Manufacturing strategy: text and cases
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston [u.a.]
Irwin McGraw-Hll
2000
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XII, 588 S. Ill. |
| ISBN: | 0256230722 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804128956115320832 |
|---|---|
| adam_text | Cont
1 International Comparisons 1
Manufacturing Output 1
Productivity: National Comparisons 5
Productivity: Plant Level Comparisons 7
Why Have These Trends in Manufacturing
Happened? 9
Failure to Recognize the Size of the
Competitive Challenge 9
Failure to Appreciate the Impact of
Increasing Manufacturing Capacity 9
Failure to Invest in Research and
Development (R D) 10
Top Management s Lack of
Manufacturing Experience 11
The Production Manager s Obsession
with Short Term Performance Issues 12
Manufacturing Strategy 13
Conclusion 15
2 Developing a Manufacturing
Strategy—Principles
and Concepts 19
Functional Strategies 20
Strategies versus Philosophies 21
Functional Dominance within Corporate
Strategy 22
ents
Reasons for Manufacturing s Reactive Role
in Corporate Strategy 23
How Production Executives See Their
Role 23
How Companies See Manufacturing s
Strategic Contribution 23
Too Late in the Corporate Debate to
Effectively Influence Strategic
Outcomes 24
Failure to Say No When Strategically
Appropriate 24
Lack of Language to Explain and
Concepts to Underpin Manufacturing
Strategy 24
Functional Goals versus Manufacturing s
Needs 25
Length of Tenure 26
Top Management s View of
Strategy 27
The Content of Corporate Strategy 27
Strategy Statements Are General in
Nature 28
Strategy Debate and Formulation Stops
at the Interface 28
Whole versus Parts 29
Typical Outcomes 29
Developing a Manufacturing
Strategy 29
vii
viii Contents
Strategic Integration—Linking
Manufacturing to Marketing 30
How It Works 31
Order Winners and Qualifiers 35
Define the Meaning 35
Strategy Is Time and Market
Specific 36
Definitions of Order Winners and
Qualifiers 36
Order Winners versus Qualifiers 36
Differentiating between Order Winners
and Qualifiers 37
Direct Customer versus End User
Reviews 38
Monitoring Actual/Anticipated Change
over Time 38
The Procedure for Establishing
Order Winners and Qualifiers 39
Understanding the Criteria Chosen and Their
Relative Weightings 41
Identifying Qualifiers with the Potential
to Become Order Winners 42
Indentifying Qualifiers That Are Order
Losing Sensitive 42
The Outputs of Manufacturing
Strategy 43
Manufacturing Typically Develops More
Than One Strategy 44
Conclusion 45
Market or Marketing Led? 46
Manufacturing Strategy 46
3 Order Winners and Qualifiers 49
Strategic Scenarios and Approaches 49
Strategic Vacuum 50
Understanding Markets 51
Characteristics of Today s Markets—
Difference and Speed of
Change 51
Order Winners and Qualifiers—Basic
Characteristics 52
Order Winners and Qualifiers—Specific
Dimensions 53
Manufacturing Related and
Manufacturing Specific Criteria 53
Manufacturing Related but Not
Manufacturing Specific Criteria 69
Non Manufacturing Related Criteria 76
Benchmarking 78
Best in Class Examplars 80
Ways to Close the Gap and Then Surpass
Exemplars 81
Competitors Are Moving Targets 82
Determining Order Winners and Qualifiers 82
Conclusion 83
The Capsizing Effect 84
Hitting Singles versus Home Runs 84
Little Is New, Even Less Is Complex 84
4 Developing a Manufacturing
Strategy—Methodology 87
Genetic Strategies: Today s Version of the
Alchemist s Stone 88
The Nature of Strategy: Directional and
Iterative 89
Checking Markets 89
Substituting Customer Behavior for
Customer Voice 90
The Most Important Orders Are the Ones
You Turn Down 90
Form and Nature 90
Reviewing Relevant Order Winners and
Qualifiers 92
General Issues 93
Analyses to Be Completed 94
Outcomes of the Market Debate 101
Relating Manufacturing to Agreed Markets
103
Price 104
Pricing 105
Quality Conformance 106
Delivery Reliability 106
Delivery Speed 106
Conclusion 107
Process versus Content 108
Corporate Context 108
Contents
5 Process Choice 109
Process Choice 110
The Manufacturing Function 110
The Generic Types of Process
Choices 111
Markets and Product Volumes 116
( Technical Specification versus Business
Specification 117
Business Implications of Process
Choice 118
Selected Business Implications 123
Project 123
Jobbing 124
Line 125
Batch 126
Continuous Processing 127
An Overview of Process Choice 128
Hybrid Processes 130
Batch Related Hybrids 131
