Manufacturing operations strategy:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Basingstoke [u.a.]
Palgrave Macmillan
2009
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 2. Aufl. u.d.T.: Hill, Terry: Manufacturing strategy |
| Beschreibung: | XVI, 504 S. graph. Darst. |
| ISBN: | 023052091X 9780230520912 |
Internformat
MARC
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| 100 | 1 | |a Hill, Alex |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Manufacturing operations strategy |c Alex Hill & Terry Hill |
| 250 | |a 3. ed. | ||
| 264 | 1 | |a Basingstoke [u.a.] |b Palgrave Macmillan |c 2009 | |
| 300 | |a XVI, 504 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a 2. Aufl. u.d.T.: Hill, Terry: Manufacturing strategy | ||
| 650 | 4 | |a Production planning | |
| 650 | 4 | |a Production planning / Case studies | |
| 650 | 4 | |a Production management | |
| 650 | 4 | |a Strategic planning | |
| 650 | 0 | 7 | |a Strategisches Management |0 (DE-588)4124261-0 |2 gnd |9 rswk-swf |
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Datensatz im Suchindex
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| DE-BY-FWS_call_number | 2350/QP 500 H645(3) |
| DE-BY-FWS_katkey | 615626 |
| DE-BY-FWS_media_number | 083000515719 |
| _version_ | 1824553835012554752 |
| adam_text | COMPANION WEBSITE MANUFACTURING OPERATIONS STRATEGY THIRD EDITION ALEX
HILL & TERRY HILL PREFACE TO THE THIRD EDITION IV FL A_ SUMMARY 2
MANUFACTURING OUTPUT 4 EXHIBIT 1.1 COMPARATIVE BALANCE OF PAYMENTS ON
GOODS FOR SELECTED COUNTRIES, 1960-2007 (SMILLIONS) 4 EXHIBIT 1.2
PERCENTAGE SHARE OF WORLD TRADE IN MANUFACTURED GOODS FOR SELECTED
COUNTRIES, 1980-96 5 EXHIBIT 1.3 EXPORT-IMPORT RATIO FOR SELECTED
SECTORS (1984 AND 1995) AND TOTAL MANUFACTURING (1972, 1984 AND 1995) 5
EXHIBIT 1.4 TOTAL MANUFACTURING EXPORT-IMPORT RATIO BY REGION 6
EXHIBIT 1.5 TRADE BALANCE FOR ELECTRONIC EQUIPMENT AND COMPONENTS FOR
SELECTED COUNTRIES BY VALUE ($BN) FOR 1985, 1993 AND 1998 J 6 EXHIBIT
1.6 THE CHALLENGE OF WORLD COMPETITION: THE NORTH AMERICAN AUTO LESSON
IN THE 1990S 7 PRODUCTIVITY: NATIONAL COMPARISONS 7 EXHIBIT 1.7 TRENDS
IN MANUFACTURING OUTPUT PER HOUR FOR SELECTED COUNTRIES, 1960-2006 (1992
= 100) 8 EXHIBIT 1.8 ANNUAL PERCENTAGE GROWTH IN OUTPUT PER HOUR
1970-2006 9 PRODUCTIVITY: PLANT-LEVEL COMPARISONS 9 EXHIBIT1.9
PRODUCTIVITY IN SOME OF THE WORLD S AUTO PLANTS, 1997 AND 1998 11
EXHIBIT 1.10 BEST AND WORST PRODUCTIVITY LEVELS BY AUTO MAKER AND
REGIONAL LOCATION (1998) 11 WHY HAS THIS HAPPENED? 11 EXHIBIT 1.11
PRODUCTION OF MACHINE TOOLS WITHOUT PARTS AND ACCESSORIES FOR SELECTED
COUNTRIES (MILLIONS) 12 EXHIBIT 1.12 GROSS DOMESTIC EXPENDITUREVN R&D AS
A PERCENTAGE OF GROSS DOMESTIC PRODUCT (GDP) 13 EXHIBIT 1.13
INTERNATIONAL TRADE BALANCE FOR HIGHLY INTENSIVE R&D INDUSTRIES IN 2005
(S MILLIONS) 14 TOP MANAGEMENT S LACK OF OPERATIONS EXPERIENCE 14
OPERATIONS STRATEGY 15 REFLECTIONS 18 DISCUSSION QUESTIONS 20 NOTES AND
REFERENCES 20 SUMMARY FUNCTIONAL STRATEGIES WITHIN THE CONTEXT OF A FIRM
