selected to illustrate current thinking and practice in relation to this situation. They are all based on papers presented to the Sixth International Conference of the Operations Management Association-UK which was held at Aston University in June 1991. The theme of the conference was "Achieving Competitive Edge" and authors from 15 countries around the world contributed to more than 80 presented papers. Within this special issue five topic areas are addressed with two articles relating to each. The topics are: strategic management of operations; managing change; production system design; production control; and service operations. Under strategic management of operations De Toni, Filippini and Forza propose a conceptual model which considers the performance of an operating system as a source of competitive advantage through the ''operation value chain'' of design, purchasing, production and distribution. Their model is set within the context of the tendency towards globalization. New's article is somewhat in contrast to the more fashionable literature on operations strategy. It challenges the validity of the current idea of ''world-class manufacturing'' and, instead, urges a reconsideration of the view that strategic ''trade-offs'' are necessary to achieve a competitive edge. The importance of managing change has for some time been recognized within the field of organization studies but its relevance in operations management is now being realized. Berger considers the use of "organization design", ''sociotechnical systems'' and change strategies and contrasts these with the more recent idea of the ''dialogue perspective''. A tentative model is suggested to improve the analysis of different strategies in a situation specific context. Neely and Wilson look at an essential prerequisite if change is to be effected in an efficient way, namely product goal congruence. Using a case study as its basis, their article suggests a method of measuring goal congruence as a means of identifying the extent to which key performance criteria relating to quality, time, cost and flexibility are understood within an organization. The two articles on production systems design represent important contributions to the debate on flexible production organization and autonomous group working. Rosander uses the results from cases to test the applicability of ''flow groups'' as the optimal way of organizing batch production. Schuring also examines cases to determine the reasons behind the adoption of ''autonomous work groups'' in The Netherlands and Sweden. Both these contributions help to provide a greater understanding of the production philosophies which have emerged as alternatives to more conventional systems -------for intermittent and continuous production. The production control articles are both concerned with the concepts of ''push'' and ''pull'' which are the two broad approaches to material planning and control. Hirakawa, Hoshino and Katayama have developed a hybrid model, suitable for multistage manufacturing processes, which combines the benefits of both systems. They discuss the theoretical arguments in support of the system and illustrate its performance with numerical studies. Slack and Correa's concern is with the flexibility characteristics of push and pull material planning and control systems. They use the case of two plants using the different systems to compare their performance within a number of predefined flexibility types. The two final contributions on service operations are complementary. The article by Voss really relates to manufacturing but examines the application of service industry concepts within the UK manufacturing sector. His studies in a number of companies support the idea of the ''service factory'' and offer a new perspective for manufacturing. Harvey's contribution by contrast, is concerned with the application of operations management principles in the delivery of professional services. Using the case of social-service provision in Canada, it demonstrates how concepts such as ''just-in-time'' can be used to improve service performance. The ten articles in this special issue of the journal address a wide range of issues and situations. Their common aspect is that, together, they demonstrate the extent to which competitiveness can be improved via the application of operations management concepts and techniques.