Line Related Hybrids 138
Review of the Use of Numerical Control
(NC) in Hybrid Processes 139
Corporate Manufacturing Responses to
Similar Markets 140
Technology Strategy 141
Flexibility—A Strategic Cop Out? 142
Technology Push versus Pull
Strategies 143
Manufacturing Strategy and
Technological Opportunities 143
Conclusion 143
The Nature of Markets and
Manufacturing 143
Manufacturing s Strategic
Response 144
6 Product Profiling 145
The Need to Expand Manufacturing
Strategy s Language Base 146
Product Profiling 146
Levels of Applications 147
Procedure 147
ix
Company Based Profiles 148
Inducing Mismatch with Process
Investments 148
Applying the Same Manufacturing
Strategy to Two Different Markets 149
Incremental Marketing Decisions
Resulting in a Mismatch 151
Reallocation of Products Due to
Downsizing 152
Internal Sourcing Decisions Based on
Unit Costs 154
Product Based Profiles 154
Using Product Profiling 156
Conclusion 157
7 Focused Manufacturing—
Principles and Concepts 159
Focused Manufacturing 160
Principle of Economies of Scale in
Markets Characterized by
Difference 161
Marketing 161
Increases in Plant Size 161
Manufacturing 162
Plant Utilization 162
Specialists as the Basis for Controlling a
Business 162
Looking for Panaceas 163
Trade Offs in Focused Manufacturing 164
Downsizing versus Focused
Plants 164
Alternative Approaches to Focused
Manufacturing 165
Plant within a Plant Configuration 166
Focus and the Product Life Cycle 167
Progression or Regression in Focused
Manufacturing 171
Conclusion 171
Supporting Markets Characterized by
Difference 172
Ways Forward—Halting the Drift into
Unfocused Manufacturing 173
X Contents
8 Focused Manufacturing—
Methodology 175
Origins of Existing Plants 175
Moving to Focused Plants 176
Steps toward Focused Plants 178
Process Review 178
Identifying Manufacturing Order Winners
and Qualifiers 178
Process Rearrangement 178
Infrastructure Rearrangement 179
Focus Regression versus Focus
Progression 181
Implementing Focus: Examples and
Illustrations 181
Focused Plants: Outcomes 183
Focused Plants 183
Plant within a Plant 184
Conclusion 185
9 Make or Buy and Managing
the Supply Chain 187
Reasons for Choosing Whether to Make or
Buy 187
Retaining Core Technology Elements of
the Business 188
Strategy Considerations 188
Span of Process and Product/Process
Technology 189
Product Volumes 190
The Globalization of World Trade 191
The Reality of Make or Buy
Decision 191
Issues Involved in Changing Make or Buy
Decisions 193
Costs and Investments 194
Strategic Considerations 195
The Managerial Task 196
Levels of Vertical Integration 197
Dimensions Involved 197
Benefits of Vertical Integration 197
Benefits of Outsourcing 198
Disadvantages of Outsourcing 199
Assessing the Appropriate Level of
Vertical Integration 199
Level of Integration 200
Taper Integrated Strategy 200
The Hollow Corporation 201
Alternatives to Widening the Internal Span of
Process 205
Joint Ventures 206
Nonequity Based Collaboration 206
Managing the Supply Chain 207
Supply Chain Management Issues 208
Globalization 208
Incorporating Uncertainty 209
Customer/Supplier Dependence 210
Types of Supplier Relations 210
Off shore Manufacturing Plants 212
Logistic Costs 212
Developing the Supply Chain 213
Origins and Evolution of Supply
Chains 214
Aspects of Change 217
Summary of Benefits 221
Reduced Costs 221
Shortened Lead Times 223
Lower Inventories 224
Conclusion 227
10 Manufacturing Infrastructure
Development 231
Manufacturing Infrastructure Issues 233
Infrastructure Development 235
Important Infrastructure Issues 237
Organizational Issues 238
Role of Specialists 238
Specialists and Economies of Scale 238
Functional Silos 240
Control from a Distance 240
Reward Systems 241
Too Many Layers 241
Operational Effects of Structural
Decisions 243
The Operator s Job 243
Contents
Strategy Based Alternatives 244
Functional Teamwork 245
Structure of Work 246
Cascading Overheads and Flattening
Organizations 247
Quality Circles or Productivity
Improvement Groups 247
Operational Control 249
Control of Quality 250
Control of Inventory 252
Control of Manufacturing 257
From Panaceas to Policy 259
Why Don t Panaceas Work? 261
Conclusion 264
11 Accounting, Finance, and
Manufacturing Strategy 267
Investment Decisions 268
The Need for a Strategic View of
Investments 269
Investment Decisions Must Be Based on
Order Winners 271
Financial Control Systems Must Meet the
Needs of the Investment Evaluation
