Analysis of manufacturing enterprises: an approach to leveraging value delivery processes for competitive advantage
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Boston [u.a.]
Kluwer
2000
|
| Series: | The Kluwer international series on discrete event dynamic systems
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XX, 292 S. graph. Darst. |
| ISBN: | 079238671X |
Staff View
MARC
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| 245 | 1 | 0 | |a Analysis of manufacturing enterprises |b an approach to leveraging value delivery processes for competitive advantage |c by N. Viswanadham |
| 264 | 1 | |a Boston [u.a.] |b Kluwer |c 2000 | |
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| adam_text | Contents
List of Figures xi
List of Tables xv
Preface xvii
Acknowledgments xix
1. INTRODUCTION 1
1. The Manufacturing Enterprise 1
1.1 Traditional vs. Modern Enterprises 3
1.2 Examples 6
2. Motivation and Approach 9
2.1 Part 1: Foundations 11
2.2 Part 2: Specific Business Processes 12
3. Conclusions 14
4. Bibliographic Notes 14
2. ARCHITECTURE OF A MANUFACTURING ENTERPRISE 15
1. History of Manufacturing 17
1.1 Mass Production System 19
1.2 Modern Manufacturing System 19
1.3 Types of Competition 20
2. The Manufacturing Enterprise 23
3. Business Processes 26
3.1 Functional vs. Process Centric Organization 26
3.2 Definition and Characteristics 27
3.3 Business Process Decomposition 30
3.4 Process Effectiveness and Efficiency 32
3.5 Process Performance Measures 34
3.6 Customers and Competitors 35
4. Types of Processes 37
5. Some Important Business Processes 38
5.1 New Product Development Process (NPDP) 38
5.2 Production Process 39
List of Figures
1.1 A competitive manufacturing enterprise 3
1.2 IT integrated manufacturing enterprise 5
1.3 Typical work flow through a functional organization 9
2.1 Input—output model of a manufacturing system 17
2.2 Subsystems in a manufacturing enterprise 24
2.3 Functions and business processes in an organization 28
2.4 Business processes in a multiorganizational, multi¬
functional enterprise 28
2.5 Business process hierarchy 31
2.6 Example of a interfunctional, interorganizational
business process with interfaces 32
2.7 The new product development process 39
2.8 The production process 40
2.9 The supply chain process 42
2.10 The order to delivery process 43
2.11 Cross organizational, cross functional work flow in
the NPDP 45
2.12 The interaction between NPDP, SCP and ODP 47
2.13 Strategy, critical business processes, and core capabilities 58
2.14 Core competencies, core business processes, and products 61
3.1 Functional organization structure 70
3.2 Product organization structure 72
3.3 Matrix organization structure 75
3.4 Process management structure 77
3.5 The network organization structure in the garment
industry 80
3.6 Network organization for the hospitality industry 81
4.1 Lean component manufacturer between an unreli¬
able supplier and a conventional manufacturer 89
I
xii ANALYSIS OF MANUFACTURING ENTERPRISES
4.2 Lead times in apparel supply chains 97
4.3 Typical areas under normal curve 100
4.4 Process mean shift and six sigma quality 102
4.5 Widened operating windows with higher process
capability 103
4.6 Supply chain capacities in example 4.10 105
4.7 Capacity bottleneck in a supply chain process 106
4.8 Reliability of a supply chain 107
4.9 Supply chain costs and margins (Adapted from
[44]) 109
5.1 Performance measurement and control system 121
5.2 Strategy, processes, and performance measurement 123
5.3 The balanced scorecard [Adapted from Kaplan and
Norton] 130
5.4 The benchmarking process 136
5.5 Levels of business processes 139
5.6 Continuous improvement using measurement feedback 146
5.7 Control charts for delivery time performance and
errors in purchase orders 147
5.8 Fishbone diagram for late delivery from a supplier 148
6.1 Three state model for NPD decisions 165
6.2 Stage gate model for the NPDP 167
6.3 Event tree for an NPD stage gate system 170
6.4 Hewlett Packard s time cost break even diagram 173
6.5 Process flow diagram for the product development
process 178
6.6 Iteration structure for the new product develop¬
ment process 179
7.1 Buyer—vendor activity under electronic commerce 184
7.2 Order to delivery flow 188
7.3 Time windows for the four options 189
7.4 ODP controller 191
7.5 Interorganizational information system 202
7.6 Trade off between service levels and costs 205
8.1 The supply chain as an integrated network of sup¬
pliers, manufacturers, and distributors 215
8.2 The supply chain process hierarchy 216
8.3 Lead time in the supply chain process 218
