June 30, 2023
Developments in Management Theory and Practice - Information Board
2023
How to avoid “blah blah blah” in management theory?
by Gorgi Krlev | May 18, 2023 | Management Insights
https://managementstudiesinsights.com/how-to-avoid-blah-blah-blah-in-management-theory/
2021
Theory, explanation, and understanding in management research
Jean-Etienne Joullié, Anthony M. Gould
First Published Online, May 4, 2021 Research Article
https://doi.org/10.1177/23409444211012414
1. Joullié J-E, Gould AM. Theory, explanation, and understanding in management research. BRQ Business Research Quarterly. May 2021. doi:10.1177/23409444211012414
Do Asian Management Paradigms Exist? A look at four theoretical frames. Part 1
Review of Contemporary Philosophy, Vol. 11, 2012, pp 92-124
Murray Hunter
Strengths-based leadership and its impact on task performance: A preliminary study
He Ding, Enhai Yu, Yanbin Li
South African Journal of Business Management | Vol 51, No 1 (2020) | a1832
Ud 1.7.2023, 3.1.2022
Pub 18.7.2021
Economic Theory of Production and Production Cost
Economics Revision Article Series
Total product or output is the total output produced in physical units by using a set of inputs. It is given by the product function directly.
The content above focused on theory of production quantity. Production cost is another important attribute of firm.
Costs are important in production and supply decision making by entrepreneurs. Every dollar of cost reduces the firm's profit. The deeper reason to study costs by an economist is that supply of an item depends upon incremental or marginal cost when the price is constant. Otherwise it depends on marginal cost as well as marginal price or revenue. In all the market structures (perfect competition to monopoly) marginal cost is key concept for understanding a firm's production quantity behavior.
Originally posted in
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Updated on 1.7.2023, 9 November 2019, 11 December 2011
Economic theory of the firm begins with theory of production. What is a firm? The essence of a firm is to buy inputs, convert them to outputs, and sell these outputs to consumers, firms or government. Therefore a firm is poised between two markets. It is a demander in factor markets. It buys the inputs required for production in factor markets (markets that supply inputs for firms). It is a supplier in market for goods and services. It has to adjust its production to satisfy the demand curve of its customers at profit.
It is assumed that the firm or the owner of the firm always strives to produce efficiently, or at lowest cost. He will always attempt to produce the maximum level of output for a given dose of inputs avoiding waste whenever possible.
It is assumed that the firm or the owner of the firm always strives to produce efficiently, or at lowest cost. He will always attempt to produce the maximum level of output for a given dose of inputs avoiding waste whenever possible.
Production function
The production function is the relationship between the maximum amount of output that can be produced and the inputs required to make that output. Put in other way, the function gives for each set of inputs, the maximum amount of output of a product that can be produced. It is defined for a given state of technical knowledge (If technical knowledge changes, the amount of output will change.)
Importance of the Concept of Production Function
In an economy there will be thousands and millions of production functions because each firm will have one for each of the products that it is making. From the production function, the cost curves of a firm for each of its products can be determined. Contribution of each factor of production i.e., land, land, capital is also determined from production functions. The price that a factor of production will command in the market will be determined by the production functions from the demand side.
Importance of the Concept of Production Function
In an economy there will be thousands and millions of production functions because each firm will have one for each of the products that it is making. From the production function, the cost curves of a firm for each of its products can be determined. Contribution of each factor of production i.e., land, land, capital is also determined from production functions. The price that a factor of production will command in the market will be determined by the production functions from the demand side.
___________ ___________
Total, Average and Marginal Products
Total product or output is the total output produced in physical units by using a set of inputs. It is given by the product function directly.
Marginal product of an input is the extra product or output produced when 1 extra unit of that input is added while other inputs are held constant at any given set of inputs.
Average output is total output divided by total units of input. It can be calculated for each input separately also.
Law of diminishing marginal returns
It holds that the marginal product of each unit of input will decline as the amount of that input increases, holding all other inputs constant.
Returns to scale
Returns to scale reflect the responsiveness of total product when all the inputs are increased proportionately.
The scale effect can be constant returns, decreasing returns,and increasing returns.
The scale effect can be constant returns, decreasing returns,and increasing returns.
Constant returns to scale means, if inputs are doubled output also will double.
Decreasing returns to scale means if inputs are doubled output is not doubling.
