Manufacturing Strategy Content Research Articles

Strategic consensus on manufacturing strategy content

Purpose– Strategic consensus between operators and managers is an important means to accomplish a successful manufacturing strategy (MS) process. Previous studies largely left out individual operators from this concept. Therefore, the purpose of this paper is to empirically examine the level of strategic consensus on the MS within the operations function, that is, the operators’ and managers’ perceptions of MS.Design/methodology/approach– Interviews were conducted with both operators and managers at three small- and medium-sized enterprises in Sweden. The MS dimensions were selected based on previous research; the data were analysed by using thematic coding.Findings– The study shows that the levels of strategic consensus on the MS vary among companies. Even when strategic consensus exists between operators and managers, their underlying reasons often differ. Furthermore, the levels of strategic consensus vary among MS dimensions. The companies’ usage of information-sharing channels, along with their size and position in the supply chain, can be important for the level of strategic consensus.Originality/value– This paper contributes to the body of knowledge in three ways. First, it expands the scope of the MS dimensions under study, thus offering a stronger, resource-based perspective on MS and strategic consensus than what earlier studies showed. Second, it goes beyond the management level by including both managers and operators as the unit of analysis. Third, compared to previous research, it focuses on a new context and is based on in-depth case studies.

The relationships between manufacturing strategy process, manufacturing-marketing integration, and plant performance: an empirical study of Korean manufacturers

The purpose of this study is to examine the interrelationships between manufacturing strategy process (manufacturing strategy formulation and manufacturing strategy implementation), manufacturing-marketing integration and plant performance. For this study, a survey was conducted on 221 manufacturers from the machinery, automotive and electronics in South Korea. Subsequently, the related hypotheses were tested using structural equation modeling. According to the results, positive relationships were observed between the manufacturing strategy process, manufacturing-marketing integration and plant performance. Specifically, manufacturing strategy formulation positively influenced both manufacturing strategy implementation and manufacturing-marketing integration. Further, not only manufacturing strategy implementation, but manufacturing-marketing integration also has a direct positive influence on plant performance. Although manufacturing strategy formulation does not directly affect plant performance, its influence on plant performance is transmitted through two paths intermediated by both manufacturing strategy implementation and manufacturing-marketing integration, respectively. In contrast to quite a number of studies focused on the manufacturing strategy content, there only exists a relatively small number of studies related to the manufacturing strategy process. Therefore, this study is one of the few broad empirical studies that investigated the interrelationships between manufacturing strategy formulation, manufacturing strategy implementation, manufacturing-marketing cooperation and plant performance using structural equation modeling. Furthermore, it also verified that the manufacturing strategy process can be a source of plant performance improvement.

The content and process of automation strategies

If automation is to support the competitiveness for a manufacturing company, strategic as well as operational issues need consideration. To best support competitiveness, decisions concerning automation should be treated as one of several decisions in a manufacturing strategy. Furthermore, to fully utilize the advantages from automation, the manufacturing strategy content and process needs refinement. In this paper, improvement of the manufacturing strategy theory is suggested, mainly based on employment of human factors engineering.

Automation strategies: existing theory or ad hoc decisions?

Automating manufacturing systems potentially improves competitiveness. Empirical studies show that the most successful result is achieved when decisions concerning automation are linked to the manufacturing strategies and competitive priorities of the company. It is suggested that automation is regarded as a separate decision group, within the manufacturing strategy content field.

The formalisation of manufacturing strategy and its influence on the relationship between competitive objectives, improvement goals, and action plans

This paper intends to contribute to a better understanding of manufacturing strategy content by describing and analysing the content and formalisation of manufacturing strategies, and by exploring the relationships between the formalisation of manufacturing strategy, business/competitive objectives, improvement goals, and action plans. The study is based on the data from the third International Manufacturing Strategy Survey, which was conducted in more than 20 countries. The analysis shows that in companies with a formal strategy competitive priorities, improvement goals and action programs are significantly better aligned in companies without such a strategy. This finding is encouraging for operations management scholars, as it suggests that after 30‐odd years Skinner's missing link has been re‐discovered, and it supports OM practitioners in their ongoing battle to safeguard the position of manufacturing in the corporate debate.

Manufacturing strategy: a pictorial representation

This article describes an updateable picture of manufacturing strategy content, called a “strategy chart”. It is based on established manufacturing and business strategy theory and is designed for use by managers in a wider strategy development process. Three cases are used to examine and improve methods for constructing a strategy chart; to explore the biases inherent in this representation of strategy; and to assess its utility. Preliminary conclusions are that charts present manufacturing strategy content more holistically than normally achieved and can make “strategy” a more understandable and communicable concept for manufacturing managers and workforce. The approach also provides useful insight into the development of a firm’s manufacturing strategy over time, providing the potential for managers to examine their strategy process and to learn from the past.

