New methods of competing in the global marketplace: critical success factors from service and manufacturing
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boca Raton
CRC Press
2008
|
| Schriftenreihe: | Series on resource management
An Auerbach book |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XXXI, 423 S. Ill., graph. Darst. |
| ISBN: | 9781420051261 |
Internformat
MARC
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| 490 | 0 | |a An Auerbach book | |
| 500 | |a Includes bibliographical references and index | ||
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| 650 | 4 | |a Manufacturing industries |x Management | |
| 650 | 4 | |a Service industries |x Management | |
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Foreword......................................................................................................xxi
Acknowledgments.....................................................................................xxiii
Introduction..............................................................................................xxvii
About the Authors......................................................................................
1 The Vanishing Manufacturing/Services Boundary................................1
Differences between Manufacturi ng and Service.........................................2
Forces That Are Eliminating the Boundary.................................................4
The Economy Is Going through a Natural Evolution..............................4
There Is a Need to Identify Critical Success Factors................................4
Supply Chains Are Expanding to Integrate Manufacturing and Service..5
It Is Easier to Blend Tasks, Resources, and Techniques into Programs....5
Service Businesses Are Looking for Ways to Operate More Efficiently ....5
Health Care Providers Are Looking for Ways to Cut Costs and
Improve Quality.................................................................................6
Banks Are Facing Competition from Lower-Cost Banks....................6
Investment Bankers Are Facing Competition from Commercial
Banks and Discount Brokers...............................................................6
The Retail Industry Is Moving in Two Strategic Directions
— Low Cost and Focus......................................................................7
Manufacturing Is Adding Services to Be More Customer Focused.........7
Post-Sales Services..............................................................................8
Financing of Purchases.......................................................................8
Online Purchasing..............................................................................9
Customer Input to Product Design.....................................................9
Enhanced Customer Relationship Management.................................9
Technology Development........................................................................9
A Movement towards a Process Perspective...........................................11
Outsourcing Focuses More Attention on the Need for Good Service.... 11
vii
viii ¦ Contents
Changing Personal and Organizational Relationships...........................12
The Need to Integrate Companies into Supply Chains..........................12
Services Become More Relevant to All Types of Customers..................13
Continuous Improvements Continue to Blur the Boundary
between Manufacturing and Services....................................................13
There Is a Movement toward an Industry Focus and away from
a Functional Focus............................................................................13
The Mass Customization Concept Requires a Blending of
Manufacturing and Service..............................................................13
The Vanishing Manufacturing/Services Boundary.....................................15
Phase 1: Separated Disciplines...............................................................15
Phase 2: Internal Improvements in Costs and Quality..........................15
Phase 3: Customer Service Improvements.............................................17
Phase 4: Integrated Product and Service Functions...............................17
Summary...................................................................................................18
References..................................................................................................18
Critical Success Factors and Strategic Planning..................................19
What Are Critical Success Factors?............................................................21
The Evolution of CSFs in the United States...............................................22
Other Changes during a Country s Economic Life Cycle..........................26
The Need to Be Effective...........................................................................29
A Hierarchy of the Planning Process..........................................................30
The Strategic Planning Process..............................................................31
The Business Planning Process..............................................................32
Project and Program Plans....................................................................33
CSFs Plan..............................................................................................33
A Hierarchy of Critical Success Factors......................................................33
The Role of CSFs in Strategic Planning....................................................34
What Is Strategic Planning?..................................................................35
Background of CSFs in Strategic Planning............................................36
Characteristics of Strategic CSFs...........................................................37
The Temporal Nature of CSFs...............................................................39
Start-Up...........................................................................................40
Growth............................................................................................40
Maturity...........................................................................................41
Decline.............................................................................................41
The Role of CSFs in Operational Planning................................................41
Positioning Strategy..............................................................................43
Manufacturing Flows...........................................................................44
Manufacturing Strategies......................................................................45
Role of CSFs in Selecting Management Programs.....................................45
Performance Measurement and CSFs........................................................47
Contents ¦ ix
Summary...................................................................................................48
References..................................................................................................48
3 Hie ITO Model.....................................................................................51
The ITO Model.........................................................................................53
Introduction to Models..............................................................................55
Types of Models....................................................................................55
Why Are Models Used?.........................................................................56
Benefits of Using Models.......................................................................57
The Basic ITO Model — Inputs, Transformation, and Outputs................58
The General Systems Model..................................................................58
The Basic Model Extended....................................................................61
Components of the Model.....................................................................62
Customers.........................................................................................62
Outputs............................................................................................63
Transformation Process...................................................................64
Inputs..............................................................................................64
Extending the Basic ITO Model into Supply Chain Configurations.........65
A Look at the Supply Chain..................................................................67
The Closed and Open Systems Model...................................................67
Closed Systems.................................................................................68
Open Systems...................................................................................68
Closed-System Strategy.....................................................................70
Open-System Strategy......................................................................71
Feedback...........................................................................................73
The Fine Art of Building Relationships.................................................73
The Concept of Reverse Logistics...............................................................76
Why the Interest in Reverse Logistics?..................................................76
Benefits of Reverse Logistics.................................................................77
Barriers to Reverse Logistics Implementation........................................78
System Design and Implementation......................................................79
Summary..................................................................................................80
References..................................................................................................81
4 The Role of Management Programs in Continuous Improvement.......83
What Are Management Programs?............................................................85
Normal or Sustaining Day-to-Day Operations......................................87
Problem-Solving Activities....................................................................88
Improvement Programs.........................................................................88
Management Program Life Cycles.............................................................92
Life-Cycle Stages...................................................................................92
At the End of the Life Cycle..................................................................94
Implications of Program Life Cycles for Management...........................94
Contents
Why Are Management Programs Important?............................................96
Where Do Management Programs Come From?.......................................97
Overview of Employee Management Theories.......................................98
Scientific Management..........................................................................98
Human Relations Management............................................................99
Administrative Management...............................................................100
Systems Theory....................................................................................102
Contingency Theory............................................................................103
Why Are Some Programs Successful and Some Not?...............................105
Failure to Match Program with Need..................................................107
Implementing the Program Correctly..................................................109
Planning and Preparation...............................................................109
Execution and Evaluation...............................................................110
Future of Management Programs............................................................Ill
Management for the 21st Century.......................................................112