Increasing returns to scale means if inputs are doubled, output is getting more than double.
Time Horizon of Analysis
Three different time periods are used to develop theories of production and production costs
Momentary run: The period of time is so short that no change in production can take place.
Short run: The period of time in which labor and material can be changed, but all inputs cannot be changed simultaneously. Especially, equipment and machinery cannot be fully modified or increased.
Long run: All fixed and variable factors employed by the firm can be changed.
Time Horizon of Analysis
Three different time periods are used to develop theories of production and production costs
Momentary run: The period of time is so short that no change in production can take place.
Short run: The period of time in which labor and material can be changed, but all inputs cannot be changed simultaneously. Especially, equipment and machinery cannot be fully modified or increased.
Long run: All fixed and variable factors employed by the firm can be changed.
Technology change
Technology change is said to occur when more output can be produced from the same inputs.
Example: Wide-body jets increased the number of passenger-miles per unit of input by almost 40 percent.
Technology change refers to a change in the underlying techniques of production, as when a new product is invented, an old product is improved, or a process of production is made more efficient. In situations, if the same output is produced with fewer inputs, or more output is produced with the same inputs, the technological change would shift the production in the upward direction.
In the engineering discipline, industrial engineering branch is undertakes product industrial engineering and process industrial engineering and shifts production function in the upward direction on a continuous basis.
Analysis of Production Costs
The content above focused on theory of production quantity. Production cost is another important attribute of firm.
Costs are important in production and supply decision making by entrepreneurs. Every dollar of cost reduces the firm's profit. The deeper reason to study costs by an economist is that supply of an item depends upon incremental or marginal cost when the price is constant. Otherwise it depends on marginal cost as well as marginal price or revenue. In all the market structures (perfect competition to monopoly) marginal cost is key concept for understanding a firm's production quantity behavior.
Concepts Related to Cost
Total Cost, Fixed Cost, Variable Cost
Marginal Cost
Average or Unit Cost, Average Fixed Cost, Average Variable Cost, Minimum Average Cost
Opportunity Cost
U-Shaped Cost Curves
Total Cost
Total cost is the cost incurred to produce a quantity of output. A total cost schedule shows the total cost for various output amounts. The total cost schedule is derived from the production function of the product for a firm. As per definition of production function and assumption of a businessman's behavior (operating at maximum efficiency and lowest cost), it will be the lowest cost for that output. But Samuelson clearly highlighted that there is hard work of the businessman involved to attain this lowest level of costs. The firm's managers have to make efforts and make sure that they are paying the least possible prices for necessary materials and supplies. The wages are to be fixed or bargained so that neither they are high to raise the firms production costs nor they are so low that sufficient labor is not there to produce as per market requirement. Also various engineering techniques are to be utilized in equipment purchase decisions, factory layout and production processes. Countless other decisions are to be made in most economical fashion.
Fixed Cost
Fixed and variable cost are categorized based on a period. Firms have to commit costs for production capacity at the start of a period and they have to incur these costs irrespective of the production output. Such committed capacity costs are termed fixed cost for a period.
Variable Cost
Variable cost is incurred when production is there and it varies with the level of output.
Marginal Cost
At each output level or at any output level, marginal cost of production is the additional cost incurred in producing one extra unit of output.
Marginal cost can be calculated as the difference between the total costs or producing two adjacent output levels. The difference in variable cost of two adjacent output levels also gives marginal cost, as fixed cost is constant for the two levels.
Marginal cost is a central economic concept with a crucial important role to play in resource allocation decisions by organizations.
Average cost or unit cost is the total cost divided by number of units produced.
Average fixed cost is total fixed cost divided by number of units produced. It keeps on decreasing as output increases.
Average variable cost is total variable cost divided by number of units produced.
Minimum Average Cost
In the average cost curve, it is normally seen that average cost initially comes down (as average fixed cost comes down) as output increases, reaches a lowest point and then starts rising. Hence on this curve there is a minimum average cost point or output level. Hence average cost curves have 'U' shape.
Every firm or entrepreneur has to decide how much of each input it should employ: how much labor, capital, land, energy, various materials and services.
The fundamental assumption that economists make in this context is that of cost minimization. Firms are assumed to choose their combination of inputs so as to minimize the total cost of production.
