Strategic manufacturing for competitive advantage: transforming operations from shop floor to strategy
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
London
Prentice Hall
1996
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references (p. 344-355) and index |
| Beschreibung: | xvii, 363 p. ill. : 24 cm |
| ISBN: | 013184508X |
Internformat
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| 245 | 1 | 0 | |a Strategic manufacturing for competitive advantage |b transforming operations from shop floor to strategy |c Steve Brown |
| 264 | 1 | |a London |b Prentice Hall |c 1996 | |
| 300 | |a xvii, 363 p. |b ill. : 24 cm | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
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| 500 | |a Includes bibliographical references (p. 344-355) and index | ||
| 650 | 4 | |a Manufacturing industries - Management | |
| 650 | 7 | |a Planification stratégique |2 ram | |
| 650 | 7 | |a Productiemanagement |2 gtt | |
| 650 | 7 | |a Production - Gestion |2 ram | |
| 650 | 7 | |a Strategische planning |2 gtt | |
| 650 | 4 | |a Manufactures | |
| 650 | 4 | |a Strategic planning | |
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| adam_text | Contents
Acknowledgements xiii
Introduction xv
I Strategic issues in manufacturing I
1.1 Introduction 1
1.2 The value chain 7
1.3 Focus, core competence and distinctive capabilities 9
1.4 The scope of strategic decision making activities 10
1.5 The company in relation to the industry/market 13
1.6 Stakeholders and strategy 17
1.7 The strategic planning process 19
1.8 Strategic options 22
1.9 The use of matrices in strategic decision making 29
1.10 Evaluating strategic decisions 33
Conclusion 35
Summary 37
Case BMW, Honda and Rover 38
2 Manufacturing strategy 40
2.1 Introduction 40
2.2 The national importance of manufacturing 44
2.3 The problems of past attitudes to manufacturing 52
2.4 Reasons for the continued image problem of production/operations 56
2.5 Present day developments of production/operations image 58
2.6 Key reasons for having a manufacturing strategy 59
2.7 Formulating a manufacturing strategy 64
2.8 Market forces and manufacturing: from craft to strategic
manufacturing 71
2.9 The need for holistic management 73
2.10 Evaluating the success of manufacturing strategies 75
Conclusion 75
Summary 79
Case Manufacturing strategy at Compaq 80
ix
x Contents
3 Issues in new product development 83
3.1 Introduction 83
3.2 A brief overview of reasons for new product launches 86
3.3 The strategic importance of new product development 87
3.4 The role of R D in new product development 93
3.5 New product developments and related industries 100
3.6 Types of new product development 102
3.7 The failure factor in product innovation 104
3.8 Basic considerations in new product development 106
3.9 The process of new product developments 108
3.10 Organizational considerations in new product development 111
3.11 Computer aided design 123
3.12 Indications of design effectiveness 125
3.13 Modular design 127
Conclusion 128
Summary 130
Case Ford 130
4 Manufacturing investment, process choice and strategy 133
4.1 Introduction 133
4.2 Basic layout types 136
4.3 Overview of process choice 139
4.4 Process choice and strategy 143
4.5 Process choice and marketing strategy 147
4.6 Factory focus 150
4.7 Process choice and the product lifecycle 151
4.8 Flexible manufacturing systems (FMS) 152
4.9 Group technology and factory focus 159
4.10 Overview of automation 160
4.11 Computer integrated manufacturing (CIM) 164
4.12 The scope of investment in manufacturing technology 165
4.13 Types of automation 165
4.14 The debate on investment in process technology 168
4.15 Failures with automation 171
Conclusion 172
Summary 174
Case IBM s manufacturing plant in Scotland 175
5 Quality as a strategic factor 177
5.1 Introduction 177
5.2 Quality as part of the mission statement 179
5.3 Denning quality 179
5.4 The strategic importance of quality 185
Contents xi
5.5 The evolution from inspection to TQM 189
5.6 Total quality management (TQM) 189
5.7 The cost of quality 192
5.8 The evidence and real cost of quality failure 194
5.9 Human factors in quality management 197
5.10 Kaizen 201
5.11 Quality awards 202
5.12 Tools and techniques 203
5.13 TQM and work study 210
5.14 Total productive maintenance (TPM) 217
5.15 Implementing the process of quality management 218
Conclusions 219
Summary 221
Case TQM at Motorola 222
6 The strategic importance of inventory management 224
6.1 Introduction 224
6.2 The scope of materials management 226
6.3 Tactical/functional roles in materials management 228
6.4 The competitive importance of materials management 228
6.5 Stock holding 230
6.6 ABC analysis 231
6.7 The economic order quantity (EOQ) model 232
6.8 The development towards a strategic/holistic approach 235
6.9 MRP where operational and strategic levels begin to meet 236
