Implementation Of Manufacturing Strategies Research Articles

Metaheuristics for a Flexible Assembly System Design Problem

Flexibility has become an important priority in the formulation and implementation of manufacturing strategies. This in turn has opened up a new class of design problems for such systems. Flexible assembly systems (FAS), consisting of a variety of processors and operations, provide the opportunity for improving product manufacturing flexibility, hence gaining competitive advantages. This paper considers a particular design decision problem for FAS. A matrix-based, polynomial-time lower bound algorithm is presented. Simulated annealing and tabu search metaheuristics are formulated to address the problems. Computational experience with these metaheuristics is reported.

Modeling and Analysis of Weaving-preparation Systems with Respect to Small-lot Manufacturing Part I: Problem Definition

The implementation of quick-response manufacturing strategies in the textile industry has led to the realization of smaller lot sizes for woven-fabric producers. In this first part of a two-part work, the effects of this shift are explored, and an approach for producing within a short-run environment is presented. A definition of small lot sizes is also developed for weaving preparation that holds for a wide range of product mixes. Basic models of the weaving preparation processes as multistage flow shops are given for the purpose of design and analysis. Finally, a framework for the design of appropriate small-lot weaving-preparation systems is defined. In Part II of this work, the analysis component of this framework will he used to characterize the performance of weaving-preparation systems with respect to small-lot manufacturing.

The impact of manufacturing flexibility on management control system design

Despite anecdotal evidence questioning the relevance of management accounting in firms pursuing “new” manufacturing strategies, the exact nature and role of accounting information for controlling manufacturing activities has received little empirical attention. This study examines the impact of manufacturing flexibility on the design of management control systems. In particular, we examine the implications of flexibility on the use of efficiency-based performance measurement systems and the use of integrative liaison devices. We collected data, through semi-structured interviews, from general managers in manufacturing firms in Melbourne, Australia. These interview data were used to develop measures for the constructs of interest. Exploratory analysis of the data indicates that integrative liaison devices are a critical form of control in managing the implementation of flexible manufacturing strategies. However, the role of accounting or other efficiency-based performance measures declines in those firms with a commitment to manufacturing flexibility.

Conversion system cost characteristics in global manufacturing: the maquiladora example

The increase in competitive pressure faced by US manufacturers has led many firms to adopt global manufacturing strategies. The successful implementation of global manufacturing strategies depends on the firm's ability to coordinate its rationalized production activities. Logistics activities provide the essential coordinating mechanism. However, the complexity and costs associated with international logistics activities typically increase. Thus, a potential tradeoff between reductions in manufacturing costs and increases in logistics costs arises in global manufacturing. To determine the nature and extent of this cost tradeoff, an empirical examination of maquiladora operations was performed. Study findings show that a significant cost tradeoff does exist. Further, the costs of the various logistics and manufacturing activities are affected differently by maquiladora operations. This is largely the result of either (1) the longer supply lines required to support maquiladora operations or (2) the labour i...

Industrial ecology: concepts and approaches.

Industrial ecology is a new approach to the industrial design of products and processes and the implementation of sustainable manufacturing strategies. It is a concept in which an industrial system is viewed not in isolation from its surrounding systems but in concert with them. Industrial ecology seeks to optimize the total materials cycle from virgin material to finished material, to component, to product, to waste product, and to ultimate disposal. To better characterize the topic, the National Academy of Sciences convened a colloquium from which were derived a number of salient contributions. This paper sets the stage for the contributions that follow and discusses how each fits into the framework of industrial ecology.

Implementing Manufacturing Strategy: The Human Resource Management Contribution

The contribution that human resource management practices might make to the successful implementation of manufacturing strategy is examined. It is argued, on the basis of empirical research, that organisations typically adopt one of three different approaches to handling the critical human resource management practices which are identified. These findings have implications both for practitioners considering a change in their strategy for manufacturing, and for the further development of models of manufacturing strategy.