Summary.................................................................................................114
References................................................................................................114
5 How Manufacturing Techniques Are Being Adapted to Service
Operations..........................................................................................117
Introduction............................................................................................118
Description of Manufacturing Process Types...........................................120
Product—Process Relationship..................................................................122
Service Industry Classifications................................................................122
The Chase Model................................................................................122
Schmenner Model...............................................................................123
Comparison of Manufacturing and Services............................................123
Manufacturing Objectives.......................................................................125
Reduce Product Costs.........................................................................125
Reduce Inventories..............................................................................125
Increase Resource Utilization..............................................................126
Improve Quality..................................................................................127
Reduce Response Time.......................................................................128
Reduce Product Development Time....................................................129
Service Objectives....................................................................................130
Programs That Work in Services..............................................................131
JIT and Lean.......................................................................................132
TQM and Six Sigma...........................................................................135
Programs More Difficult to Adapt to Service Operations.........................138
Product Costing..................................................................................139
Activity-Based Costing........................................................................139
Materials Requirements Planning.......................................................139
Enterprise Resources Planning............................................................140
Contents ¦ xi
Performance Measures........................................................................140
Automation.........................................................................................140
Resource Utilization............................................................................141
Keys to Extending Manufacturing Techniques to Services......................141
Conclusions.............................................................................................142
References................................................................................................143
How Service Techniques Are Being Extended to Manufacturing......147
Introduction............................................................................................149
The Rise of Services as a Part of the Economy.....................................150
The Swing of Power from Manufacturing to Retail.............................150
Maturity of the Customer as aShopper...............................................151
Increasing Complexity of the Marketplace..........................................151
Need for Manufacturing Company to Add Services............................151
Move from Product-Centric to Customer-Centric...............................153
Services as a Separate New Business Segment......................................156
Economic Growth and the Need for Added Services...........................156
The Movement from Make-to-Stock (MTS) to Make-to-Order
(MTO)................................................................................................157
The Movement toward Mass Customization.......................................157
What Are Services?..................................................................................158
Distributive Services............................................................................161
Personal Services.................................................................................161
Self-Service..........................................................................................161
Producer (Business) Services................................................................161
Social Services.....................................................................................161
Knowledge Transfer from Services to Manufacturing..............................162
Areas of Manufacturing Expertise.......................................................162
Areas of Service Expertise....................................................................163
Examples of Programs Developed in Services..........................................163
Customer Relationship Management (CRM).....................................164
Definitions......................................................................................165
Background....................................................................................166
What Does It Do?..........................................................................166
Benefits...........................................................................................167
Problems.........................................................................................168
Relation to the Supply Chain..........................................................168
CRM s Future.................................................................................168
Response Time Reduction...................................................................169
Quick Response Systems (QRS).....................................................169
Continuous Replenishment Programs (CRP).................................170
Efficient Consumer Response (ECR)..............................................170
Vendor-Managed Inventory (VMI)................................................171
xii ¦ Contents
Sales and Operations Planning (S OP).........................................171
Collaborative Planning, Forecasting, and Replenishment (CPFR).. 171
Supply Chain Management (SCM)................................................172
Present Status.................................................................................172
Future.............................................................................................174
Flexibility............................................................................................174
Product and Service Flexibility: Mass Customization.....................174
Horizontal Communication and Organization Structure...............175
Demand Management....................................................................178
Location near the Market versus Lowest Cost................................179
Evolution from Job Specialization to Self-Directed Teams..............180
Replacement of Inventory with Information...................................180
Inter-Organizational Communications...............................................180
Traditional EDI..............................................................................180
Internet EDI...................................................................................181
Other Service Developments...............................................................184
Working in an Open-System Environment.....................................184
Product Development as a Result of Customer Inputs....................184
Quality as Customers Perceptions, Not Just Conformance to
Specification...................................................................................184
Managing the Customer Encounter................................................185
Nonquantitative Performance Measurement...................................185
The Use of Business Intelligence.....................................................185
Summary.................................................................................................186
Differences between Manufacturing and Services...............................186
From Services to Manufacturing.........................................................187
Collaborative Efforts...........................................................................188
Conclusion...............................................................................................189
References................................................................................................189
7 The Role of Technology in Continuous Improvement.......................195
Definitions...............................................................................................199
The Role of Technology in Continuous Improvement.............................200
Technology and the Infrastructure......................................................201
Technology and Organizational Culture.............................................202
Technology Transfer............................................................................205
Technology for Process Improvement......................................................205
Agriculture, Mining, Construction, and Manufacturing: Goods
Producers...........................................................................................206
Services..............................................................................................209
Self-Service..........................................................................................211
E-Business...........................................................................................212
Technology for Resource Enhancement...................................................214
Contents ¦ xiii
Human Resources...............................................................................214
As an Aid to the Employee.............................................................215
As a Substitute for the Employee....................................................216
As an Integral Part of the Process...................................................218
Equipment..........................................................................................219
Enhance the Performance of Equipment........................................219
Provide a Source of Performance Information................................219
Facilities.............................................................................................220
Design...........................................................................................220
Location.........................................................................................221
Layout...........................................................................................222
Information Technology (IT).............................................................222
Integrated Systems...............................................................................224
Enterprise Resource Planning (ERP) Systems.................................224
Inter-Organizational Systems (IOS)................................................224
Service-Oriented Architecture (SOA).............................................224
Structure, Trust, and Collaboration................................................225
Criteria Used in Decision Making...........................................................225
Strategic Needs versus Short-Term Needs............................................225
Behavioral versus Scientific Management Issues.................................226
Costs versus Benefits of Added Technology.........................................227
Steps in Adding Technology to the Process.............................................228
Step 1. Communicate, Communicate, Communicate........................228