The manufacturing strategy formulation process: Linking multifunctional viewpoints

AbstractWhile there has been considerable research on the content of manufacturing strategy, there is a paucity of literature concerning the process of manufacturing strategy formulation [Ward, P.T., Brickford, D.J., Leong, G.K., 1996. Configuration of manufacturing strategy, business strategy, environment, and structure, J. Manage., 22(4) 597–626; Leong, G.K., Snyder, D.L., Ward, P.T., 1990. Research in the process and content of manufacturing strategy, Omega, 18(2) 109–122]. Many researchers have highlighted the need to overcome this deficiency by studying the process of developing manufacturing strategy [Adam, E.E., Swamidass, P.M., 1989. Assessing operations management from a strategic perspective, J. Manage., 15(2) 181–203; Anderson et al., 1989; Leong, G.K., Snyder, D.L., Ward, P.T., 1990. Research in the process and content of manufacturing strategy, Omega, 18(2) 109–122]. To effectively link the manufacturing strategy of a firm to the needs of the marketplace, critical competitive factors or order‐winning criteria must be understood and agreed upon both by operations and marketing managers [Hill, T.J., 1983. Manufacturing's strategic role, J. Operational Res. Soc., 34(9) 853–860; Hill, T.J., 1994. Manufacturing Strategy—Text and Cases, 2nd edn., Irwin, Homewood, IL]. For this study, we created and examined a process of establishing a set of order‐winning criteria for a consumer pharmaceuticals firm which involved the participation of sixteen managers from seven functional areas over four months. The foundation of the process was developed by Hill [Hill, T.J., 1989. Manufacturing Strategy—Text and Cases. Irwin, Homewood, IL; Hill, T.J., 1994. Manufacturing Strategy—Text and Cases, 2nd edn., Irwin, Homewood, IL], however it was soon evident that additional steps were required. The expanded process we developed both exposed significantly differing views among the managers and raised several questions with important managerial and research implications.

Manufacturing strategy: propositions, current research, renewed directions

A substantial number of propositions have been made over the last 20 years regarding the content of manufacturing strategy and the process of strategy development and implementation. Although many of the propositions have been well received, few have been rigorously tested via empirical methods. Reviews empirical research efforts to date in order to assess the effectiveness of current research directions and methodologies in evaluating earlier propositions. Discusses strengths, weaknesses and directions for future research in each area of manufacturing strategy.

The Process of Manufacturing Strategy: Some Empirical Observations and Conclusions

Manufacturing strategy has become a subject of increasing importance to practice and research. It involves two elements: content and process. The content of manufacturing strategy has recently received considerable attention. The process of manufacturing strategy has not received the same level of emphasis. There is little prescriptive literature on the subject, and even less literature of an empirical nature. It is argued that effective manufacturing strategy is inseparable from an effective process for the development of manufacturing strategy. This article provides some beginnings with regard to the process of manufacturing strategy by (1) exploring and drawing out concepts and methodologies in existing literature which can contribute to the process of manufacturing strategy, (2) reporting on an empirical study of the process of manufacturing strategy involving 53 manufacturing executives within organisations primarily from the midwest region of the USA, and (3) developing implications for future practice and research.

Research in the process and content of manufacturing strategy

Traditionally, research in manufacturing strategy has not explicitly recognized the distinction between process and content research. In this paper, however, separate conceptual models for process and content are extracted from the literature. These models are used to: (1) articulate the distinction between process and content research; (2) synthesize the predominant process and content models; (3) evaluate the existing research; and (4) propose future research directions from both a process and content perspective. The research reported in this paper reveals that the literature has not progressed sufficiently beyond articulating the major issues in manufacturing strategy. Three causes for this lack of progress are identified: (1) a paucity of theory construction; (2) little empirical research; and (3) insufficient efforts in adopting ideas and methods from related fields.

The content of manufacturing strategy: An empirical study

AbstractWhile there has been an extensive literature written on manufacturing strategy since the 1960s, little empirical research has been done. This article reports on a study of manufacturing strategy in thirty‐nine companies based on questionnaire responses received from manufacturing managers.The study indicates that things are not as bleak as the literature might suggest. About one‐third of the companies appear to have a well‐developed manufacturing strategy. In those cases where the manufacturing strategy exists it is consistent with the business strategy and internally consistent among mission, objectives, policies, and distinctive competence.The term “manufacturing strategy” is not well understood by the managers surveyed. When asked to state their manufacturing strategy, they gave statements about what manufacturing should be, what it should do, how it should do it, and why it should do it. Apparently, the terminology itself is confusing. Frameworks for stating both business strategies and the elements of manufacturing strategy need to be strengthened and some specific suggestions are given in the article for doing so.Even though two‐thirds of the companies did not have well‐developed manufacturing strategies, 80% of the managers felt that manufacturing had lent competitive strength to the business. This was being done through the development of a distinctive competence in manufacturing that provided competitive advantage.Manufacturing strategies seemed to follow from business strategy. This is contrary to the literature, which indicates that manufacturing strategy is missing, or, at the very least inconsistent with business strategy and marketing strategy. Perhaps a stronger relationship exists than was previously thought. This article provides some evidence for establishing this premise and also provides data on the general status of strategy in manufacturing today.