The Experts below are selected from a list of 297 Experts worldwide ranked by ideXlab platform
Gary P Pisano - One of the best experts on this subject based on the ideXlab platform.
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Manufacturing strategy at the intersection of two paradigm shifts
Production and Operations Management, 2009Co-Authors: Robert H Hayes, Gary P PisanoAbstract:The concept of “Manufacturing strategy” is still, in human terms, barely past adolescence. In years, it is younger than most of the MBAs who study it today. So it is not surprising that–like them–it has been undergoing almost continual growth and elaboration throughout its short life, as it tested itself against the real world and as that world evolved. Today it is facing perhaps the greatest challenge in its short history, as it finds itself in the crossfire of debates about core aspects of its two parent disciplines: Manufacturing Management and competitive strategy. This paper begins by briefly reviewing some of the key steps in the conceptual development of the Manufacturing strategy paradigm, then describes the attacks now being directed at both the Manufacturing Management and the competitive strategy paradigms, and finally discusses the new perspectives that these two paradigm shifts are shedding on some familiar problems.
M.t. Sweeney - One of the best experts on this subject based on the ideXlab platform.
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Benchmarking for Strategic Manufacturing Management
International Journal of Operations & Production Management, 1994Co-Authors: M.t. SweeneyAbstract:Benchmarking to improve strategic Manufacturing Management seems to be a logical extension to benchmarking to improve operating system performance. This assumption is, however, untested. The research objective for this study was to learn how to benchmark the strategic Manufacturing Management process. The experiences of a consortium of non‐competing firms struggling with the problems of benchmarking implementation constitute the base data for this research. The study has found that inappropriate choices of key Manufacturing performance indicators were made by 50 per cent of the business units studied and this is because of poor strategic vision for Manufacturing operations. Also evidence was found to show that 70 per cent of the firms studied needed a better understanding of their own processes before they could benefit from benchmarking other organizations.
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Towards a Unified Theory of Strategic Manufacturing Management
International Journal of Operations & Production Management, 1991Co-Authors: M.t. SweeneyAbstract:There is a need for a unified theory of the strategic Management of Manufacturing. Current theory encourages the strategic Management of Manufacturing by seeking to match the use of production resources with the need to satisfy the order winning criteria of the target markets. Such an approach suggests but one strategic role of Manufacturing. The purpose of this article is to use previous research findings on a taxonomy of generic Manufacturing strategies, the author′s own research and recently published academic theory to propose a unified theory of strategic Manufacturing Management. The theory links competitive strategy with four strategic roles of Manufacturing. A strategic planning model is proposed to facilitate the preparation of a development plan which will not only enable Manufacturing to support the competitive strategy of the firm but also to establish a strategy for Manufacturing‐led competitive advantage.
J J B Rogers - One of the best experts on this subject based on the ideXlab platform.
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business process modelling and simulation for Manufacturing Management a practical way forward
Business Process Management Journal, 2003Co-Authors: Kevin D Barber, Frank W Dewhurst, R L D H Burns, J J B RogersAbstract:Many companies are taking a process view as a result of business‐process re‐engineering exercises, statutory compliance (e.g. Securities and Futures Authority), reaction to market forces (e.g. to achieve accreditation under ISO9001:2000 or BS5750) and the promotion of integrated computer and information systems (e.g. computer integrated manufacture). This means questioning the way in which companies operate and has implications for Management. Business process modelling (BPM) and business‐process simulation (BPS) help to facilitate process thinking. BPM provides Management with a static structured approach to business improvement, providing a “holistic” perspective on how the business operates, and provides a means of documenting the business processes while BPS allows Management to study the dynamics of the business and consider the effects of changes without risk. There are a number of BPM and BPS methodologies, approaches and tools available, each of which may be applicable to different circumstances. This paper briefly reviews the diverse literature in relation to Manufacturing Management. Evidence from the literature indicates that few tools are available for supporting Manufacturing‐business‐process‐Management and that, except for a few small‐scale processes, BPS implementations in Manufacturing have had limited success. This paper identifies the reasons for this and suggests a practical way forward until hardware and software limitations are overcome.
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Business‐process modelling and simulation for Manufacturing Management: A practical way forward
Business Process Management Journal, 2003Co-Authors: Kevin D Barber, Frank W Dewhurst, R L D H Burns, J J B RogersAbstract:Many companies are taking a process view as a result of business‐process re‐engineering exercises, statutory compliance (e.g. Securities and Futures Authority), reaction to market forces (e.g. to achieve accreditation under ISO9001:2000 or BS5750) and the promotion of integrated computer and information systems (e.g. computer integrated manufacture). This means questioning the way in which companies operate and has implications for Management. Business process modelling (BPM) and business‐process simulation (BPS) help to facilitate process thinking. BPM provides Management with a static structured approach to business improvement, providing a “holistic” perspective on how the business operates, and provides a means of documenting the business processes while BPS allows Management to study the dynamics of the business and consider the effects of changes without risk. There are a number of BPM and BPS methodologies, approaches and tools available, each of which may be applicable to different circumstances. This paper briefly reviews the diverse literature in relation to Manufacturing Management. Evidence from the literature indicates that few tools are available for supporting Manufacturing‐business‐process‐Management and that, except for a few small‐scale processes, BPS implementations in Manufacturing have had limited success. This paper identifies the reasons for this and suggests a practical way forward until hardware and software limitations are overcome.