A Theory of Production Competence Revisited*

A recent article [3] proposed a definable relationship between production competence and business performance and presented empirical evidence to support the relationship. The purpose of this note is four‐fold. First, it corrects the authors' numerical measure of production competence. The correction changes the nature of the relationship between competence and performance. Second, this note suggests an improved numerical measure of business performance (the dependent variable in the study). The authors of [3] defined performance in a manner which inadvertently captures elements used to measure production competence (the independent variable). The result is a deceptively close fit of the authors' model with the data. The third purpose of the note is to introduce a more appropriate theoretical framework for the production competence construct. It is shown that production competence is closely related to the formulation and implementation of manufacturing strategy and can best be understood within that context. Last, an alternative conceptual model of the relationship between business strategy, production competence, and business performance is presented. The new model includes a construct which measures the “fit” of a firm's business strategy to its external, competitive environment.

An exploratory study of the manufacturing strategy process in practice

AbstractThis work presents an exploratory empirical study of the process of formulating and implementing manufacturing strategy within the framework of overall corporate strategy, as practiced by a cross‐sectional representation of leading‐edge firms.A conference was held where executives representing six firms in the following industries—computer equipment, pharmaceuticals, valves, telecommunications, furniture, and electrical submersible pumps—described the process of manufacturing strategy formulation and implementation as practiced within their firms. Although the firms represented a diversity in terms of sales volume, longevity, and geographic location, they shared several commonalities including Class A use of MRP, excellent customer service records, and maintenance of accurate manufacturing data bases. In addition, despite increasingly competitive conditions within their respective industries, none of the firms considered itself to be the low cost producer in the industry. Competitive strength was sustained through innovation, quality, and service. The process of strategy formulation varied among the firms in terms of participants, complexity, and degree of formalization.Several findings emerged from the conference. First, all firms followed a traditional hierarchical top‐down approach in formulating manufacturing strategy under the umbrella of corporate strategy. In general, the process was reactive to corporate strategy although the executives reported greater involvement on the part of manufacturing in corporate strategic planning through the identification of competitive strengths and weaknesses. Manufacturing strategy was also viewed as reactive to marketing strategy with marketing playing the role of boundary spanner in assessing competitors and customers to support the manufacturing strategy effort. Finally, some of the executives stated that several of the traditional manufacturing resource decision categories were constrained by corporate philosophy. Examples of constraining policies included facilities, capacity, vertical integration, and organization. On the other hand, all the firms were able to develop strategies for process choice/technology, quality, manufacturing planning and control, and people.The executives described the implementation process as one of gaining employee acceptance of the strategy through lower level involvement and teamwork. Although communication was a major concern in implementing the strategy, the executives all stated that the most difficult task was changing corporate culture, which was often entrenched in obsolete cost accounting systems, to make it supportive of the new strategy. Other problems confronted by the firms included maintaining consistency among managers across all levels in the organization, gaining top management support, and developing appropriate styles of leadership.The study shows that these firms' processes of formulating manufacturing strategy seem to follow the general conceptual models developed in the academic literature. However, the executives indicated that the real benefits of strategy come from implementation, which is a less structured and behaviorally oriented process. Future research must address infrastructural issues including culture, performance measurement, and managerial style.

Evolving Global Manufacturing Strategies: Projections into the 1990s

Large manufacturers in Western Europe, North America and Japan show similarities and differences in their manufacturing strategies. A survey of nearly 1,500 large manufacturers in these areas shows that they all place major emphasis on new products, quality and the use of computer power in manufacturing. The differences in the pattern of strategic directions and priorities for manufacturers in each area are observed, and the implementation of manufacturing strategies discussed. Vulnerable elements in the pattern of dominant manufacturing strategies are observed. In the 1990s Japanese manufacturing management is likely to be focused on balancing the need for change with the need to preserve existing capabilities and strengths. The Americans will focus on fundamental approaches to quality control and sophisticated computer‐based information systems. European manufacturers will focus on the need for structural changes in the organisation, workforce and technology. All regions will be faced with a shortage of people with the various skills required to implement new technologies.