Implementing manufacturing strategy (original) (raw)
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Implementing manufacturing strategy through strategic production planning
International Journal of Operations & Production Management, 1998
This paper identifies the need for a formal mechanism aiming to integrate operational decisions both horizontally, between different functional areas, and vertically, within the manufacturing function. It outlines some of the desired characteristics of a potential method to fulfil the aforementioned need and proposes that the integration should be done under the domain of the production planning process. Partial results of a running field research on the theme among Brazilian manufacturing companies are presented.
Production Planning and Control: The Dissemination Tool of the Operation Strategy
2016
The objective of this research is to analyze the Production Planning and Control (PPC) as a dissemination tool of the operation strategy in industries that compete in environmental sustainability. We used a qualitative methodology supported by cases studies, based on interviews with managers responsible for the production planning and control of four big Brazilian industries. The results indicated that PPC can be an efficient tool to dissiminate the operation strategy for its power of integration with the many key areas involved in an industry, what can bring pratical implications to the ones responsible for the formulation and implementation of the operation strategy. The result is of value because PPC can be used as an ally of the operation/production managers to promote and lead the implementation of the operation strategy on the shop floor.
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.
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.
Semina: Ciências Exatas e Tecnológicas
This article aims to investigate the process of implementation of Lean Manufacturing (LM) in companies in the North Furniture Center of Santa Catarina, seeking to identify its adherence to the concepts of strategic planning to ensure its success, within a log-term perspective. This article is based on a qualitative search with this furniture center to identify elements, through data analysis that allowed understanding the dynamics that were applied in this process of LM implementation and its interface with the strategic operations planning. Thus, as a result of this research, the study presented the main characteristics and behaviors related to the concepts of strategic planning aligned with this LM implementation process, which were found: staff training, communication, support for problem solving, monitoring of indicators, review and regular improvements. The study provided important guidance on the best practices for a consistent process for implementing the LM in order to obtai...
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.
Manufacturing Strategies Adopted by Companies for Business Performance
Tij S Research Journal of Economics Business Studies Rjebs, 2013
Manufacturing strategy as a concept, area of study and practice has been growing for the last recent years. Nevertheless, as it has grown the clarity of manufacturing strategy has diminished as different approaches and different views have appeared. This paper briefly reviewed the significance of manufacturing strategy and its implementation by firms to raise their performance. From literature reviewed it can be concluded that different firms have embraced different manufacturing strategies in order to develop their business performance. Greatest manufacturing strategies in firms should contain aspects such as the anticipation of new technology, and a link between manufacturing strategy and business strategy, a formal strategic planning process, which includes the company's management, and communication of the manufacturing strategy to firm'semployees.This paper recommends a model of manufacturing strategy that includes five decisions areas namely: 1) product design / engineering; 2) production planning and control; 3) organization and management; 4) plant and equipment; and 5) labor and staffing.
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,
A study of Ericsson regarding manufacturing and its position in the company. At Ericsson manufacturing has a fairly high rank and is also involved in the product development process at an early stage. The responsibilities for developing manufacturing strategies are delegated to the people at the different plants. Some small differences and competition between the plants are accepted, as long as it does not have a bad influence on the result. Any cultural differences could however be a severe obstacle to realizing the strategies. Further studies could cover small and medium enterprises and their adoption of manufacturing strategies.