6.10 Overview of just in time 244
6.11 Electronic data interchange (EDI) 251
6.12 The strategic development of buyer supplier relationships 251
6.13 The development from adversarial to partnership relationships 254
6.14 The reduction and consolidation in the number of suppliers 260
6.15 Suppliers and innovation 261
6.16 The transplant suppliers 264
6.17 The transfer of Japanese practices to Japanese transplants in the West 265
Conclusions 267
Summary 267
Case Sun Microsystems 268
7 Strategic human resource management 271
7.1 Introduction 271
7.2 An overview of key areas in the firm s human resource audit 273
7.3 The importance of human involvement in production/operations 274
7.4 Three major manufacturing eras and their effect upon human
resources 277
xii Contents
7.5 Relevant human resource theories for production/operations
management 280
7.6 Motivation theories 281
7.7 Charismatic leadership or company wide effort? 286
7.8 Remuneration for production/operations staff 287
7.9 International comparisons of hours and wages 290
7.10 Organizational factors 290
7.11 Training 297
7.12 Organizational learning 302
7.13 Collaboration 308
Conclusions 310
Summary 311
Case General Motors 312
8 World class strategic manufacturing 316
8.1 The current position 316
8.2 Overview of markets 319
8.3 The importance of globalization 319
8.4 The strategic response to markets 322
8.5 Describing the current manufacturing era 326
8.6 World class manufacturing 327
8.7 Is lean manufacturing sufficient? 330
8.8 Denning strategic manufacturing 334
8.9 Becoming strategic: linking corporate, marketing and manufacturing
strategies 338
Conclusions 341
Bibliography 344
Index 356
|
| adam_txt |
Contents
Acknowledgements xiii
Introduction xv
I Strategic issues in manufacturing I
1.1 Introduction 1
1.2 The value chain 7
1.3 Focus, core competence and distinctive capabilities 9
1.4 The scope of strategic decision making activities 10
1.5 The company in relation to the industry/market 13
1.6 Stakeholders and strategy 17
1.7 The strategic planning process 19
1.8 Strategic options 22
1.9 The use of matrices in strategic decision making 29
1.10 Evaluating strategic decisions 33
Conclusion 35
Summary 37
Case BMW, Honda and Rover 38
2 Manufacturing strategy 40
2.1 Introduction 40
2.2 The national importance of manufacturing 44
2.3 The problems of past attitudes to manufacturing 52
2.4 Reasons for the continued image problem of production/operations 56
2.5 Present day developments of production/operations' image 58
2.6 Key reasons for having a manufacturing strategy 59
2.7 Formulating a manufacturing strategy 64
2.8 Market forces and manufacturing: from craft to strategic
manufacturing 71
2.9 The need for holistic management 73
2.10 Evaluating the success of manufacturing strategies 75
Conclusion 75
Summary 79
Case Manufacturing strategy at Compaq 80
ix
x Contents
3 Issues in new product development 83
3.1 Introduction 83
3.2 A brief overview of reasons for new product launches 86
3.3 The strategic importance of new product development 87
3.4 The role of R D in new product development 93
3.5 New product developments and related industries 100
3.6 Types of new product development 102
3.7 The failure factor in product innovation 104
3.8 Basic considerations in new product development 106
3.9 The process of new product developments 108
3.10 Organizational considerations in new product development 111
3.11 Computer aided design 123
3.12 Indications of design effectiveness 125
3.13 Modular design 127
Conclusion 128
Summary 130
Case Ford 130
4 Manufacturing investment, process choice and strategy 133
4.1 Introduction 133
4.2 Basic layout types 136
4.3 Overview of process choice 139
4.4 Process choice and strategy 143
4.5 Process choice and marketing strategy 147
4.6 Factory focus 150
4.7 Process choice and the product lifecycle 151
4.8 Flexible manufacturing systems (FMS) 152
4.9 Group technology and factory focus 159
4.10 Overview of automation 160
4.11 Computer integrated manufacturing (CIM) 164
4.12 The scope of investment in manufacturing technology 165
4.13 Types of automation 165
4.14 The debate on investment in process technology 168
4.15 Failures with automation 171
Conclusion 172
Summary 174
Case IBM's manufacturing plant in Scotland 175
5 Quality as a strategic factor 177
5.1 Introduction 177
5.2 Quality as part of the mission statement 179
5.3 Denning quality 179
5.4 The strategic importance of quality 185
Contents xi
5.5 The evolution from inspection to TQM 189
5.6 Total quality management (TQM) 189
5.7 The cost of quality 192
5.8 The evidence and real cost of quality failure 194
5.9 Human factors in quality management 197
5.10 Kaizen 201
5.11 Quality awards 202
5.12 Tools and techniques 203
5.13 TQM and work study 210
5.14 Total productive maintenance (TPM) 217
5.15 Implementing the process of quality management 218