8.4a Functions acting as silos separated by inventories 221
8.4b Fully integrated supply chain 221
8.5 Supply chain configuration: facilities 224
8.6 Structural features in the supply chain process 225
List of Figures xiii
8.7 Automation and information technologies in the
supply chain process 226
8.8 Product process structure with late customization 236
8.9 Product process structure with early customization 237
8.10 Converging product process structure 238
8.11 Supply chain lead time 242
8.12 Lead time gap 244
8.13 Control of variation in a supply chain process 248
8.14 Total cost analysis for supply chains 250
8.15 Supply chain process maps of two different companies 255
8.16 Customer service benchmarking 257
9.1 Petri net primitives for supply chain modeling 268
List of Tables
2.1 Inputs and outputs of business processes 33
2.2 Typical business processes in a manufacturing company 37
4.1 Costs for national and international supply chains 111
4.2 Types of flexibility in a manufacturing enterprise 116
6.1 Examples of type I errors at the respective gates 169
7.1 Flexibility measures for an ODP 211
8.1 Errors in warehouse activities 249
8.2 Flexibility measures for an SCP 254
vi ANALYSIS OF MANUFACTURING ENTERPRISES
5.3 Supply Chain Process (SCP) 41
5.4 Order to Delivery Process (ODP) 43
5.5 Interaction Among Processes 44
6. Characteristics of a Well Managed Process 46
6.1 Process Ownership 46
6.2 Well Defined Boundaries 49
6.3 Well Defined Work Flow 49
6.4 Performance Measurement System 50
6.5 Control of Process Deviations 51
6.6 Process Enablers 52
7. Competitive Strategy and Business Processes 54
7.1 Critical Business Processes 55
8. Core Competencies and Core Capabilities 58
8.1 Resource Based View of an Enterprise 58
8.2 Core Competencies 60
8.3 Core Capabilities 63
9. Conclusions 65
10. Bibliographic Notes 65
3. ORGANIZATION STRUCTURE 67
1. Introduction 67
1.1 Mechanistic and Organic Organizations 68
2. Types of Organization Structures 70
2.1 Functional Structure 70
2.2 Product Structure 72
2.3 Customer Based Structure 73
2.4 Geography Based Structure 73
2.5 Hybrid Structures 74
2.6 Matrix Structure 74
2.7 Process Based Structure 75
2.8 The Network Organization 79
3. Choosing the Right Structure 83
4. Conclusions 85
5. Bibliographic Notes 85
4. PROCESS PERFORMANCE MEASURES 87
1. Introduction 87
1.1 Functional vs. Process Measures 88
1.2 Process Performance Measures 90
2. Lead Time 92
2.1 Process Redesign and Automation 94
2.2 Methods To Reduce Lead Time 95
2.3 Examples 96
3. Quality 98
3.1 Controlling the Variation 99
3.2 Examples 103
4. Capacity 104
Contents vii
4.1 Examples 105
5. Process Reliability 106
5.1 Dependability 107
6. Cost 108
6.1 Examples 110
7. Asset Utilization 111
8. Flexibility 112
8.1 Coping With Uncertainty 113
8.2 Flexibility in Business Processes 115
9. Conclusions 118
10. Bibliographic Notes 118
5. PROCESS MEASUREMENT AND REDESIGN 119
1. Introduction 119
2. Strategy, Processes, and Measures 122
2.1 Examples 123
3. Measures and Measurements 124
3.1 Measurements at the Work Process Level 125
3.2 Computation of Process Level Measures 127
4. Balanced Scorecard 129
5. Process Benchmarking 131
5.1 History of Benchmarking 132
5.2 Types of Benchmarking 133
5.3 What to Benchmark? 135
5.4 A Benchmarking Process 136
6. Process Rating and Improvement 137
6.1 Rating Criteria 138
6.2 Process Levels 141
7. Process Redesign 143
7.1 A Process Redesign Example 149
8. Conclusions 151
9. Bibliographic Notes 152
6. THE PRODUCT DEVELOPMENT PROCESS 155
1. Introduction 155
1.1 What is a New Product? 157
2. Product Development Strategies 158
3. The New Product Creation Process 159
3.1 Technology and Resource Development Process 160
3.2 Product Strategy 160
3.3 New Product Development Process 162
3.4 Review Process 163
4. Design of the Stage Gate System 164
4.1 Three State Decision Model 165
4.2 Type I and Type II Errors in the Stage Gate System 167
4.3 Decision Tree for the Stage Gate System 168
viii ANALYSIS OF MANUFACTURING ENTERPRISES
4.4 Why Do New Products Fail? 170
5. Organization Structure 171
6. Performance Measures 172
6.1 Cycle Time 172
6.2 Cycle Time Reduction 174
6.3 Example 6.1: Modeling Software Development 175
6.4 Example 6.2: Modeling a Product Development
Organization 176
7. Benchmarking in the NPDP 179
8. Conclusions 181
9. Bibliographic Notes 181
7. ORDER TO DELIVERY PROCESS 183
1. Introduction 183
2. Description of an ODP 186
2.1 Monitoring and Control of the ODP 190
3. Logistics 191
3.1 Information Systems in Logistics 192
3.2 Economic Issues 193
4. Information Sharing in an ODP and Best Practices 195
4.1 Vendor Managed Inventories 196