EXHIBIT 2.1 LEVELS OF STRATEGY AND THEIR DISTINCTIVE TASKS FUNCTIONAL
EXECUTIVES: STRATEGY VERSUS OTHER ROLES EXHIBIT 2.2 OPERATIONS, BY
PROXY, SECURES THE SECOND SALE BUSINESS UNIT STRATEGY 22 24 24 25 26 26
EXHIBIT 2.3 COMPOSITION OF THE BUSINESS UNIT STRATEGY-MAKING GROUP 26
EXHIBIT 2.4 IDEAL BUSINESS UNIT STRATEGY-MAKING PROCESS 27 EXHIBIT 2.5
REAL-LIFE BUSINESS STRATEGY-MAKING PROCESS 28 EXHIBIT 2.6 MARKET-DRIVEN
AND MARKET-DRIVING STRATEGIES 29 STRATEGIES VERSUS PHILOSOPHIES 30
EXHIBIT 2.7 MARKETS AT THE CENTRE OF STRATEGY DEVELOPMENT 31 FUNCTIONAL
DOMINANCE WITHIN CORPORATE STRATEGY 32 REASONS FOR OPERATIONS REACTIVE
ROLE IN BUSINESS UNIT STRATEGY FORMULATION 32 EXHIBIT 2.8 THE DICHOTOMY
OF BUSINESS VIEWS ILLUSTRATED BY THE DIFFERENT FIGURES INCLUDED ON
TYPICAL CUSTOMER ORDER PAPERWORK 35 THE CONTENT OF BUSINESS UNIT
STRATEGY 36 EXHIBIT 2.9 THE LACK OF INTERFACE BETWEEN THE
DIFFERENTJEVELS OF STRATEGY 38 DEVELOPING AN OPERATIONS STRATEGY 39
LINKING BUSINESS OBJECTIVES AND FUNCTIONAL STRATEGIES THROUGH MARKETS 39
EXHIBIT 2.10 FRAMEWORK FOR LINKING CORPORATE OBJECTIVES AND OPERATIONS
AND MARKETING STRATEGY DEVELOPMENT 40 EXHIBIT 2.11 THE ITERATIVE LINK
BETWEEN CORPORATE OBJECTIVES AND MARKETING STRATEGY 44 EXHIBIT 2.12 HOW
DEFINING RELEVANT QUALIFIERS AND ORDER-WINNERS LINKS CORPORATE
OBJECTIVES WITH MARKETING AND OPERATIONS STRATEGIES 45 UNDERSTANDING
MARKETS: THE REALITY 46 UNDERSTANDING MARKETS: THE APPROACH TO FOLLOW 48
THE PROCEDURE FOR ESTABLISHING ORDER-WINNERS AND QUALIFIERS 49 EXHIBIT
2.13 CONTRACTUAL VERSUS ACTUAL CUSTOMER REQUIREMENTS 51 EXHIBIT 2.14 US
GRAPHICS COMPANY :, ORDER-WINNERS AND QUALIFIERS FOR TWO CUSTOMERS 52
EXHIBIT 2.15 EUROPEAN CABLE-MAKING COMPANY: ORDER-WINNERS AND QUALIFIERS
FOR TWO PRODUCTS 52 EXHIBIT 2.16 EUROPEAN ENGINEERED SEALING SYSTEMS
COMPANY: ORDER-WINNERS AND QUALIFIERS FOR THREE CUSTOMERS 53
UNDERSTANDING THE CRITERIA CHOSEN AND THEIR RELATIVE WEIGHTINGS 53 THE
OUTPUTS OF OPERATIONS STRATEGY 55 EXHIBIT 2.17 SOME POSSIBLE
ORDER-WINNERS AND QUALIFIERS AND SOME TYPICAL AREAS FOR REVIEW AND
IMPROVEMENT 55 EXHIBIT 2.18 ASSESSING THE IMPLICATIONS FOR OPERATIONS
PROCESSES AND INFRASTRUCTURE OF ORDER-WINNERS 56 EXHIBIT 2.19
OPERATIONS INPUT INTO THE BUSINESS STRATEGY DEBATE 57 REFLECTIONS 58
DISCUSSION QUESTIONS 61 NOTES AND REFERENCES 62 EXPLORING FURTHER 62
SUMMARY MARKETS AND MARKET SEGMENTS MANUFACTURING OPERATIONS STRATEGY
LONG CONTENTS 64 66 STRATEGIC SCENARIOS AND APPROACHES 66
CHARACTERISTICS OF TODAY S MARKETS: DIFFERENCE AND SPEED OF CHANGE 67
EXHIBIT 3.1 PHASES AND CHARACTERISTICS OF STRATEGY DEVELOPMENT AND
IMPLEMENTATION 68 TRADE-OFFS 68 ORDER-WINNERS AND QUALIFIERS: BASIC
CHARACTERISTICS . 71 EXHIBIT 3.2 EXAMPLES OF THE DIFFERENT STRATEGIC AND
OPERATIONAL OUTCOMES THAT MAY RESULT FROM ACTIVITIES 72 ORDER-WINNERS
AND QUALIFIERS: SPECIFIC DIMENSIONS 74 EXHIBIT 3.3 GENERALIZED PRODUCT
LIFE CYCLE , 75 EXHIBIT 3.4 RELATIVE AVERAGE PERFORMANCE OF WORLD-CLASS
AND OTHER PLANTS AGAINST SELECTIVE DIMENSIONS 77 EXHIBIT3.5 EXPERIENCE