Least-cost Rule: To produce a given level of output at least cost, a firm will hire factors until it has equalized the marginal product per dollar spent on each factor of production. This implies that
Marginal product of labor/price of labor = Marginal Product of Capital Equipment/Price of capital equipment = ...
Thus the firm will choose a factor combination or resource combination that minimizes the total cost of production.
Technology Change
Marginal Cost
Average or Unit Cost, Average Fixed Cost, Average Variable Cost, Minimum Average Cost
Opportunity Cost
U-Shaped Cost Curves
Total Cost
Total cost is the cost incurred to produce a quantity of output. A total cost schedule shows the total cost for various output amounts. The total cost schedule is derived from the production function of the product for a firm. As per definition of production function and assumption of a businessman's behavior (operating at maximum efficiency and lowest cost), it will be the lowest cost for that output. But Samuelson clearly highlighted that there is hard work of the businessman involved to attain this lowest level of costs. The firm's managers have to make efforts and make sure that they are paying the least possible prices for necessary materials and supplies. The wages are to be fixed or bargained so that neither they are high to raise the firms production costs nor they are so low that sufficient labor is not there to produce as per market requirement. Also various engineering techniques are to be utilized in equipment purchase decisions, factory layout and production processes. Countless other decisions are to be made in most economical fashion.
Fixed Cost
Fixed and variable cost are categorized based on a period. Firms have to commit costs for production capacity at the start of a period and they have to incur these costs irrespective of the production output. Such committed capacity costs are termed fixed cost for a period.
Variable Cost
Variable cost is incurred when production is there and it varies with the level of output.
Marginal Cost
At each output level or at any output level, marginal cost of production is the additional cost incurred in producing one extra unit of output.
Marginal cost can be calculated as the difference between the total costs or producing two adjacent output levels. The difference in variable cost of two adjacent output levels also gives marginal cost, as fixed cost is constant for the two levels.
Marginal cost is a central economic concept with a crucial important role to play in resource allocation decisions by organizations.
Average Costs or Units Costs
Average cost or unit cost is the total cost divided by number of units produced.
Average fixed cost is total fixed cost divided by number of units produced. It keeps on decreasing as output increases.
Average variable cost is total variable cost divided by number of units produced.
Minimum Average Cost
In the average cost curve, it is normally seen that average cost initially comes down (as average fixed cost comes down) as output increases, reaches a lowest point and then starts rising. Hence on this curve there is a minimum average cost point or output level. Hence average cost curves have 'U' shape.
Choice of Inputs by the Firm
Every firm or entrepreneur has to decide how much of each input it should employ: how much labor, capital, land, energy, various materials and services.
The fundamental assumption that economists make in this context is that of cost minimization. Firms are assumed to choose their combination of inputs so as to minimize the total cost of production.
Least-cost Rule: To produce a given level of output at least cost, a firm will hire factors until it has equalized the marginal product per dollar spent on each factor of production. This implies that
Marginal product of labor/price of labor = Marginal Product of Capital Equipment/Price of capital equipment = ...
Thus the firm will choose a factor combination or resource combination that minimizes the total cost of production.
Technology Change
References
Paul Samuelson and William D. Nordhaus, Economics, 13th Edition, McGraw-Hill, 1989, Chapters 21 and 22
Online Books to be added
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Related Posts
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Related Web pages
Theory of Production and Cost - Class Presentation - Stamford
http://www.stamfordonline.com.my/courses/fsb/fsbn102/FSBN102%20Week%203%20-%20Theory%20of%20Production.pdf
_______________________________________________________________________________
Originally posted in
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Updated on 1.7.2023, 9 November 2019, 11 December 2011
June 29, 2023
Operations Strategy - Nigel Slack et al. - Operations Management Book - 7th Edition
Nigel Slack et al. - Operations Management Book - 7th Edition
Chapter 3 Operations strategy 68
Introduction 68
What is strategy and what is operations strategy? 70
The ‘top-down’ and ‘bottom-up’ perspectives 73
The market requirements and operations resources perspectives 77
How can an operations strategy be put together? 86
Summary answers to key questions 89
Case study: Long Ridge Gliding Club 91
Problems and applications 92
Selected further reading 93
Useful websites 93
Introduction 68
What is strategy and what is operations strategy? 70
p70
WHAT IS STRATEGY AND WHAT IS OPERATIONS STRATEGY?