4.2 Supplier Scheduling 197
4.3 JIT Purchasing 199
4.4 Interorganizational Information Systems 199
5. Performance Measures of an ODP 203
5.1 Customer Service 203
5.2 ODP Lead Time 206
5.3 ODP Costs 208
5.4 Examples 208
5.5 ODP Flexibility 210
6. Conclusions 210
7. Bibliographic Notes 211
8. SUPPLY CHAIN PROCESS MANAGEMENT 213
1. Introduction 213
2. Supply Chain Fundamentals 215
2.1 Product Flow in a Typical Supply Chain 217
2.2 Virtual Integration 219
2.3 Streamlining the Supply Chain 220
2.4 Competitive Advantage 220
3. Decision Making in the Supply Chain World 221
4. Configuration of the Supply Chain Process 223
4.1 Facility Location 224
5. Effective Supply Chain Management 228
5.1 Production Control Policies 229
5.1.1 Input Control 230
5.2 Interfaces Between Supply Chain Partners 231
Contents ix
5.3 Integrated Product SCP Design 234
5.4 SCP Types 236
5.5 Postponement 238
5.6 Information Systems 240
6. Performance Measures 241
6.1 Lead Time 242
6.2 Examples 244
6.3 Quality Management 245
6.4 Supply Chain Process Costs 248
6.5 Asset Utilization 251
6.6 Flexibility 251
7. Performance Measurement and Benchmarking 253
7.1 Internal Performance Measurement 253
7.2 Benchmarking Supply Chains 256
8. Organization Structure 258
8.1 Functional Organization Structure 258
8.2 Network Management 259
9. Conclusions 260
10. Bibliographic Notes 261
9. EPILOGUE 263
1. Modeling Manufacturing Enterprises 264
1.1 Performance Measures 265
1.2 Models of Value Delivery Processes 267
1.3 Simulation Models 268
1.4 Analytical Models 269
2. Work Load Modeling 270
3. Case Studies 270
4. Conclusions 271
10. EXERCISES 273
REFERENCES 283
Index 291
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| language | English |
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| spelling | Viswanadham, N. Verfasser aut Analysis of manufacturing enterprises an approach to leveraging value delivery processes for competitive advantage by N. Viswanadham Boston [u.a.] Kluwer 2000 XX, 292 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier The Kluwer international series on discrete event dynamic systems Comparatieve kosten gtt Distributiekanalen gtt Prestatiebeoordeling gtt Procesbeheersing gtt Productiesystemen gtt Production - Gestion Waardemaximalisatie gtt Production management Produktion (DE-588)4047347-8 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Produktion (DE-588)4047347-8 s Management (DE-588)4037278-9 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009422641&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Viswanadham, N. Analysis of manufacturing enterprises an approach to leveraging value delivery processes for competitive advantage Comparatieve kosten gtt Distributiekanalen gtt Prestatiebeoordeling gtt Procesbeheersing gtt Productiesystemen gtt Production - Gestion Waardemaximalisatie gtt Production management Produktion (DE-588)4047347-8 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4047347-8 (DE-588)4037278-9 |
| title | Analysis of manufacturing enterprises an approach to leveraging value delivery processes for competitive advantage |
| title_auth | Analysis of manufacturing enterprises an approach to leveraging value delivery processes for competitive advantage |
| title_exact_search | Analysis of manufacturing enterprises an approach to leveraging value delivery processes for competitive advantage |
| title_full | Analysis of manufacturing enterprises an approach to leveraging value delivery processes for competitive advantage by N. Viswanadham |
| title_fullStr | Analysis of manufacturing enterprises an approach to leveraging value delivery processes for competitive advantage by N. Viswanadham |
| title_full_unstemmed | Analysis of manufacturing enterprises an approach to leveraging value delivery processes for competitive advantage by N. Viswanadham |
| title_short | Analysis of manufacturing enterprises |
| title_sort | analysis of manufacturing enterprises an approach to leveraging value delivery processes for competitive advantage |
| title_sub | an approach to leveraging value delivery processes for competitive advantage |
| topic | Comparatieve kosten gtt Distributiekanalen gtt Prestatiebeoordeling gtt Procesbeheersing gtt Productiesystemen gtt Production - Gestion Waardemaximalisatie gtt Production management Produktion (DE-588)4047347-8 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Comparatieve kosten Distributiekanalen Prestatiebeoordeling Procesbeheersing Productiesystemen Production - Gestion Waardemaximalisatie Production management Produktion Management |
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