Implementing manufacturing strategy through strategic production planning (original) (raw)
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The development of manufacturing strategy in a turbulent environment
International Journal of Operations & Production Management, 1995
The number of "case studies" reported in the manufacturing strategy process literature does not match the increased importance of the theme. Moreover, the authors in the field generally prescribe what to do but do not always delve into details on how to do it. There are, however, some authors whose work can help in the difficult task of developing a manufacturing strategy in real situations. Two examples are the worksheets developed by Platts and Gregory[1], which are interesting tools for helping define the priorities for manufacturing, and the importance-performance matrix proposed by Slack[2], which is both simple to use and effective in giving managers a clear idea of what performance aspect needs urgent action in manufacturing. However, some important aspects of the manufacturing strategy development process still lack proper operationalization methods. The proactivity of the manufacturing function is an example. Proactivity, particularly in turbulent environments, is not something that can simply give companies an edge. It is sometimes the only way to survive. In fact, manufacturing proactivity is prescribed by a number of authors (Hayes and Wheelwright[3] is the most eloquent example) but few of them actually prescribe how the function should be organized and managed to achieve it.
An exploratory study of the manufacturing strategy process in practice
Journal of Operations Management, 1990
This work presents an exploratory empirical study of the process of formulating and implementing manufacturhrg strategy within the framework of overall corporate strategy, as practiced by a crosssectional representation of leading-edge firms.
Manufacturing Strategy: A Methodology and an Illustration
Interfaces, 1985
A manufacturing strategy is a critical component of the firm's corporate and business strategies, comprising a set of well-coordinated objectives and action programs aimed at securing a long-term, sustainable advantage over the firm's competitors. A manufacturing strategy should be consistent with the firm's corporate and business strategies, as well as with the other managerial functional strategies. We present a process and a structured methodology for designing such a manufacturing strategy. This methodology has been successfully tested in actual manufacturing environments. An illustration is given based on work at Packard Electric. 1.
Structuring Manufacturing Strategy
2007
Manufacturing strategy comprises decisionmaking problems in terms of manufacturing practices to achieve manufacturing objectives through linkages of performance measurement. It is pervasively influential, long-term, and dynamic owing to the conformance with corporate strategy, business strategy, and marketing strategy. Therefore, there are many underlying sub-problems which can be expressed in a wide spectrum of forms. In this study, we will firstly define the spectrum of problem-structuring. After that, a decision analysis framework as a guide for modeling problems in different forms is introduced. Finally, a realistic problem is illustrated for discussions.
Brazilian Business Review, 2019
The production systems built from Taylor's ideas, in the post war period, had as its main concern getting scale gains, because, during that time, the production capacity was smaller than the demand. It was the product out type of situation. When the demand becomes inferior to the supply, the market in approach is required. It raises, then, the companies' necessity to consider, simultaneously, different dimensions in the elaboration of their strategies and in the configuration of their production system: cost, quality, flexibility, delivery/service and lead time. The requirement of building robust production systems emerges, able of responding to the market in an effective and efficient way, according to the different dimensions of competition. Antunes Júnior et al. (2013) reinforces that a company's competitiveness expresses itself differently for each business unit, in such a way that the production must be capable of meeting specific demands that are translated into different "value packs". The manufacture must be capable of fulfilling demands with advantage over its competitors, concerning its priority competitive dimensions, market to market: cost,
THE CONTENT OF MANUFACTURING STRATEGY: A CASE STUDY IN COLOMBIAN INDUSTRIES
Manufacturing strategy (MS) is a long-term plan for production and operations system aimed to support the company’s corporate strategy. The content of MS addresses the goals and strategic decisions to face competition. Despite the number of contributions on this subject, few studies have been conducted in the Colombian context. Therefore, this article shows the results of a study undertaken in 36 Colombian companies addressing the three main components of the MS content: competitive priorities, strategic decision areas and the management’s approach to manufacturing. The results allow two groups of companies with different performance level to be identified, as well as the relationship of this performance with strategic decision areas and the management’s approach to manufacturing.
MANUFACTURING STRATEGY CONFIGURATIONS, CONTINGENCIES AND PERFORMANCE
2008
The main reasoning in the contingency perspective on manufacturing strategy theory is that context influences manufacturing strategy which in turn influences business performance. The study presented in this paper broadens this perspective by exploring if the business and operational performances are influenced only by manufacturing strategy, if the manufacturing strategy- performance relationship is moderated by the external contingencies, or even
Manufacture strategy stages and strategy-as-practice phases
Revista de Ciências da Administração, 2013
These studies aimed to analyze the stage of the manufacture strategies in the units of the organization, in agreement with the adaptation of the Manufacture Strategy Model of and the phases that characterizes the strategy-as-practice. This sample composed by 22 leaderships of the units (Goiás/ GO), Rio Grande do Sul (RS) and São Paulo (SP). The research used a diffuse genetic model and the Software MATLAB ® 5.0. Regarding the manufactures strategies stage, Goiás meets in the stage 3 (develops basis to business strategy) -and some characteristics belonging to stage 4. The Unit RS meets in stage 4, with some characteristics of stage 3. São Paulo meets in stage 3, with some characteristics still of stage 2. The phase Production Strategy Force appears significantly in the three Units analyzed. Concerning the phases that characterize the strategy-as-practice, the Units RS and Goiás present similarity in most phases.