CURVE FOR COLOUR FILM PRODUCED BY JAPANESE COMPANIES, 1976-98 79 EXHIBIT
3.6 COST/VOLUME OR PRICE/VOLUME RELATIONSHIP 80 EXHIBIT 3.7 THE
COMPONENTS OF OPERATIONS LEAD TIME 81 EXHIBIT 3.8 CUSTOMER LEAD TIME AND
OPERATIONS LEAD TIME COMPARISONS 82 EXHIBIT 3.9 THE ELEMENTS MAKING UP
A SUPPLIER S OPERATIONS LEAD TIME THAT CONSTITUTE THE COMPANY S OWN
MATERIAL LEAD TIME 83 EXHIBIT 3.10 ALTERNATIVE RESPONSES TO MARKETS AND
THEIR LEAD TIME IMPLICATIONS 84 EXHIBIT 3.11 OVERHEAD COSTS INCURRED IN
TIME-BASED MANAGEMENT APPROACHES COMPARED WITH THOSE INVOLVED IN CLASSIC
STRUCTURES: INDUSTRIAL COMPONENT SUPPLIERS 85 EXHIBIT 3.12 THE
DIMENSIONS OF QUALITY AND THE FUNCTIONS TYPICALLY RESPONSIBLE FOR THEIR
PROVISION 86 EXHIBIT 3.13 EXAMPLES OF REDUCTION IN PRODUCT DEVELOPMENT
LEAD TIME . 90 EXHIBIT 3.14 INCREASED SALES REVENUE ELEMENT OF THE
BENEFITS OF DOUBLE GAIN 91 EXHIBIT 3.15 THE HIGHER PROFIT MARGIN ELEMENT
OF THE BENEFITS OF DOUBLE GAIN 91 EXHIBIT 3.16 DIGITAL EQUIPMENT
COMPANY S REDUCED COMPLETION TIME FORA NEW PRODUCT DEVELOPMENT 92
EXHIBIT3.17 AVERAGE PROJECT LEAD TIMES AND STAGE LENGTH IN JAPANESE, US
AND EUROPEAN CAR MAKERS 93 EXHIBIT 3.18 SHARED FUNCTIONAL PROVISION OF
RELEVANT ORDER-WINNERS AND QUALIFIERS 94 EXHIBIT 3.19 COMPARATIVE
CHANGEOVER TIMES TO PRODUCE A NEW MODEL, NORTH AMERICAN AND JAPANESE
CARMAKERS 94 BENCHMARKING 97 EXHIBIT 3.20 BENCHMARKING QUALITY HELPED
IBM IDENTIFY ITS BEST-IN-CLASS, SIX SIGMA TARGET 99 EXHIBIT 3.21 SOURCE
AND LEVELS OF TARGETED ACHIEVEMENT 100 REFLECTIONS 100 EXHIBIT 3.22 THE
ROLES OF A COMPANY AND CUSTOMER BEFORE AND AFTER AN ORDER/CONTRACT IS
PLACED 102 DISCUSSION QUESTIONS 104 NOTES AND REFERENCES 105 EXPLORING
FURTHER ? 106 8A SUMMARY 110 EXHIBIT 4.1 ANALYSING MARKETS AND
DEVELOPING AN OPERATIONS STRATEGY 112 GENERIC STRATEGIES: THE SEARCH FOR
THE ALCHEMIST S STONE 114 ASPECTS TO CONSIDER WHEN ANALYSING MARKETS ,
115 EXHIBIT 4.2 US GRAPHICS COMPANY: ORDER-WINNERS AND QUALIFIERS FOR
TWO CUSTOMERS 116 ORDER-WINNERS AND QUALIFIERS FOR CUSTOMERS SUPPLIED BY
A US GRAPHICS COMPANY 116 ORDER-WINNERS AND QUALIFIERS FOR PRODUCTS
SUPPLIED BY A EUROPEAN CABLE-MAKING COMPANY 117 ORDER-WINNERS AND
QUALIFIERS BY CUSTOMERS SUPPLIED BY A EUROPEAN ENGINEERED SEALING
SYSTEMS COMPANY 117 EXHIBIT 4.3 EUROPEAN CABLE-MAKING COMPANY:
ORDER-WINNERS AND QUALIFIERS FOR TWO PRODUCTS 117 EXHIBIT 4.4 EUROPEAN
ENGINEERED SEALING SYSTEMS COMPANY: ORDER-WINNERS AND QUALIFIERS FOR
THREE CUSTOMERS 118 AGREE MARKETS 118 DETERMINE MARKET ORDER-WINNERS AND
QUALIFIERS 118 EXHIBIT 4.5 ACTUAL VERSUS ESTIMATED CONTRIBUTION FORA
NUMBER OF REPRESENTATIVE PRODUCTS 121 EXHIBIT 4.6 A COMPARISON OF ACTUAL
CONTRIBUTION FORA GROUP OF REPRESENTATIVE PRODUCTS TO THE ORDER-WINNER
WEIGHTING GIVEN TO PRICE 121 EXHIBIT 4.7 COMPARISON OF CONTRIBUTION
PERCENTAGE AND CONTRIBUTION PER MACHINE HOUR FOR REPRESENTATIVE ORDERS *
122 EXHIBIT 4.8 CONTRIBUTION PERCENTAGE OF SALES AND CONTRIBUTION PER
MACHINE HOUR FOR REPRESENTATIVE ORDERS FOR TWO SEGMENTS 123 EXHIBIT 4.9
ANALYSIS OF THE ORDER MIX RECEIVED FROM A CUSTOMER REGARDING GROSS