Step 2. Identify Needs and Opportunities..........................................228
Step 3. Evaluate Alternatives and Select the Optimum Alternative......229
Step 4. Educate and Orient.................................................................229
Step 5. Develop the Implementation Plan..........................................230
Step 6. Implement the Technological Changes...................................230
Step 7. Evaluate Results, Redefine Needs, and Redefine Additional
Increments...........................................................................................231
Future Considerations for Technology.....................................................231
Customer Acceptance..........................................................................232
Work Force Acceptance.......................................................................233
Economic Feasibility...........................................................................233
Technical Feasibility...........................................................................234
Summary.................................................................................................235
References................................................................................................237
8 Hie Role of Infrastructure in Continuous Improvement...................241
What Is Infrastructure?...........................................................................242
Strategies..................................................................................................243
Corporate Strategy..............................................................................243
Business Strategy................................................................................244
xiv ¦ Contents
The Four Classical Management Functions.............................................245
Planning.............................................................................................246
Organizing.........................................................................................246
Directing.............................................................................................247
Controlling.........................................................................................248
Organization Structure............................................................................248
Functional...........................................................................................249
Product...............................................................................................249
Geographic..........................................................................................250
Alternate Organizational Structures........................................................251
The Matrix Organization....................................................................251
The Horizontal Organization..............................................................252
The Virtual Organization....................................................................253
Trends in Organizational Structures........................................................254
Moving from Centralization to Decentralization................................254
Moving from Vertical Structures to Horizontal Structures..................255
Moving from Autocratic Managers to More Empowered Employees...255
Moving from Job Specialization to Higher Skill Variety.....................256
Moving from Line Managers to Self-Directed Work Teams................257
Moving from Specialized Departments to Cross-Functional Teams....258
Moving from Top-Down to Multi-Directional Communications.......259
Moving from Rigid Policies and Procedures to More Flexibility.........259
Moving from Mechanistic Structures to Organic Structures..............260
The Role of the Internet in Changing Organizational Structure..............261
The Integration of Knowledge Management into Organizational
Structure..................................................................................................263
Data, Information, Knowledge...........................................................263
Why Knowledge Is Not Transferred...................................................266
Does Your Business Need a Change in Its Infrastructure?.......................267
Notes......................................................................................................268
9 Understanding Organizational Culture — the Elusive Key to
Change...............................................................................................271
Introduction............................................................................................273
What Is Organizational Culture?.............................................................275
Why Is Organizational Culture so Important?........................................276
Organizational Culture Gives the Company an Identity.....................276
Organizational Culture Helps Employees Make Sense of Things.......277
Organizational Culture Enables Employees to Be Committed to
the Company......................................................................................279
Organizational Culture Helps Add Stability to the Company.............281
What Are the Components of Organizational Culture?...........................282
The Components of Culture................................................................282
Contents ¦ xv
Values..................................................................................................283
Artifacts: The Display of Organizational Culture................................283
Stories............................................................................................284
Language.......................................................................................284
Symbols, Ceremonies, and Rituals.................................................286
Identifiable Value Systems and Behavioral Norms..........................287
The Physical Surroundings Characterizing the Particular Culture. 288
Organizational Rewards and Reward Systems................................290
What Types of Organizational Culture Are There?..................................291
Types of Cultures................................................................................291
Aligning Culture and Strategy............................................................292
Changing Organizational Culture...........................................................293
State What You Want the Culture to Be.............................................293
Promote an Ethical Culture................................................................294
Hire the Kind of People You Want to See Perpetuate Your Desired
Culture................................................................................................296
Take Care of Your Employees, and They Will Take Care of Your
Customers...........................................................................................297
Implement the Strategy Proposed........................................................298
Change the Physical Cultural Artifacts...............................................299
Unlock the Power of Language and Phrases.......................................300
Tell Stories...........................................................................................301
Recognize Employees Formally...........................................................302
Conclusion...............................................................................................303
Notes.......................................................................................................303
10 Integrated Supply Chains from Dream to Reality............................307
Introduction...........................................................................................308
Present Status of Supply Chains.........................................................308
Background of Supply Chains.............................................................310
Material Flows................................................................................310
Organization Hierarchy..................................................................310
Systems Theory...............................................................................312
Role of the Supply Chain....................................................................312
Setting the Stage......................................................................................313
Supply Chain Models..............................................................................317
Evolution of Supply Chain Models......................................................317
A Comprehensive Supply Chain Model...............................................320
The World of Lean Production............................................................322
Product...............................-...........................................................324
Purchasing Process.........................................................................324
Production Process.........................................................................324
Delivery Process..............................................................................324
xvi ¦ Contents
Demand Variation..........................................................................325
Steps to Achieve a Lean and Agile Supply Chain.....................................325
Commitment......................................................................................325
Concept...............................................................................................326
Configuration.....................................................................................327
Marketing.......................................................................................327
Purchasing......................................................................................328
Manufacturing...............................................................................328
Distribution....................................................................................329
Finance and Accounting.................................................................329
Top Management...........................................................................330
Communication..................................................................................331
Culture................................................................................................331
Customization.....................................................................................332
The Integrated Supply Chain...............................................................333
Coordination.......................................................................................334
Collaboration......................................................................................334
Steps in the Change Process.....................................................................335
Investigate...........................................................................................335
Initiate.................................................................................................336
Invigorate............................................................................................336
Implement...........................................................................................336
Integrate..............................................................................................336
Institutionalize....................................................................................337
Innovate..............................................................................................337
A Look Ahead..........................................................................................337
Complexity.........................................................................................338
Clairvoyance.......................................................................................339