Kevin D Barber - One of the best experts on this subject based on the ideXlab platform.
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business process modelling and simulation for Manufacturing Management
Business Process Management Journal, 2003Co-Authors: Kevin D Barber, Frank W Dewhurst, R L D H Burns, J B B RogersAbstract:Many companies are taking a process view as a result of business‐process re‐engineering exercises, statutory compliance (e.g. Securities and Futures Authority), reaction to market forces (e.g. to achieve accreditation under ISO9001:2000 or BS5750) and the promotion of integrated computer and information systems (e.g. computer integrated manufacture). This means questioning the way in which companies operate and has implications for Management. Business process modelling (BPM) and business‐process simulation (BPS) help to facilitate process thinking. BPM provides Management with a static structured approach to business improvement, providing a “holistic” perspective on how the business operates, and provides a means of documenting the business processes while BPS allows Management to study the dynamics of the business and consider the effects of changes without risk. There are a number of BPM and BPS methodologies, approaches and tools available, each of which may be applicable to different circumstances. This paper briefly reviews the diverse literature in relation to Manufacturing Management. Evidence from the literature indicates that few tools are available for supporting Manufacturing‐business‐process‐Management and that, except for a few small‐scale processes, BPS implementations in Manufacturing have had limited success. This paper identifies the reasons for this and suggests a practical way forward until hardware and software limitations are overcome.
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business process modelling and simulation for Manufacturing Management a practical way forward
Business Process Management Journal, 2003Co-Authors: Kevin D Barber, Frank W Dewhurst, R L D H Burns, J J B RogersAbstract:Many companies are taking a process view as a result of business‐process re‐engineering exercises, statutory compliance (e.g. Securities and Futures Authority), reaction to market forces (e.g. to achieve accreditation under ISO9001:2000 or BS5750) and the promotion of integrated computer and information systems (e.g. computer integrated manufacture). This means questioning the way in which companies operate and has implications for Management. Business process modelling (BPM) and business‐process simulation (BPS) help to facilitate process thinking. BPM provides Management with a static structured approach to business improvement, providing a “holistic” perspective on how the business operates, and provides a means of documenting the business processes while BPS allows Management to study the dynamics of the business and consider the effects of changes without risk. There are a number of BPM and BPS methodologies, approaches and tools available, each of which may be applicable to different circumstances. This paper briefly reviews the diverse literature in relation to Manufacturing Management. Evidence from the literature indicates that few tools are available for supporting Manufacturing‐business‐process‐Management and that, except for a few small‐scale processes, BPS implementations in Manufacturing have had limited success. This paper identifies the reasons for this and suggests a practical way forward until hardware and software limitations are overcome.
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Business‐process modelling and simulation for Manufacturing Management: A practical way forward
Business Process Management Journal, 2003Co-Authors: Kevin D Barber, Frank W Dewhurst, R L D H Burns, J J B RogersAbstract:Many companies are taking a process view as a result of business‐process re‐engineering exercises, statutory compliance (e.g. Securities and Futures Authority), reaction to market forces (e.g. to achieve accreditation under ISO9001:2000 or BS5750) and the promotion of integrated computer and information systems (e.g. computer integrated manufacture). This means questioning the way in which companies operate and has implications for Management. Business process modelling (BPM) and business‐process simulation (BPS) help to facilitate process thinking. BPM provides Management with a static structured approach to business improvement, providing a “holistic” perspective on how the business operates, and provides a means of documenting the business processes while BPS allows Management to study the dynamics of the business and consider the effects of changes without risk. There are a number of BPM and BPS methodologies, approaches and tools available, each of which may be applicable to different circumstances. This paper briefly reviews the diverse literature in relation to Manufacturing Management. Evidence from the literature indicates that few tools are available for supporting Manufacturing‐business‐process‐Management and that, except for a few small‐scale processes, BPS implementations in Manufacturing have had limited success. This paper identifies the reasons for this and suggests a practical way forward until hardware and software limitations are overcome.
Robert H Hayes - One of the best experts on this subject based on the ideXlab platform.
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Manufacturing strategy at the intersection of two paradigm shifts
Production and Operations Management, 2009Co-Authors: Robert H Hayes, Gary P PisanoAbstract:The concept of “Manufacturing strategy” is still, in human terms, barely past adolescence. In years, it is younger than most of the MBAs who study it today. So it is not surprising that–like them–it has been undergoing almost continual growth and elaboration throughout its short life, as it tested itself against the real world and as that world evolved. Today it is facing perhaps the greatest challenge in its short history, as it finds itself in the crossfire of debates about core aspects of its two parent disciplines: Manufacturing Management and competitive strategy. This paper begins by briefly reviewing some of the key steps in the conceptual development of the Manufacturing strategy paradigm, then describes the attacks now being directed at both the Manufacturing Management and the competitive strategy paradigms, and finally discusses the new perspectives that these two paradigm shifts are shedding on some familiar problems.