MARGIN PERCENTAGE, QUALITY CONFORMANCE LEVELS AND ASSOCIATED INVENTORY
LEVELS FOR ALTERNATIVE PRODUCTS 125 EXHIBIT 4.10 REVIEW OF CUSTOMERS
BELIEVED TO BE IN A SEGMENT SHOWING THE VARYING DELIVERY LEAD TIMES
REQUESTED 125 DEVELOPING AN OPERATIONS STRATEGY 126 EXHIBIT 4.11
EXAMPLES OF HOW TO REVIEW PERFORMANCE AND TYPICAL IMPROVEMENTS TO MEET
ALTERNATIVE ORDER-WINNERS AND QUALIFIERS 127 EXHIBIT 4.12 A REVIEW OF
PRODUCT AND VOLUME MIX ACROSS FOUR NORTH AMERICAN PHARMACEUTICAL
OPERATIONS 128 EXHIBIT 4.13 CORRELATION BETWEEN THE SIZE (UNITS) OF A
PRODUCTION RUN AND THE NET OUTPUT (UNITS) PER HOUR 129 EXHIBIT 4.14
PRODUCTION VOLUME, KEY MARKET ORDER-WINNER AND ACTUAL CONTRIBUTION PER
MACHINE HOUR FOR FOURPRODUCTS 129 REFLECTIONS 133 DISCUSSION QUESTIONS
134 NOTES AND REFERENCES 134 EXPLORING FURTHER 135 SUMMARY PROCESS
CHOICE FACTORS INVOLVED IN MAKING PRODUCTS EXHIBIT 5.1 CATEGORIES OF
PRODUCT TYPES OF MANUFACTURING PROCESS EXHIBIT 5.2 PROJECT: KEY
CHARACTERISTICS 138 140 140 141 142 143 MANUFACTURING OPERATIONS
STRATEGY LONG CONTENTS EXHIBIT 5.3 JOBBING: KEY CHARACTERISTICS -. 143
EXHIBIT 5.4 PROCESS CHOICE RELATED TO VOLUMES ( .. 146 EXHIBIT 5.5
PRINTING: A MULTI-STEP BATCH PROCESS 148 EXHIBIT 5.6 BATCH: KEY
CHARACTERISTICS 148 EXHIBIT 5.7 DIFFERENT STAGES ON THE LAND ROVER
VEHICLE ASSEMBLY LINE 149 EXHIBIT 5.8 LINE: KEY CHARACTERISTICS , 150
EXHIBIT 5.9 EXXONMOBIL S ETHYLENE CRACKING PLANT, FIFE, SCOTLAND 151
EXHIBIT 5.10 CONTINUOUS PROCESSING: KEY CHARACTERISTICS ~ 152 PRODUCT
CATEGORIES AND PRODUCTION PROCESSES REFLECTIONS 152 EXHIBIT 5.11
MANUFACTURING PROCESSES AND THEIR RELATIONSHIP TO THE PRODUCT CATEGORIES
IN EXHIBIT 5.1 153 EXHIBIT 5.12 PROCESS CHOICE ~ 154 EXHIBIT 5.13 TASKS
UNDERTAKEN BY JOBBING, BATCH AND LINE PROCESSES 155 EXHIBIT 5.14 THE
CONSTITUENTS OF CUSTOMER ORDERS WHEN CHOOSING PROCESSES AND THE FUNCTION
RESPONSIBLE FOR THEIR PROVISION 158 BUSINESS IMPLICATIONS OF PROCESS
CHOICE 160 EXHIBIT 5.15 THE OPERATIONS AND BUSINESS DIMENSION PHASES
INVOLVED IN PROCESS CHOICE 161 EXHIBIT 5.16 SELECTED BUSINESS
IMPLICATIONS OF PROCESS CHOICE 162 SELECTED BUSINESS IMPLICATIONS 164 AN
OVERVIEW OF PROCESS CHOICE 170 EXHIBIT 5.17 POTENTIAL TRANSITIONS
BETWEEN THE DIFFERENT CHOICES OF PROCESS 171 HYBRID PROCESSES 172
EXHIBIT 5.18 THE POSITION OF SOME HYBRID PROCESSES IN RELATION TO THE
FIVE GENERIC CHOICES OF PROCESS 172 EXHIBIT 5.19 AN EXAMPLE OF A
15-STATION RANDOM FMS PROVIDED AS A THREE-STAGE INSTALLATION 175 EXHIBIT
5.20 CELLULAR LAYOUT AND THE TRANSITION FROM A FUNCTIONAL (BATCH) TO
PRODUCT (LINE) LAYOUT 177 EXHIBIT 5.21 CHANGING FROM PROCESS TO NAGARE
CELL LAYOUT 178 EXHIBIT 5.22 HYBRID NC PROCESS CHOICE RELATED TO VOLUME
181 OPERATIONS RESPONSES TO SIMILAR MARKETS 181 EXHIBIT 5.23 ELEMENTS OF
OPERATIONS LEAD TIME AND TYPICAL ACTIONS TO REDUCE THE LENGTH OF TIME
INVOLVED 182 TECHNOLOGY STRATEGY 182 REFLECTIONS 184 DISCUSSION
QUESTIONS 185 NOTES AND REFERENCES 186 EXPLORING FURTHER 187 @
(^§Y^G^§MIKI@ W_ SUMMARY 190 THE NEED TO EXPAND OPERATIONS STRATEGY S