Conclusions.............................................................................................341
References...............................................................................................342
11 The Role of Services to Complement the Supply Chain.....................345
Introduction...........................................................................................346
Producer Services versus Consumer Services.......................................347
What Are Producer Services?...................................................................350
Why Are Producer Services Important?...............................................352
The Role of Outsourcing.....................................................................352
The Role of Producer Services.............................................................353
Classes of Producer Services................................................................355
Reasons to Acquire Producer Services.................................................355
Gain a Cost Advantage...................................................................355
Remove Noncore Types of Activities...............................................356
Supplement Internal Staffs with Added Expertise...........................356
Contents ¦ xvii
Provide Flexible Capacity or to Avoid Overload on Key
Departments...................................................................................358
Acquire Expertise Not Available Internally.....................................358
Assist in Strategic Planning.............................................................359
Comply with Regulatory or Otherwise Mandatory Requirements. 360
Manage Major Programs................................................................361
Steps to Interfacing Business with Producer Services...........................361
Recognize the Role of Producer Services in the Company..............362
Develop a Strategy for Each Producer Services Area.......................362
Select Suppliers to Provide a Continuing Relationship...................362
Prepare a Plan That Interfaces with the Supply Chain Plan............362
Implement the Service — Fit It to the Situation.............................363
Measure the Progress......................................................................363
Revise and Assimilate.....................................................................363
The Future of Producer Services.........................................................364
Producer Services Firms Buy Producer Services..................................364
What Are Social Services?........................................................................365
Why Are Social Services Important?...................................................365
The Role of Social Services..................................................................365
Classes of Social Services....................................................................366
Government...................................................................................366
Nonprofit Organizations................................................................366
Quasi-Private Firms........................................................................367
Specific Social Services........................................................................367
Information....................................................................................367
Communications Systems...............................................................367
Standards........................................................................................367
Education and Training.................................................................368
Location Incentives........................................................................368
Support Infrastructure...................................................................368
Protection......................................................................................368
HealthCare...................................................................................368
Steps to Interfacing Business with Social Services...............................369
The Future of Social Services...............................................................370
Level of Regulation.........................................................................370
Level of Privatization......................................................................370
Level of Effectiveness and Efficiency...............................................371
Emphasis on Business-Related Topics.............................................371
Specific Issues to Resolve................................................................371
What Are Consumer Services?.................................................................371
Roles of Consumer Services.................................................................372
Future of Consumer Services...............................................................372
Integrated Service Package.......................................................................373
xviii ¦ Contents
The Need for an Integrated Service Package........................................373
Steps in Developing the Integrated Service Package............................373
Recognize the Need to Change.......................................................373
Identify the Service Package Components......................................374
Develop Objectives for the Service Package....................................374
Develop Strategies for the Service Package.....................................374
Develop Objectives for Each Component.......................................375
Develop Strategies for Each Component.........................................375
Implement the Strategic Plan..........................................................375
Evaluate the Results........................................................................375
Revise as Needed............................................................................376
Summary.................................................................................................376
References................................................................................................376
12 The Future of Improvement Programs...............................................379
Introduction............................................................................................380
The Background to Improvement Programs.............................................380
The Vanishing Manufacturing/Services Boundary..............................380
The Foundation Topics........................................................................380
Knowledge Transfer across the Manufacturing/Services Boundary.....381
Agents of Change................................................................................382
Integration of Related Entities.............................................................382
Future Areas of Emphasis........................................................................383
Services Will Continue to Increase as a Critical Success Factor
(CSF) in Business................................................................................384
Continuing Need to Integrate the Product and Service Bundle...........384
Continuing Increase in Globalization.................................................384
Outsourcing Will Become a More Focused Activity............................384
Increased Need for Project Management Competencies......................385
Decision Making Will Deal with a Blend of Hard and Soft Variables.385
Decisions Will Become More Complex...............................................385
Future of Improvement Programs............................................................385
Improvement Programs Will Become Increasingly Important.............386
Improvement Programs Will Be Customized to Specific Applications 386
Improvement Programs Will Be Better Managed................................386
Improvement Programs Will Become a Regular Part of Business
Operations..........................................................................................386
Improvement Programs Will Lose Their Manufacturing or Service
Heritage..............................................................................................387
The Drivers of Change.............................................................................387
Technology..........................................................................................387
Structure.............................................................................................387
Culture................................................................................................388
Contents ¦ xix
Most Likely Future Methodologies..........................................................388
Integrated Supply Chains....................................................................388
Outsourcing........................................................................................389
Total Cost of Ownership.....................................................................389
Performance Measurement..................................................................390
Project Management...........................................................................391
Mass Customization............................................................................391
Virtual Organizations.........................................................................392
Information Technology......................................................................392
Environmental Design........................................................................393
Service Sciences...................................................................................393
Chaos and Complexity........................................................................393
Most Likely Improvement Programs........................................................394
Cost Reduction...................................................................................394
Response Time Reduction...................................................................396
Quality................................................................................................397
Customer Service Level.......................................................................398
Flexibility............................................................................................398
Agility.................................................................................................399
Compatibility.....................................................................................400
Integration.........................................................................................400
Industries Most Likely to Stress Continuous Improvement.....................400
Health Care: Hospitals and Wellness Centers....................................400
Pharmaceuticals..................................................................................401
Local Government..............................................................................402
Retailing.............................................................................................402
Education............................................................................................403
Knowledge Management: Where Does It Fit?..........................................405
From Data to Information..................................................................406
From Information to Knowledge........................................................408
From Knowledge to Wisdom.............................................................408
Notes......................................................................................................409
Index...........................................................................................................413
|
| adam_txt |
Contents
Foreword.xxi
Acknowledgments.xxiii
Introduction.xxvii
About the Authors.