Process 273
Investment Decisions—Not Separate but
Part of a Corporate Whole 274
There Can Be Only One Reason
to Substantiate an Investment
Proposal 275
Excessive Use of ROI Distorts Strategy
Building 276
Government Grants Are Not Necessarily
Golden Handshakes 278
Linking Investment to Product Life
Cycles Reduces Risk 280
Manufacturing Must Test the Process
Implications of Product Life Cycle
Forecasts 281
Investment Decisions Must Quantify
Working Capital and Infrastructure
Requirements 282
xi
Postaudits Capture Learning and Improve
Future Decisions 283
Operating Controls and Information 283
The Simplistic Nature of Accounting
Information 284
The Need for Accounting System
Development 286
Working on the Left Side of the Decimal
Point 288
Assessing Current Performance 288
Allocate, Not Absorb Overheads 288
Activity Based Costing 290
Focused Manufacturing Helps to Identify
Overhead Costs 291
Create Business Related Financial
Information 292
Provide Performance Related Financial
Information 293
Conclusion 293
Markets Are Changing 294
Businesses Are Characterized by
Difference, Not Similarity 294
Linking Process Investment Decisions and
the Evaluation of Control Systems 295
Ways Forward 296
Case 1: Anonke Apparel Company,
Limited 297
Case 2: Aztec Holdings, Inc. 321
Case 3: Control Electronics Inc. 333
Case 4: Franklin, Singleton and Cotton 347
Case 5: Hoffmann Tobacco 354
Case 6: HQ Injection Molding
Company 365
Case 7: Klein Products 381
Case 8: Meta Products 391
Case 9: Millstone Packaging 407
Case 10: Nolan and Warner Pic. 413
Case 11: Norex Printing Services 420
Case 12: Ontario Packaging 431
Case 13: Peterson Carton Services 434
Case 14: Precision Steel Pic 452
Case 15: Ransom Electronic Products 467
Case 16: Rumack Pharmaceuticals 477
Case 17:Sherpin 485
xii Contents
Case 18: Shire Products 493
Case 19: Tama Electronics Inc. 514
Case 20: The Great Nuclear Fizzle at Old
B W 522
Case 21: Tyndall Furniture
Company (A) 531
Case 22: Tyndall Furniture
Company (B) 539
Case 23: Tyndall Furniture
Company (C) 552
Case 24: Winkler, A. G. 563
Index 582
|
| any_adam_object | 1 |
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| discipline | Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
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| isbn | 0256230722 |
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| spelling | Hill, Terry Verfasser aut Manufacturing strategy text and cases Terry Hill 3. ed. Boston [u.a.] Irwin McGraw-Hll 2000 XII, 588 S. Ill. txt rdacontent n rdamedia nc rdacarrier Planification stratégique Production - Gestion Production management Strategic planning Fertigung (DE-588)4016899-2 gnd rswk-swf Produktionsplanung (DE-588)4047360-0 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf 1\p (DE-588)4522595-3 Fallstudiensammlung gnd-content Strategisches Management (DE-588)4124261-0 s Fertigung (DE-588)4016899-2 s DE-604 Produktionsplanung (DE-588)4047360-0 s 2\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009652306&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Hill, Terry Manufacturing strategy text and cases Planification stratégique Production - Gestion Production management Strategic planning Fertigung (DE-588)4016899-2 gnd Produktionsplanung (DE-588)4047360-0 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4016899-2 (DE-588)4047360-0 (DE-588)4124261-0 (DE-588)4522595-3 |
| title | Manufacturing strategy text and cases |
| title_auth | Manufacturing strategy text and cases |
| title_exact_search | Manufacturing strategy text and cases |
| title_full | Manufacturing strategy text and cases Terry Hill |
| title_fullStr | Manufacturing strategy text and cases Terry Hill |
| title_full_unstemmed | Manufacturing strategy text and cases Terry Hill |
| title_short | Manufacturing strategy |
| title_sort | manufacturing strategy text and cases |
| title_sub | text and cases |
| topic | Planification stratégique Production - Gestion Production management Strategic planning Fertigung (DE-588)4016899-2 gnd Produktionsplanung (DE-588)4047360-0 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Planification stratégique Production - Gestion Production management Strategic planning Fertigung Produktionsplanung Strategisches Management Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009652306&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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