LANGUAGE BASE 192 VIII PRODUCT PROFILING 192 COMPANY-BASED PROFILES 194
EXHIBIT 6.1 A PRODUCT PROFILE ILLUSTRATING MISMATCH BETWEEN THE MARKET
AND OPERATIONS INDUCED BY PROCESS INVESTMENT 195 EXHIBIT 6.2 A PRODUCT
PROFILE ILLUSTRATING THE LEVEL OF MATCH AND MISMATCH BETWEEN TWO PLANTS
AND THEIR RESPECTIVE MARKETS INDUCED BY APPLYING THE SAME OPERATIONS
STRATEGY TO BOTH PLANTS . 196 EXHIBIT 6.3 THE LEVEL OF INCONSISTENCY ON
ALL POINTS OF THE DIMENSIONS ON THE VERTICAL AXIS 197 EXHIBIT 6.4 A
PRODUCT PROFILE OF A COMPANY S MAINSTREAM PRODUCTS TO ILLUSTRATE THE
IMPACT OF INCREMENTAL MARKETING DECISIONS 198 PROCESS-BASED PROFILES 200
EXHIBIT 6.5 A PROFILE OF THE PRODUCT VARIANTS PACKED ON A NUMBER OF
SIMILAR PACKAGING LINES 201 USING PRODUCT PROFILING 202 REFLECTIONS 204
DISCUSSION QUESTIONS 204 SUMMARY 206 FOCUS 208 EXHIBIT 7.1 IN PURSUIT OF
A PANACEA: WHICH THREE-LETTER ACRONYM NEXT? 211 ALTERNATIVE APPROACHES
TO FOCUS 211 EXHIBIT 7.2 FOCUSING OPERATIONS AROUND RESOURCES OR MARKETS
212 EXHIBIT 7.3 THE ADVANTAGES AND DISADVANTAGES OF ALTERNATIVE
APPROACHES TO ORGANIZING OPERATIONS .214 FOCUS ADVANTAGES AND
DISADVANTAGES 215 ACHIEVING FOCUS 216 MAINTAINING FOCUS 217 EXHIBIT 7.4
PRODUCTION VOLUMES AND STRATEGIC TASKS CHANGE IN A PRODUCT S LIFE CYCLE
219 EXHIBIT 7.5 A TYPICAL PRODUCT LIFE CYCLE AND ITS RELATIONSHIP TO
FOCUS 219 REFLECTIONS 221 DISCUSSION QUESTIONS 222 NOTES AND REFERENCES
223 EXPLORING FURTHER 223 SUMMARY 226 ORIGINS OF EXISTING APPROACHES
TO ORGANIZING OPERATIONS 228 EXHIBIT 8.1 TYPICAL LAYOUT OF EXISTING
PLANTS BASED ON ECONOMIES OF SCALE PRINCIPLES (NOT TO SCALE) 228
APPROACH TO FOCUSING OPERATIONS 228 FOCUSING OPERATIONS 229
MANUFACTURING OPERATIONS STRATEGY LONG CONTENTS IX EXHIBIT 8.2
METHODOLOGY: THE SIX STEPS 231 EXHIBIT 8.3 EXAMPLES OF THE ACTIVITIES
TYPICALLY BEST ALLOCATED TO A CENTRAL FUNCTION OR FOCUSED UNIT 232
MAINTAINING FOCUS 233 MAINTAINING FOCUS IN MATURING MARKETS 233
STRATEGIC REVIEW RESULTING FROM INCREASED DEMAND FOR A PRODUCT GROUP 234
FOCUS EXAMPLES 234 BENEFITS OF ALLOCATING INFRASTRUCTURE 235 CREATING AN
OPERATION-WITHIN-AN-OPERATION ARRANGEMENT 235 EXHIBIT 8.4
OPERATION-WITHIN-AN-OPERATION ARRANGEMENT 236 REFLECTIONS 236 DISCUSSION
QUESTIONS 236 NOTES AND REFERENCES 238 EXPLORING FURTHER 238 G)
O=M^(^BY7Y(A»[^^ ISO_ SUMMARY . 242 WHAT IS A SUPPLY CHAIN? 244 EXHIBIT
9.1 SUPPLY CHAIN FOR A PHARMACEUTICAL COMPANY 244 CHOOSING WHETHER TO
MAKE OR BUY 244 EXHIBIT 9.2 THE REDUCTION IN THE INTERNAL PHASE OF THE
SUPPLY CHAIN WHERE MORE ADVANCED TECHNOLOGY IS INCORPORATED INTO A
PRODUCT (NOT TO SCALE) 248 THE REALITY OF MAKE-OR-BUY DECISIONS 249
EXHIBIT 9.3 THE DOMINANCE OF THE COST ARGUMENT 250 GENERAL ISSUES
INVOLVED IN MAKE-OR-BUY DECISIONS 251 EXHIBIT 9.4 THE ANTICIPATED
REDUCTION IN OVERHEADS (REPRESENTED BY THE VERTICAL SLICE INTO
ORGANIZATIONAL SUPPORT AND ASSOCIATED COSTS) THAT ACCOMPANIES A DECISION
TO BUY RATHER THAN MAKE PART OF THE OPERATIONS REQUIREMENT 252 WIDTH OF
INTERNAL PHASE OF THE SUPPLY CHAIN: DECIDING WHAT AND HOW MUCH TO MAKE