1 The Vanishing Manufacturing/Services Boundary.1
Differences between Manufacturi ng and Service.2
Forces That Are Eliminating the Boundary.4
The Economy Is Going through a Natural Evolution.4
There Is a Need to Identify Critical Success Factors.4
Supply Chains Are Expanding to Integrate Manufacturing and Service.5
It Is Easier to Blend Tasks, Resources, and Techniques into Programs.5
Service Businesses Are Looking for Ways to Operate More Efficiently .5
Health Care Providers Are Looking for Ways to Cut Costs and
Improve Quality.6
Banks Are Facing Competition from Lower-Cost Banks.6
Investment Bankers Are Facing Competition from Commercial
Banks and Discount Brokers.6
The Retail Industry Is Moving in Two Strategic Directions
— Low Cost and Focus.7
Manufacturing Is Adding Services to Be More Customer Focused.7
Post-Sales Services.8
Financing of Purchases.8
Online Purchasing.9
Customer Input to Product Design.9
Enhanced Customer Relationship Management.9
Technology Development.9
A Movement towards a Process Perspective.11
Outsourcing Focuses More Attention on the Need for Good Service. 11
vii
viii ¦ Contents
Changing Personal and Organizational Relationships.12
The Need to Integrate Companies into Supply Chains.12
Services Become More Relevant to All Types of Customers.13
Continuous Improvements Continue to Blur the Boundary
between Manufacturing and Services.13
There Is a Movement toward an Industry Focus and away from
a Functional Focus.13
The Mass Customization Concept Requires a Blending of
Manufacturing and Service.13
The Vanishing Manufacturing/Services Boundary.15
Phase 1: Separated Disciplines.15
Phase 2: Internal Improvements in Costs and Quality.15
Phase 3: Customer Service Improvements.17
Phase 4: Integrated Product and Service Functions.17
Summary.18
References.18
Critical Success Factors and Strategic Planning.19
What Are Critical Success Factors?.21
The Evolution of CSFs in the United States.22
Other Changes during a Country's Economic Life Cycle.26
The Need to Be Effective.29
A Hierarchy of the Planning Process.30
The Strategic Planning Process.31
The Business Planning Process.32
Project and Program Plans.33
CSFs Plan.33
A Hierarchy of Critical Success Factors.33
The Role of CSFs in Strategic Planning.34
What Is Strategic Planning?.35
Background of CSFs in Strategic Planning.36
Characteristics of Strategic CSFs.37
The Temporal Nature of CSFs.39
Start-Up.40
Growth.40
Maturity.41
Decline.41
The Role of CSFs in Operational Planning.41
Positioning Strategy.43
Manufacturing Flows.44
Manufacturing Strategies.45
Role of CSFs in Selecting Management Programs.45
Performance Measurement and CSFs.47
Contents ¦ ix
Summary.48
References.48
3 Hie ITO Model.51
The ITO Model.53
Introduction to Models.55
Types of Models.55
Why Are Models Used?.56
Benefits of Using Models.57
The Basic ITO Model — Inputs, Transformation, and Outputs.58
The General Systems Model.58
The Basic Model Extended.61
Components of the Model.62
Customers.62
Outputs.63
Transformation Process.64
Inputs.64
Extending the Basic ITO Model into Supply Chain Configurations.65
A Look at the Supply Chain.67
The Closed and Open Systems Model.67
Closed Systems.68
Open Systems.68
Closed-System Strategy.70
Open-System Strategy.71
Feedback.73
The Fine Art of Building Relationships.73
The Concept of Reverse Logistics.76
Why the Interest in Reverse Logistics?.76
Benefits of Reverse Logistics.77
Barriers to Reverse Logistics Implementation.78
System Design and Implementation.79
Summary.80
References.81
4 The Role of Management Programs in Continuous Improvement.83
What Are Management Programs?.85
Normal or Sustaining Day-to-Day Operations.87
Problem-Solving Activities.88
Improvement Programs.88
Management Program Life Cycles.92
Life-Cycle Stages.92
At the End of the Life Cycle.94
Implications of Program Life Cycles for Management.94
Contents
Why Are Management Programs Important?.96
Where Do Management Programs Come From?.97
Overview of Employee Management Theories.98
Scientific Management.98
Human Relations Management.99
Administrative Management.100
Systems Theory.102
Contingency Theory.103
Why Are Some Programs Successful and Some Not?.105
Failure to Match Program with Need.107
Implementing the Program Correctly.109
Planning and Preparation.109
Execution and Evaluation.110
Future of Management Programs.Ill
Management for the 21st Century.112
Summary.114
References.114
5 How Manufacturing Techniques Are Being Adapted to Service
Operations.117
Introduction.118
Description of Manufacturing Process Types.120
Product—Process Relationship.122
Service Industry Classifications.122
The Chase Model.122
Schmenner Model.123
Comparison of Manufacturing and Services.123
Manufacturing Objectives.125
Reduce Product Costs.125
Reduce Inventories.125
Increase Resource Utilization.126
Improve Quality.127
Reduce Response Time.128
Reduce Product Development Time.129
Service Objectives.130
Programs That Work in Services.131
JIT and Lean.132
TQM and Six Sigma.135
Programs More Difficult to Adapt to Service Operations.138
Product Costing.139
Activity-Based Costing.139
Materials Requirements Planning.139
Enterprise Resources Planning.140
Contents ¦ xi
Performance Measures.140
Automation.140
Resource Utilization.141
Keys to Extending Manufacturing Techniques to Services.141
Conclusions.142
References.143
How Service Techniques Are Being Extended to Manufacturing.147
Introduction.149