Linguistically, the word 'strategy" derives from
the Greek word ‘ strategos ’ meaning ‘leading an army’.
Both military and business strategy can be described in similar ways, and include
some of the following:
● Setting broad objectives that direct an enterprise towards its overall goal (long-term objectives).
● Planning the path (in general rather than specific terms) that will achieve these goals.
● Dealing with the total picture rather than individual activities.
● Focus on long-term results and not on distractions of day-to-day activities.
Here, by strategic decisions, we mean those decisions which are widespread in their effect on
the organization to which the strategy refers, define the position of the organization relative
to its environment, and move the organization closer to its long-term goals.
But ‘strategy’ is more than a single decision; it is the total pattern of the decisions and actions that influence
the long-term direction of the business.
Observation of the total pattern of decisions gives an indication of the actual strategic behaviour.
The ‘top-down’ and ‘bottom-up’ perspectives 73
The market requirements and operations resources perspectives 77
P 77
Market-requirements-based strategies
No operation that continually fails to serve its markets adequately is likely to survive in the long term. Based on what markets require, operations has to aim at the right priority between its performance objectives (quality, speed, dependability, flexibility and cost).
P 77
Qualifying objectives and Order-winning objectives
Qualifying factors are those aspects of competitiveness where the operation’s performance has to be above a particular level just to be considered by the customer. Performance below this ‘qualifying’ level of performance will possibly disqualify the company from being considered for choice by many customers.
Order-winning factors are those things which directly and significantly contribute to winning business. They are regarded by customers as key reasons for purchasing the product or service. Raising performance in an order-winning factor will either result in more business or improve the chances of gaining more business once the product offer is in the choice sets of customers.
How can an operations strategy be put together? 86
The four stage model given by the authors divides the process of operations strategy into formulation, implementation, monitoring and control.
Implementation of Operations Strategy
Managing Internal Organization and Operations for Better Strategy Execution - Review Notes
https://nraomtr.blogspot.com/2013/05/internal-organization-and-operations.html
Summary answers to key questions 89
Case study: Long Ridge Gliding Club 91
Problems and applications 92
Selected further reading 93
Useful websites 93
June 28, 2023
People, jobs and organization - Operations Management - Nigel Slack - Summary
7th Edition
Chapter 9
People, jobs and organization 251
Introduction 251
People in operations 253
Human resource strategy 253
Organization design 256
Job design 259
Allocate work time 271
Summary answers to key questions 273
Case study: Service Adhesives try again 274
Problems and applications 276
Selected further reading 277
Useful websites 277
Supplement to Chapter 9
Work study 279
Introduction 279
Method study in job design 279
Work measurement in job design 282
People, jobs and organization 251
Introduction 251
P 252
W.L. GORE
In a recent ‘Best Companies to work for’ list, its associates (the company does not use the term
‘employees’) gave it the very top marks for ‘feeling you can make a difference’.
People in operations 253
Human resource strategy 253
P 253
Human resource strategy is the overall long-term approach to ensuring that an organization’s
human resources provide a strategic advantage. It involves two interrelated activities. First, identifying the number and type of people that are needed to manage, run and develop the organization so that it meets its strategic business objectives. Second, putting in place the programmes
and initiatives that attract, develop and retain appropriate staff.
P 256
The idea that there is a link between human resource strategy and the incidence of stress at
work is not new. Even some of the early ‘scientific management’ pioneers accepted that working
arrangements should not result in conditions that promoted stress.
Organization design 256
Job design 259
P 260
● How long will it take and how many people will be needed? Work measurement helps us calculate the time required to do a job, and therefore how many people will be needed.
P 231
Designing job methods – scientific management
The term ‘scientific management’ became established in 1911 with the publication of the book of the same name by Fredrick Taylor
Basic tenets of scientific management: (as written by authors)
● All aspects of work should be investigated on a scientific basis to establish the laws, rules and formulae governing the best methods of working.
● Such an investigative approach to the study of work is necessary to establish what constitutes a ‘fair day’s work’.
● Workers should be selected, trained and developed methodically to perform their tasks.
● Managers should act as the planners of the work (analysing jobs and standardizing the best method of doing the job), while workers should be responsible for carrying out the jobs to the standards laid down.
● Co-operation should be achieved between management and workers based on the ‘maximum prosperity’ of both.