IN-HOUSE 253 EXHIBIT 9.5 HOW TO CREATE YOUR OWN COMPETITION 257 THE
HOLLOW CORPORATION 259 ALTERNATIVES TO MAKING IN-HOUSE 260 EXHIBIT 9.6 A
HINT OF SATIRE IN THIS COMMENT ON THE TREND TOWARDS OUTSOURCING BY
HIGHLIGHTING THE POTENTIALLY SIMPLISTIC APPROACH TO THESE KEY STRATEGIC
DECISIONS 261 EXHIBIT 9.7 RESPONSES TO THE QUESTION ARE JOINT VENTURES
A VIABLE ALTERNATIVE? 262 EXHIBIT 9.8 REASONS FOR FORMING JOINT
VENTURES 263 DEVELOPING THE SUPPLY CHAIN 264 EXHIBIT 9.9 PHASE 1:
TYPICAL INITIAL POSITION OF FUNCTIONALLY FRAGMENTED SUPPLY CHAINS WITH
BUILT-IN DELAYS/INVENTORY, VERTICAL REPORTING STRUCTURES AND SYSTEMS AND
THE SEPARATION OF SUPPLIERS, OPERATIONS AND CUSTOMERS 264 EXHIBIT 9.10
PHASE 2: INTEGRATION OF THE SUPPLY CHAIN ACTIVITIES WITHIN A BUSINESS
265 EXHIBIT 9.11 PHASE 3: COLLABORATION ACROSS THE SUPPLY CHAIN BY
COORDINATING ACTIVITIES BETWEEN BUSINESSES 265 EXHIBIT 9.12 PHASE 4:
SYNCHRONIZED AND REAL-TIME PLANNING AND EXECUTION OF ACTIVITIES ACROSS
THE SUPPLY CHAIN 266 EXHIBIT 9.13 LEAN SUPPLY CHAIN WORKS ELSEWHERE AND
BRINGS SIMILAR BENEFITS 267 DOMESTIC VS OFFSHORE SOURCING OPTIONS AND
STRATEGIC FIT 267 EXHIBIT 9.14 SOURCING LOCATION, PERCENTAGE OF GOODS
PURCHASED AND DISCOUNTS AVAILABLE 268 EXHIBIT 9.15 SUPPLIERS LATITUDE
FOR VOLUME OR MIX CHANGE BEFORE AND DURING THE SALES SEASON, BY
GEOGRAPHICAL REGION 268 EXHIBIT 9.16 EXAMPLES OF COMPANIES SEEKING AND
GAINING ADDITIONAL ROLES FROM OFFSHORE PLANTS 269 EXHIBIT 9.17
PROGRESSIVE ROLES OF OFFSHORE MANUFACTURING PLANTS 270 ASPECTS OF CHANGE
271 EXHIBIT 9.18 THE EVOLVING ROLE OF IT IN MANAGING A SUPPLY CHAIN 272
EXHIBIT 9.19 ONE TYPE OF INTERNET FRAUD 273 EXHIBIT 9.20 A VULNERABLE
SIDE OF THE INTERNET 273 E-PROCUREMENT 274 EXHIBIT 9.21 E-PROCUREMENT
SYSTEM 275 MANAGING THE SUPPLY CHAIN 276 EXHIBIT 9.22 THE CHANGING BASIS
OF COMPETITION - 276 SUPPLY CHAIN MANAGEMENT ISSUES 276 EXHIBIT 9.23
PHASES IN CHANGING CUSTOMER ATTITUDES TO SUPPLIERS 277 EXHIBIT 9.24
CUSTOMER/SUPPLIER DEPENDENCE 279 EXHIBIT 9.25 EXAMPLES OF
CUSTOMER/SUPPLIER RELATIONSHIP DEVELOPMENTS IN A RANGE OF INDUSTRIAL
SECTORS 280 EXHIBIT 9.26 CUSHIONING THE DELIVERY SYSTEM CATEGORIES AND
OPTIONS 285 EXHIBIT 9.27 THE CUSHIONING REQUIREMENTS AT EACH STEP IN A
SUPPLY CHAIN 287 EXHIBIT 9.28 COMPONENTS OF OPERATIONS LEAD TIME _ 287
EXHIBIT 9.29 A COMPANY S MATERIAL LEAD TIME EQUATES TO A SUPPLIER S
OPERATIONS LEAD TIME 288 SUMMARY BENEFITS 288 JOHNSON CONTROLS 289
AIRBUS 289 EXHIBIT 9.30 INTEGRATED SUPPLY CHAIN: THE ONE-FIRM CONCEPT
291 REFLECTIONS 293 EXHIBIT 9.31 CHANGING APPROACH TO MANAGING SUPPLY
CHAINS 294 VOLKSWAGEN 294 MERCEDES-BENZ 295 SKODA 295 EXHIBIT 9.32 THE
SHORT LEAD TIME REQUIREMENTS OF CUSTOMERS 295 DISCUSSION QUESTIONS 296
NOTES AND REFERENCES 296 EXPLORING FURTHER 298 MANUFACTURING OPERATIONS
STRATEGY LONG CONTENTS XI SUMMARY 302 EXHIBIT 10.1 FRAMEWORK FOR
REFLECTING OPERATIONS STRATEGY ISSUES IN CORPORATE DECISIONS 304 EXHIBIT
10.2 STRATEGIC AWARENESS ENSURES BUSINESSES IDENTIFY MARKET CHANGES AND