The Rise of Services as a Part of the Economy.150
The Swing of Power from Manufacturing to Retail.150
Maturity of the Customer as aShopper.151
Increasing Complexity of the Marketplace.151
Need for Manufacturing Company to Add Services.151
Move from Product-Centric to Customer-Centric.153
Services as a Separate New Business Segment.156
Economic Growth and the Need for Added Services.156
The Movement from Make-to-Stock (MTS) to Make-to-Order
(MTO).157
The Movement toward Mass Customization.157
What Are Services?.158
Distributive Services.161
Personal Services.161
Self-Service.161
Producer (Business) Services.161
Social Services.161
Knowledge Transfer from Services to Manufacturing.162
Areas of Manufacturing Expertise.162
Areas of Service Expertise.163
Examples of Programs Developed in Services.163
Customer Relationship Management (CRM).164
Definitions.165
Background.166
What Does It Do?.166
Benefits.167
Problems.168
Relation to the Supply Chain.168
CRM's Future.168
Response Time Reduction.169
Quick Response Systems (QRS).169
Continuous Replenishment Programs (CRP).170
Efficient Consumer Response (ECR).170
Vendor-Managed Inventory (VMI).171
xii ¦ Contents
Sales and Operations Planning (S OP).171
Collaborative Planning, Forecasting, and Replenishment (CPFR). 171
Supply Chain Management (SCM).172
Present Status.172
Future.174
Flexibility.174
Product and Service Flexibility: Mass Customization.174
Horizontal Communication and Organization Structure.175
Demand Management.178
Location near the Market versus Lowest Cost.179
Evolution from Job Specialization to Self-Directed Teams.180
Replacement of Inventory with Information.180
Inter-Organizational Communications.180
Traditional EDI.180
Internet EDI.181
Other Service Developments.184
Working in an Open-System Environment.184
Product Development as a Result of Customer Inputs.184
Quality as Customers' Perceptions, Not Just Conformance to
Specification.184
Managing the Customer Encounter.185
Nonquantitative Performance Measurement.185
The Use of Business Intelligence.185
Summary.186
Differences between Manufacturing and Services.186
From Services to Manufacturing.187
Collaborative Efforts.188
Conclusion.189
References.189
7 The Role of Technology in Continuous Improvement.195
Definitions.199
The Role of Technology in Continuous Improvement.200
Technology and the Infrastructure.201
Technology and Organizational Culture.202
Technology Transfer.205
Technology for Process Improvement.205
Agriculture, Mining, Construction, and Manufacturing: Goods
Producers.206
Services.209
Self-Service.211
E-Business.212
Technology for Resource Enhancement.214
Contents ¦ xiii
Human Resources.214
As an Aid to the Employee.215
As a Substitute for the Employee.216
As an Integral Part of the Process.218
Equipment.219
Enhance the Performance of Equipment.219
Provide a Source of Performance Information.219
Facilities.220
Design.220
Location.221
Layout.222
Information Technology (IT).222
Integrated Systems.224
Enterprise Resource Planning (ERP) Systems.224
Inter-Organizational Systems (IOS).224
Service-Oriented Architecture (SOA).224
Structure, Trust, and Collaboration.225
Criteria Used in Decision Making.225
Strategic Needs versus Short-Term Needs.225
Behavioral versus Scientific Management Issues.226
Costs versus Benefits of Added Technology.227
Steps in Adding Technology to the Process.228
Step 1. Communicate, Communicate, Communicate.228
Step 2. Identify Needs and Opportunities.228
Step 3. Evaluate Alternatives and Select the Optimum Alternative.229
Step 4. Educate and Orient.229
Step 5. Develop the Implementation Plan.230
Step 6. Implement the Technological Changes.230
Step 7. Evaluate Results, Redefine Needs, and Redefine Additional
Increments.231
Future Considerations for Technology.231
Customer Acceptance.232
Work Force Acceptance.233
Economic Feasibility.233
Technical Feasibility.234
Summary.235
References.237
8 Hie Role of Infrastructure in Continuous Improvement.241
What Is Infrastructure?.242
Strategies.243
Corporate Strategy.243
Business Strategy.244
xiv ¦ Contents
The Four Classical Management Functions.245
Planning.246
Organizing.246
Directing.247
Controlling.248
Organization Structure.248
Functional.249
Product.249
Geographic.250
Alternate Organizational Structures.251
The Matrix Organization.251
The Horizontal Organization.252
The Virtual Organization.253
Trends in Organizational Structures.254
Moving from Centralization to Decentralization.254
Moving from Vertical Structures to Horizontal Structures.255
Moving from Autocratic Managers to More Empowered Employees.255
Moving from Job Specialization to Higher Skill Variety.256
Moving from Line Managers to Self-Directed Work Teams.257
Moving from Specialized Departments to Cross-Functional Teams.258
Moving from Top-Down to Multi-Directional Communications.259
Moving from Rigid Policies and Procedures to More Flexibility.259
Moving from Mechanistic Structures to Organic Structures.260
The Role of the Internet in Changing Organizational Structure.261
The Integration of Knowledge Management into Organizational
Structure.263
Data, Information, Knowledge.263
Why Knowledge Is Not Transferred.266
Does Your Business Need a Change in Its Infrastructure?.267
Notes.268
9 Understanding Organizational Culture — the Elusive Key to
Change.271
Introduction.273
What Is Organizational Culture?.275
Why Is Organizational Culture so Important?.276
Organizational Culture Gives the Company an Identity.276