Scientific management gave birth to two separate, but related, fields of study: method study, which determines the methods and activities to be included in jobs; and work measurement, which is concerned with measuring the time that should be taken for performing jobs. Together, these
two fields are often referred to as work study and are explained in detail in the supplement to this chapter.
Allocate work time 271
Summary answers to key questions 273
Case study: Service Adhesives try again 274
Problems and applications 276
Selected further reading 277
Useful websites 277
Supplement to Chapter 9
Work study 279
Introduction 279
Method study in job design 279
Work measurement in job design 282
Manufacturing Strategy - Course Page With Links to Notes and Resources
Many things have to be right for an organization to be Effective and Efficient.
Right Manufacturing Management - Right Technologies - Right Processes - Right Resources - Right People - Right Suppliers - Right Industrial Engineering (Continuous Improvement Engineering & Management).
As a manufacturing manager, you are not going to do every thing. You need to many managers and operators to fulfill the manufacturing task. You have to determine the material resources you need and manpower resources you need and you have to acquire them. This is the resourcing function of management. Every manager has to do it. Then the resources have to allocated to products production so that market requirements are satisfied with the required profit for the organization providing satisfaction to the customers.
News
22 January 2021
Started teaching manufacturing strategy. Process improvement is one of the four decision areas.
Work study by ILO is actually Time and Motion Study only in a repackaged format. Method study is at a higher level than motion study. But complete process improvement using process chart method requires machine effort improvement also. Industrial engineering became a weak discipline because there is no proper machine effort improvement content. I am trying to develop a base for it through my online lessons for process industrial engineering.
Process Industrial Engineering Online Lesson 14. Surface Finish - Industrial Engineering and Productivity Aspects
Manufacturing Strategy - Course Textbook
Operations Strategy, 6th Edition
Prof Nigel Slack, Warwick Business School, Warwick University
Mike Lewis, Bath University
©2020 Pearson
Table of Contents
1 An introduction to operations strategy
2 Operations performance
3 Socially responsible operations strategy
4 Capacity strategy
5 Purchasing and supply strategy
6 Process technology strategy
Includes notes on: Chapter 7: Creating an Edge Through New Process Development of Operations, Strategy, and Technology: Pursuing the Competitive Edge - Hayes et al.
7 Improvement strategy
Improved strategy in Manufacturing Strategy. Three ways are to be planned. Improvements by Process Engineers - Improvements by Industrial Engineers - Improvements by Operators and their Supervisors and Managers. #industrialengineering #productivity
8 Product and service development and organisation
9 The process of operations strategy – formulation and implementation
10 The process of operations strategy – monitoring and control
https://ocw.mit.edu/courses/sloan-school-of-management/15-769-operations-strategy-spring-2003/
https://ocw.mit.edu/courses/sloan-school-of-management/15-769-operations-strategy-fall-2010/lecture-notes/
https://dspace.mit.edu/bitstream/handle/1721.1/66489/15-769-fall-2005/contents/lecture-notes/index.htm
The mission of each production department is to produce specified goods with targeted quality at targeted speed, dependability, flexibility and achieve targeted profit. - Narayana Rao
Operations, Strategy, and Technology: Pursuing the Competitive Edge
Robert Hayes, Gary Pisano, David Upton and Steven Wheelwright
2005
https://bcs.wiley.com/he-bcs/Books?action=contents&itemId=0471655791&bcsId=2135
Producing Prosperity: Why America Needs a Manufacturing Renaissance
Gary Pisano, Willy Shih
Harvard Business Review Press, 2012 M10 16 - 192 pages
Manufacturing’s central role in global innovation
Companies compete on the decisions they make. For years—even decades—in response to intensifying global competition, companies decided to outsource their manufacturing operations in order to reduce costs. But we are now seeing the alarming long-term effect of those choices: in many cases, once manufacturing capabilities go away, so does much of the ability to innovate and compete. Manufacturing, it turns out, really matters in an innovation-driven economy.
In Producing Prosperity, Harvard Business School professors Gary Pisano and Willy Shih show the disastrous consequences of years of poor sourcing decisions and underinvestment in manufacturing capabilities. They reveal how today’s undervalued manufacturing operations often hold the seeds of tomorrow’s innovative new products, arguing that companies must reinvest in new product and process development in the US industrial sector. Only by reviving this “industrial commons” can the world’s largest economy build the expertise and manufacturing muscle to regain competitive advantage. America needs a manufacturing renaissance—for restoring itself, and for the global economy as a whole.