Conclusions 219
Summary 221
Case TQM at Motorola 222
6 The strategic importance of inventory management 224
6.1 Introduction 224
6.2 The scope of materials management 226
6.3 Tactical/functional roles in materials management 228
6.4 The competitive importance of materials management 228
6.5 Stock holding 230
6.6 ABC analysis 231
6.7 The economic order quantity (EOQ) model 232
6.8 The development towards a strategic/holistic approach 235
6.9 MRP where operational and strategic levels begin to meet 236
6.10 Overview of just in time 244
6.11 Electronic data interchange (EDI) 251
6.12 The strategic development of buyer supplier relationships 251
6.13 The development from adversarial to partnership relationships 254
6.14 The reduction and consolidation in the number of suppliers 260
6.15 Suppliers and innovation 261
6.16 The transplant suppliers 264
6.17 The transfer of Japanese practices to Japanese transplants in the West 265
Conclusions 267
Summary 267
Case Sun Microsystems 268
7 Strategic human resource management 271
7.1 Introduction 271
7.2 An overview of key areas in the firm's human resource audit 273
7.3 The importance of human involvement in production/operations 274
7.4 Three major manufacturing eras and their effect upon human
resources 277
xii Contents
7.5 Relevant human resource theories for production/operations
management 280
7.6 Motivation theories 281
7.7 Charismatic leadership or company wide effort? 286
7.8 Remuneration for production/operations staff 287
7.9 International comparisons of hours and wages 290
7.10 Organizational factors 290
7.11 Training 297
7.12 Organizational learning 302
7.13 Collaboration 308
Conclusions 310
Summary 311
Case General Motors 312
8 World class strategic manufacturing 316
8.1 The current position 316
8.2 Overview of markets 319
8.3 The importance of globalization 319
8.4 The strategic response to markets 322
8.5 Describing the current manufacturing era 326
8.6 World class manufacturing 327
8.7 Is lean manufacturing sufficient? 330
8.8 Denning strategic manufacturing 334
8.9 Becoming strategic: linking corporate, marketing and manufacturing
strategies 338
Conclusions 341
Bibliography 344
Index 356 |
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| illustrated | Illustrated |
| index_date | 2024-07-02T17:53:45Z |
| indexdate | 2025-02-20T06:38:42Z |
| institution | BVB |
| isbn | 013184508X |
| language | English |
| lccn | 95025503 |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-015704054 |
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| physical | xvii, 363 p. ill. : 24 cm |
| publishDate | 1996 |
| publishDateSearch | 1996 |
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| publisher | Prentice Hall |
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| spellingShingle | Brown, Steve Strategic manufacturing for competitive advantage transforming operations from shop floor to strategy Manufacturing industries - Management Planification stratégique ram Productiemanagement gtt Production - Gestion ram Strategische planning gtt Manufactures Strategic planning |
| title | Strategic manufacturing for competitive advantage transforming operations from shop floor to strategy |
| title_auth | Strategic manufacturing for competitive advantage transforming operations from shop floor to strategy |
| title_exact_search | Strategic manufacturing for competitive advantage transforming operations from shop floor to strategy |
| title_exact_search_txtP | Strategic manufacturing for competitive advantage transforming operations from shop floor to strategy |
| title_full | Strategic manufacturing for competitive advantage transforming operations from shop floor to strategy Steve Brown |
| title_fullStr | Strategic manufacturing for competitive advantage transforming operations from shop floor to strategy Steve Brown |
| title_full_unstemmed | Strategic manufacturing for competitive advantage transforming operations from shop floor to strategy Steve Brown |
| title_short | Strategic manufacturing for competitive advantage |
| title_sort | strategic manufacturing for competitive advantage transforming operations from shop floor to strategy |
| title_sub | transforming operations from shop floor to strategy |
| topic | Manufacturing industries - Management Planification stratégique ram Productiemanagement gtt Production - Gestion ram Strategische planning gtt Manufactures Strategic planning |
| topic_facet | Manufacturing industries - Management Planification stratégique Productiemanagement Production - Gestion Strategische planning Manufactures Strategic planning |
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Inhaltsverzeichnis
THWS Würzburg Zentralbibliothek Lesesaal
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1000 QQ 200 B877st |
|---|---|
| Exemplar 1 | ausleihbar Verfügbar Bestellen |