Organizational Culture Helps Employees Make Sense of Things.277
Organizational Culture Enables Employees to Be Committed to
the Company.279
Organizational Culture Helps Add Stability to the Company.281
What Are the Components of Organizational Culture?.282
The Components of Culture.282
Contents ¦ xv
Values.283
Artifacts: The Display of Organizational Culture.283
Stories.284
Language.284
Symbols, Ceremonies, and Rituals.286
Identifiable Value Systems and Behavioral Norms.287
The Physical Surroundings Characterizing the Particular Culture. 288
Organizational Rewards and Reward Systems.290
What Types of Organizational Culture Are There?.291
Types of Cultures.291
Aligning Culture and Strategy.292
Changing Organizational Culture.293
State What You Want the Culture to Be.293
Promote an Ethical Culture.294
Hire the Kind of People You Want to See Perpetuate Your Desired
Culture.296
Take Care of Your Employees, and They Will Take Care of Your
Customers.297
Implement the Strategy Proposed.298
Change the Physical Cultural Artifacts.299
Unlock the Power of Language and Phrases.300
Tell Stories.301
Recognize Employees Formally.302
Conclusion.303
Notes.303
10 Integrated Supply Chains from Dream to Reality.307
Introduction.308
Present Status of Supply Chains.308
Background of Supply Chains.310
Material Flows.310
Organization Hierarchy.310
Systems Theory.312
Role of the Supply Chain.312
Setting the Stage.313
Supply Chain Models.317
Evolution of Supply Chain Models.317
A Comprehensive Supply Chain Model.320
The World of Lean Production.322
Product.-.324
Purchasing Process.324
Production Process.324
Delivery Process.324
xvi ¦ Contents
Demand Variation.325
Steps to Achieve a Lean and Agile Supply Chain.325
Commitment.325
Concept.326
Configuration.327
Marketing.327
Purchasing.328
Manufacturing.328
Distribution.329
Finance and Accounting.329
Top Management.330
Communication.331
Culture.331
Customization.332
The Integrated Supply Chain.333
Coordination.334
Collaboration.334
Steps in the Change Process.335
Investigate.335
Initiate.336
Invigorate.336
Implement.336
Integrate.336
Institutionalize.337
Innovate.337
A Look Ahead.337
Complexity.338
Clairvoyance.339
Conclusions.341
References.342
11 The Role of Services to Complement the Supply Chain.345
Introduction.346
Producer Services versus Consumer Services.347
What Are Producer Services?.350
Why Are Producer Services Important?.352
The Role of Outsourcing.352
The Role of Producer Services.353
Classes of Producer Services.355
Reasons to Acquire Producer Services.355
Gain a Cost Advantage.355
Remove Noncore Types of Activities.356
Supplement Internal Staffs with Added Expertise.356
Contents ¦ xvii
Provide Flexible Capacity or to Avoid Overload on Key
Departments.358
Acquire Expertise Not Available Internally.358
Assist in Strategic Planning.359
Comply with Regulatory or Otherwise Mandatory Requirements. 360
Manage Major Programs.361
Steps to Interfacing Business with Producer Services.361
Recognize the Role of Producer Services in the Company.362
Develop a Strategy for Each Producer Services Area.362
Select Suppliers to Provide a Continuing Relationship.362
Prepare a Plan That Interfaces with the Supply Chain Plan.362
Implement the Service — Fit It to the Situation.363
Measure the Progress.363
Revise and Assimilate.363
The Future of Producer Services.364
Producer Services Firms Buy Producer Services.364
What Are Social Services?.365
Why Are Social Services Important?.365
The Role of Social Services.365
Classes of Social Services.366
Government.366
Nonprofit Organizations.366
Quasi-Private Firms.367
Specific Social Services.367
Information.367
Communications Systems.367
Standards.367
Education and Training.368
Location Incentives.368
Support Infrastructure.368
Protection.368
HealthCare.368
Steps to Interfacing Business with Social Services.369
The Future of Social Services.370
Level of Regulation.370
Level of Privatization.370
Level of Effectiveness and Efficiency.371
Emphasis on Business-Related Topics.371
Specific Issues to Resolve.371
What Are Consumer Services?.371
Roles of Consumer Services.372
Future of Consumer Services.372
Integrated Service Package.373
xviii ¦ Contents
The Need for an Integrated Service Package.373
Steps in Developing the Integrated Service Package.373
Recognize the Need to Change.373
Identify the Service Package Components.374
Develop Objectives for the Service Package.374
Develop Strategies for the Service Package.374
Develop Objectives for Each Component.375
Develop Strategies for Each Component.375
Implement the Strategic Plan.375
Evaluate the Results.375
Revise as Needed.376
Summary.376
References.376
12 The Future of Improvement Programs.379
Introduction.380
The Background to Improvement Programs.380
The Vanishing Manufacturing/Services Boundary.380
The Foundation Topics.380
Knowledge Transfer across the Manufacturing/Services Boundary.381
Agents of Change.382
Integration of Related Entities.382
Future Areas of Emphasis.383
Services Will Continue to Increase as a Critical Success Factor
(CSF) in Business.384
Continuing Need to Integrate the Product and Service Bundle.384
Continuing Increase in Globalization.384
Outsourcing Will Become a More Focused Activity.384
Increased Need for Project Management Competencies.385
Decision Making Will Deal with a Blend of Hard and Soft Variables.385
Decisions Will Become More Complex.385