This will require major changes. Pisano and Shih show how company-level choices are key to the sustained success of industries and economies, and they provide business leaders with a framework for understanding the links between manufacturing and innovation that will enable them to make better outsourcing decisions. They also detail how government must change its support of basic and applied scientific research, and promote collaboration between business and academia.
For executives, policymakers, academics, and innovators alike, Producing Prosperity provides the clearest and most compelling account yet of how the American economy lost its competitive edge—and how to get it back.
Speed-Based Target Profit: Planning and Developing Synchronous Profitable Operations
Alin Posteucă
CRC Press, 19-Nov-2020 - Business & Economics - 346 pages
Profitable production planning is and will remain an eternal challenge to ensuring the prosperity and dignity of companies in a global market. There are different approaches to improve productivity. But an approach to achieve the target profitability through productivity in the production planning stage is not available so far. Alin Posteucă, a researcher and consultant working in the area of manufacturing cost policy, now presents the system called speed-based target profit (SBTP) that will provide the method for planning profit along with production for the year.
SBTP is the profitable production management and manufacturing improvement system that approaches production planning to achieve unit speed of target profit for target products through manufacturing cost improvement and bottleneck profitability control for required takt time. Managers and practitioners within manufacturing companies will discover a practical approach for cost down and cash up by applying a powerful operational profitable production planning formula to meet profitability expectations through productivity based on strong leadership with the help of a specific system for feedforward, concurrent, and feedback control.
The uniqueness of the book is reinforced by a detailed presentation of the successful application of the SBTP system in two case studies, as a way of life and a unit speed of target profit improvement ethos at all hierarchical levels, in two multinational manufacturing companies operating in highly competitive markets in order to address the synchronous profitable operations.
By adopting the SBTP system, your company will be able to consistently achieve unit speed of target profit in the bottleneck process for fulfilling annual and multiannual target profit as a unique and effective way through a new profitable production planning paradigm.
Paper
MANUFACTURING COST POLICY DEPLOYMENT
Abstract. It is obvious that the gap between the need to reduce manufacturing costs and the level that manufacturing companies can achieve is large and often companies do not know how to cope with this situation. Moreover, this gap is widening for many companies. There are different pathways such as: Industrial Engineering (IE), Total Quality Management (TQM), Total Productive Maintenance (TPM), Just-In-Time (JIT), Lean Manufacturing (LM), Six Sigma and World Class Manufacturing (WCM). However, these approaches have to be combined as an improvement portfolio to derive the benefit of targeted manufacturing cost reduction. Publications on the Manufacturing Cost Policy Deployment (MCPD) system by Alin Posteuca provide a methodology for setting targets and means of reducing unit costs. MCPD system establishes competitive cost targets and expected profit targets, breaks down cost improvement targets at the level of products, processes, departments and individuals and aligns systematic and systemic improvement activities accordingly. The three phases and the seven steps of the MCPD system and an example of applying the MCPD system are provided in the paper.
Ro. J. Techn. Sci. - Appl. Mechanics, Vol. 65, No 1, P. 136-150, Bucharest, 2020
https://rjts-am.utcluj.ro/journal/rev2020-2/RJTS-AM_2020_65_2_a3_Posteuca.pdf
Manufacturing Strategy
The Strategic Management of the Manufacturing Function
By Terry Hill · 2017
Manufacturing Strategy: How to Formulate and Implement a Winning Plan, Second Edition
John Miltenburg
CRC Press, 09-Mar-2005 - Business & Economics - 448 pages
To stay competitive and meet market expectations in a global economy, both domestic and foreign companies must realign their manufacturing processes, make improvements, and increase their manufacturing capabilities. With large numbers of employees working in a network of domestic and foreign facilities, production processes are as varied as the products being produced. Manufacturing managers need a manufacturing plan or strategy that will bring structure to this complex environment.
In Manufacturing Strategy: How to Formulate and Implement a Winning Plan, 2nd Edition, John Miltenburg offers a sensible and systematic method to: (1) evaluate domestic and foreign factories and international manufacturing and (2) plan the appropriate manufacturing strategy to be first in the market.
