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Reports a new method for preparing a product structure analysis to improve the effectiveness of the master scheduling function for products that are manufactured on an assemble‐to‐order basis. This methodology for conducting product structure analysis uses relational database management software to identify common and unique material in a product structure. Highlights example results of the application of methodology.

Describes an integrative microcomputer‐based exercise, ITEC, used in teaching manufacturing strategy and manufacturing planning and control courses. The exercise allows students the opportunity to gain actual experience in making strategic decisions in manufacturing and in managing the flow of materials in complex operations. It gives students experience in making process choice decisions, and reinforces their understanding of the difference between the planning and execution decisions necessary to manage manufacturing operations using MRPII planning logic under dynamic conditions. It provides experience in managing both batch and line operations and is useful in demonstrating the introduction of Just‐in‐Time manufacturing. The exercise also provides experience in scheduling and co‐ordinating vendor operations to support manufacturing requirements. Because of the uncertainty in customer demand, process yields and vendor deliveries, students gain insight and facility in managing complex operations with imperfect information. Outlines the structure of ITEC, its educational benefits, and its application within undergraduate, masters and executive education classes.

Presents a framework to determine manufacturing planning and control system requirements that reflect differences in manufacturing strategy and process technology in a business. Manufacturing planning and control systems represent a critical part of the manufacturing infrastructure and support functions, and their design needs to be closely linked to decisions regarding a firm′s manufacturing strategy and choice of processes. Discusses examples of companies which have developed a good fit between their manufacturing planning and control systems and their manufacturing strategy in terms of the framework presented.

A sample of 63 Danish companies is divided into four strategic groups. Each group represents a distinct manufacturing strategy. These strategic groups are then used to investigate relationships with the implementation of bundles of manufacturing practices such as JIT and TQM, and with operational performance. The results suggest that using strategic groups as a representation of companies' manufacturing strategy can improve the understanding of companies' implementation of bundles of manufacturing practices and of their operational performance. The results indicate that the degree of environmental fit differs amongst the groups and that companies do not necessarily have to conduct an extensive implementation of all bundles of manufacturing practices in order to perform well on important performance dimensions according to their manufacturing strategy. Finally, the study adds to the scarce literature on small country studies.

The basic tasks of a business are straight‐forward – getting and keeping customers and making profits, both set within the context of the short and long term. Explicit in these is not only a need for marketing and manufacturing to work well in themselves but to work well together. Companies, however, typically fail in this provision. To move to a more competitive response in today′s difficult markets requires more than co‐existence, it requires a shared partnership between the core parts of the firm. Shared understanding of marketing and manufacturing′s approach is the starting point. The other is building on a shared understanding of the market itself. In such a way, a move to being customer‐driven starts to take shape.

IT is slightly over two years since the U.S.A.A.F. asked some of the leading electrical manufacturers of the country to undertake the development of a wholly new alternating‐current electrical system for aircraft. While some of the details are not ready for publication, enough can be revealed to make this an opportune time to review the progress which has been made, and to evaluate the significance of this highly publicized development.

Outlines the concept of material requirements planning (MRP), showing how the tool offers management the capability to identify the products that were actually going to be produced. Explains how the system formalized and integrated various production and strategic requirements while quantifying usable output in an efficient manner. Considers the development of MRP II and how this encompasses several identifiable variables including reduced inventory, improved customer service, improved direct labour productivity and reduced purchased costs. Provides some practical examples of application.

During the past twenty‐five years the importance of chemistry as applied to the practical affairs of everyday life has increased. In every Secondary School of repute, chemistry now forms an important part of the teaching. A large number of Technical Schools have been founded and at least partly endowed or assisted out of the Public Funds. Numerous Societies have been formed with the object of furnishing means and opportunities for discussing chemistry in its relations to arts and manufactures. Such facts are, in themselves, sufficient proof of the economic value of the science. Inducements are held out to the student to avail himself of the means offered on every side to adopt applied chemistry as a calling. We find teachers of chemistry asserting the claims of chemistry as the one science on which modern industry depends for its development. There is no industry, from biscuit manufacture to sulphuric acid manufacture, that does not find its chances of success certainly increased by employing scientific chemists to control the details of manufacture and its ultimate failure assured by its declining to avail itself of the resources of chemistry.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

The Bureau of Economics in the Federal Trade Commission has a three-part role in the Agency and the strength of its functions changed over time depending on the preferences and ideology of the FTC’s leaders, developments in the field of economics, and the tenor of the times. The over-riding current role is to provide well considered, unbiased economic advice regarding antitrust and consumer protection law enforcement cases to the legal staff and the Commission. The second role, which long ago was primary, is to provide reports on investigations of various industries to the public and public officials. This role was more recently called research or “policy R&D”. A third role is to advocate for competition and markets both domestically and internationally. As a practical matter, the provision of economic advice to the FTC and to the legal staff has required that the economists wear “two hats,” helping the legal staff investigate cases and provide evidence to support law enforcement cases while also providing advice to the legal bureaus and to the Commission on which cases to pursue (thus providing “a second set of eyes” to evaluate cases). There is sometimes a tension in those functions because building a case is not the same as evaluating a case. Economists and the Bureau of Economics have provided such services to the FTC for over 100 years proving that a sub-organization can survive while playing roles that sometimes conflict. Such a life is not, however, always easy or fun.