DEVELOP THE CAPABILITY TO SUPPORT THEM 305 ISSUES TO CONSIDER WHEN
DEVELOPING INFRASTRUCTURE 305 INFRASTRUCTURE DEVELOPMENT 306
ORGANIZATIONAL ISSUES 308 EXHIBIT 10.3 TYPICAL PHASES IN THE EVOLUTION
OF SPECIALIST FUNCTIONS IN AN ORGANIZATION 309 EXHIBIT 10.4 THE NUMBER
OF LEVELS WITHIN A TYPICAL ORGANIZATION AT DIFFERENT TIMES 311 EXHIBIT
10.5 THE SEPARATION BETWEEN PLANNING, DOING AND EVALUATING CREATED BY
ORGANIZATIONAL STRUCTURE 312 DEVELOPING INFRASTRUCTURE 312 EXHIBIT 10.6
INDICATION OF HOW DEVELOPMENTS CAN BE USED TO ADDRESS INFRASTRUCTURE
ISSUES 313 EXHIBIT 10.7 INCORPORATING APPROPRIATE PLANNING AND
EVALUATING STEPS INTO THE DOING TASKS 314 EXHIBIT 10.8 SHOP-FLOOR
WORKERS ARE SIGNIFICANTLY MORE INVOLVED IN WORLD-CLASS OPERATIONS 316
MANAGING INFRASTRUCTURE 316 EXHIBIT 10.9 VARYING QUALITY CONFORMANCE
TASKS AND RESPONSIBILITIES BY PROCESS CHOICE 317 EXHIBIT 10.10
BALDRIGE AWARD (POINTS ALLOCATION BY CATEGORY) 318 EXHIBIT 10.11 THREE
LEVELS OF MECHANISMS TO CUSHION DELIVERY SYSTEMS FROM UNSTABLE MARKETS
319 ANALYSE MARKETS USING CROSS-FUNCTIONAL PERSPECTIVES SUPPORTED WITH
DATA 320 DO NOT ISSUE ACROSS-THE-BOARD INVENTORY REDUCTION DIRECTIVES
320 EXHIBIT 10.12 BENEFITS OF USING INVENTORY BY CATEGORY AND TYPE . 321
EXHIBIT 10.13 BALANCE BETWEEN IMPROVING THE CASH, COST AND MARKET
SUPPORT OF OPERATIONS 323 COMPUTER SYSTEM MAKES OPERATION MORE EXPENSIVE
AND LESS EFFECTIVE . 324 SYSTEMS NOT MODIFIED TO MEET CHANGING BUSINESS
AND MARKET NEEDS 325 ONE SYSTEM USED TO SUPPORT DIFFERENT MARKET NEEDS
325 EXHIBIT 10.14 LINKING THE MASTER SCHEDULING APPROACH TO OPERATIONS
AND MARKET NEEDS 326 EXHIBIT 10.15 LINKING MATERIALS PLANNING APPROACH
TO OPERATIONS AND MARKET NEEDS 327 EXHIBIT 10.16 LINKING SHOP-FLOOR
CONTROL SYSTEMS TO OPERATIONS AND MARKET NEEDS 327 REFLECTIONS 328
EXHIBIT 10.17 THE RELEVANT MANUFACTURING TASKS AND MPC SYSTEM
INVESTMENTS OF TWO COMPANIES SERVING DIFFERENT MARKETS 329 DISCUSSION
QUESTIONS 332 NOTES AND REFERENCES 332 EXPLORING FURTHER 333 SUMMARY 336
ACCOUNTING AND FINANCE 338 INVESTMENT DECISIONS 338 EXHIBIT 11.1
RESTRICTIONS IMPOSED AT BOTH ENDS OF THE OPERATIONS STRATEGY PROCESS 339
THE NEED FOR A STRATEGIC VIEW OF INVESTMENTS 340 EXHIBIT 11.2 TYPICAL
FINANCIAL CONTROL SYSTEM PROVISION VERSUS INVESTMENT EVALUATION
REQUIREMENT 343 EXHIBIT 11.3 DOCUMENTED AND PERCEIVED REASONS FOR ALL
INVESTMENTS OVER A 30-MONTH PERIOD, UK MANUFACTURING COMPANY 345 EXHIBIT
11.4 ALTERNATIVE APPROACHES TO INVESTMENT DECISIONS 349 EXHIBIT 11.5
PRODUCT LIFE CYCLES, ORDER-WINNING CRITERIA AND PROCESS INVESTMENT
INTERACT 352 THE SIMPLISTIC NATURE OF ACCOUNTING INFORMATION 354 EXHIBIT
11.6 SOME ACCOUNTING APPROACHES DEPENDING ON THE TYPE OF PROCESS 355
EXHIBIT 11.7 RULE-OF-THUMB ACCOUNTING PRACTICES 356 THE NEED FOR
ACCOUNTING SYSTEM DEVELOPMENT 356 PERFORMANCE MEASUREMENT 362 EXHIBIT
11.8 NUMBER OF MEASURES USED BY 17 FUNCTIONS IN 5 COMPANIES 363 EXHIBIT
11.9 CATEGORIES OF PERFORMANCE LOSS 365 REFLECTIONS 367 EXHIBIT 11.10
THE THREE PHASES IN AN INVESTMENT PROGRAMME 368 DISCUSSION QUESTIONS 370