Future of Improvement Programs.385
Improvement Programs Will Become Increasingly Important.386
Improvement Programs Will Be Customized to Specific Applications 386
Improvement Programs Will Be Better Managed.386
Improvement Programs Will Become a Regular Part of Business
Operations.386
Improvement Programs Will Lose Their Manufacturing or Service
Heritage.387
The Drivers of Change.387
Technology.387
Structure.387
Culture.388
Contents ¦ xix
Most Likely Future Methodologies.388
Integrated Supply Chains.388
Outsourcing.389
Total Cost of Ownership.389
Performance Measurement.390
Project Management.391
Mass Customization.391
Virtual Organizations.392
Information Technology.392
Environmental Design.393
Service Sciences.393
Chaos and Complexity.393
Most Likely Improvement Programs.394
Cost Reduction.394
Response Time Reduction.396
Quality.397
Customer Service Level.398
Flexibility.398
Agility.399
Compatibility.400
Integration.400
Industries Most Likely to Stress Continuous Improvement.400
Health Care: Hospitals and Wellness Centers.400
Pharmaceuticals.401
Local Government.402
Retailing.402
Education.403
Knowledge Management: Where Does It Fit?.405
From Data to Information.406
From Information to Knowledge.408
From Knowledge to Wisdom.408
Notes.409
Index.413 |
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| author | Crandall, Richard E. 1930- Crandall, William R. 1956- |
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| dewey-ones | 658 - General management |
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| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
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| index_date | 2024-07-02T20:55:05Z |
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| spelling | Crandall, Richard E. 1930- Verfasser (DE-588)135722403 aut New methods of competing in the global marketplace critical success factors from service and manufacturing Richard E. Crandall ; William R. Crandall Boca Raton CRC Press 2008 XXXI, 423 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Series on resource management An Auerbach book Includes bibliographical references and index Management Manufacturing industries Management Service industries Management Internationaler Wettbewerb (DE-588)4027415-9 gnd rswk-swf Dienstleistungssektor (DE-588)4012183-5 gnd rswk-swf Erfolgsfaktor (DE-588)4197034-2 gnd rswk-swf Kritik (DE-588)4033229-9 gnd rswk-swf Produktion (DE-588)4047347-8 gnd rswk-swf Dienstleistungssektor (DE-588)4012183-5 s Produktion (DE-588)4047347-8 s Internationaler Wettbewerb (DE-588)4027415-9 s Erfolgsfaktor (DE-588)4197034-2 s Kritik (DE-588)4033229-9 s DE-604 Crandall, William R. 1956- Verfasser (DE-588)135722470 aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016508644&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Crandall, Richard E. 1930- Crandall, William R. 1956- New methods of competing in the global marketplace critical success factors from service and manufacturing Management Manufacturing industries Management Service industries Management Internationaler Wettbewerb (DE-588)4027415-9 gnd Dienstleistungssektor (DE-588)4012183-5 gnd Erfolgsfaktor (DE-588)4197034-2 gnd Kritik (DE-588)4033229-9 gnd Produktion (DE-588)4047347-8 gnd |
| subject_GND | (DE-588)4027415-9 (DE-588)4012183-5 (DE-588)4197034-2 (DE-588)4033229-9 (DE-588)4047347-8 |
| title | New methods of competing in the global marketplace critical success factors from service and manufacturing |
| title_auth | New methods of competing in the global marketplace critical success factors from service and manufacturing |
| title_exact_search | New methods of competing in the global marketplace critical success factors from service and manufacturing |
| title_exact_search_txtP | New methods of competing in the global marketplace critical success factors from service and manufacturing |
| title_full | New methods of competing in the global marketplace critical success factors from service and manufacturing Richard E. Crandall ; William R. Crandall |
| title_fullStr | New methods of competing in the global marketplace critical success factors from service and manufacturing Richard E. Crandall ; William R. Crandall |
| title_full_unstemmed | New methods of competing in the global marketplace critical success factors from service and manufacturing Richard E. Crandall ; William R. Crandall |
| title_short | New methods of competing in the global marketplace |
| title_sort | new methods of competing in the global marketplace critical success factors from service and manufacturing |
| title_sub | critical success factors from service and manufacturing |
| topic | Management Manufacturing industries Management Service industries Management Internationaler Wettbewerb (DE-588)4027415-9 gnd Dienstleistungssektor (DE-588)4012183-5 gnd Erfolgsfaktor (DE-588)4197034-2 gnd Kritik (DE-588)4033229-9 gnd Produktion (DE-588)4047347-8 gnd |
| topic_facet | Management Manufacturing industries Management Service industries Management Internationaler Wettbewerb Dienstleistungssektor Erfolgsfaktor Kritik Produktion |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016508644&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT crandallricharde newmethodsofcompetingintheglobalmarketplacecriticalsuccessfactorsfromserviceandmanufacturing AT crandallwilliamr newmethodsofcompetingintheglobalmarketplacecriticalsuccessfactorsfromserviceandmanufacturing |