NOTES 370 EXPLORING FURTHER 371 1 2 3 4 5 6 7 8 9 10 11 12 13 INDEX
APPLE B & W: THE GREAT NUCLEAR FIZZLE DELL FABRITEX HOFFMAN TOBACCO HO
INJECTION MOULDING JACKSON PRECISION CASTINGS MILLSTONE PACKAGING
PETERSON CARTON SERVICES PRECISION STEEL PIC RUMACK PHARMACEUTICALS
SHERPIN ZARA 375 384 392 399 408 416 430 444 450 466 480 486 494 500
MANUFACTURING OPERATIONS STRATEGY LONG CONTENTS XIII
|
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| bvnumber | BV035572368 |
| callnumber-first | T - Technology |
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| dewey-full | 658.5 |
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| dewey-ones | 658 - General management |
| dewey-raw | 658.5 |
| dewey-search | 658.5 |
| dewey-sort | 3658.5 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Arbeitswissenschaften Wirtschaftswissenschaften |
| edition | 3. ed. |
| format | Book |
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| genre_facet | Fallstudiensammlung |
| id | DE-604.BV035572368 |
| illustrated | Illustrated |
| indexdate | 2025-02-20T06:42:11Z |
| institution | BVB |
| isbn | 023052091X 9780230520912 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-017627926 |
| oclc_num | 191752505 |
| open_access_boolean | |
| owner | DE-M347 DE-384 DE-11 DE-91 DE-BY-TUM DE-945 DE-862 DE-BY-FWS |
| owner_facet | DE-M347 DE-384 DE-11 DE-91 DE-BY-TUM DE-945 DE-862 DE-BY-FWS |
| physical | XVI, 504 S. graph. Darst. |
| publishDate | 2009 |
| publishDateSearch | 2009 |
| publishDateSort | 2009 |
| publisher | Palgrave Macmillan |
| record_format | marc |
| spellingShingle | Hill, Alex Hill, Terry Manufacturing operations strategy Production planning Production planning / Case studies Production management Strategic planning Strategisches Management (DE-588)4124261-0 gnd Produktionsplanung (DE-588)4047360-0 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4047360-0 (DE-588)4522595-3 |
| title | Manufacturing operations strategy |
| title_auth | Manufacturing operations strategy |
| title_exact_search | Manufacturing operations strategy |
| title_full | Manufacturing operations strategy Alex Hill & Terry Hill |
| title_fullStr | Manufacturing operations strategy Alex Hill & Terry Hill |
| title_full_unstemmed | Manufacturing operations strategy Alex Hill & Terry Hill |
| title_short | Manufacturing operations strategy |
| title_sort | manufacturing operations strategy |
| topic | Production planning Production planning / Case studies Production management Strategic planning Strategisches Management (DE-588)4124261-0 gnd Produktionsplanung (DE-588)4047360-0 gnd |
| topic_facet | Production planning Production planning / Case studies Production management Strategic planning Strategisches Management Produktionsplanung Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017627926&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT hillalex manufacturingoperationsstrategy AT hillterry manufacturingoperationsstrategy |
Inhaltsverzeichnis
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