In the first edition of Manufacturing Strategy, John Miltenburg expands and improves on his focus in the areas of: International Manufacturing — where the focus is on a company's international network of factories; Competitive Strategy — where managers must understand the role manufacturing strategy plays in their company's business strategy; and Manufacturing Programs — showing how programs such as productivity management, quality management, six sigma, agile manufacturing, and supply chain management fit within the manufacturing strategy.
Manufacturing Strategy gives managers a common language for dealing with manufacturing problems at both strategic and operational levels. It improves communication between manufacturing managers and those outside manufacturing (who will now have a better understanding of what manufacturing can and cannot do).
Preview
https://books.google.co.in/books?id=k6f5tti-_cIC&pg=PA6#v=onepage&q&f=false
Indian Edition for sale
https://www.routledge.com/Manufacturing-Strategy-How-to-Formulate-and-Implement-a-Winning-Plan-Second/Miltenburg/p/book/9781563273179
Manufacturing Strategy - Series of Articles
Survey - IMSS
http://www.manufacturingstrategy.net/
Assignments
1. Manufacturing Strategy Issues - Relating to an industry, product, or shop - To be assigned (two in a group)
2. Productivity/Quality Strategies - Industries to be Assigned (YouTube Videos will be indicated) (Two in a group)
3. Research paper on manufacturing strategy - will be sent by mail. - individual - 2 page summary to be made
4. Case study paper on manufacturing strategy - To be identified by each on topics (individual) 2 page summary to be made
Technology Selection (OT, IT), Process Design, Automation Strategy, Facilities Location (Global/Domestic),, Equipment Selection, Capacity Determination, Manufacturing supply chain strategy (Global or Domestic), Manufacturing Outsourcing Decision, Inbound Logistics, Outbound Logistics, Improvement Alternatives - Industrial Engineering, Productivity Services, BPR, TPS/JIT/Lean manufacturing, TQM, TPM, Six Sigma
Manufacturing Strategy - 2020 Articles and Papers
https://global.hitachi-solutions.com/blog/top-manufacturing-trends
https://www.gartner.com/en/doc/385264-top-10-strategic-technology-trends-for-manufacturing-industries-smart-factory
https://www.supplychainbrain.com/articles/32362-watch-how-the-pandemic-is-impacting-manufacturing-strategies
https://iopscience.iop.org/article/10.1088/1757-899X/925/1/012040/meta
https://www.caixinglobal.com/2020-09-17/alibaba-unveils-digital-factory-as-part-of-its-new-manufacturing-strategy-101606494.html
https://www.ipl.org/essay/Samsung-Manufacturing-Strategy-Process-Strategies-F37P3JC3RCEDR
https://www.cambridge.org/core/journals/journal-of-materials-research/article/abs/manufacturing-strategies-for-waferscale-twodimensional-transition-metal-dichalcogenide-heterolayers/813A47D377BE11A6DA00CA06CD266272
2017
Interesting Article: Medtech Manufacturing - Inflection Point
By Michele Brocca, Kevin D'souza, Samantha Baron, and Ted Sisko
David Simchi-Levi
MAGAZINE WINTER 2012
Is It Time to Rethink Your Manufacturing Strategy?
Factors such as oil price volatility, increasing labor costs in emerging markets and shifts in demand all come into play when deciding where to manufacture products.
David Simchi-Levi, James Paul Peruvankal, Narendra Mulani, Bill Read and John Ferreira
December 21, 2011
https://sloanreview.mit.edu/article/is-it-time-to-rethink-your-manufacturing-strategy/
Operations ResearchVol. 60, No. 5
Understanding the Performance of the Long Chain and Sparse Designs in Process Flexibility
David Simchi-Levi, Yehua Wei
Published Online:26 Sep 2012https://doi.org/10.1287/opre.1120.1081
https://pubsonline.informs.org/doi/pdf/10.1287/opre.1120.1081
Increasing Supply Chain Robustness through Process Flexibility and Inventory
May 2018Production and Operations Management 27(8)
DOI: 10.1111/poms.12887
https://www.researchgate.net/publication/324911557_Increasing_Supply_Chain_Robustness_through_Process_Flexibility_and_Inventory
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Manufacturing Strategy - Chapters Related Bibliography
Socially responsible operations strategy
https://www.researchgate.net/publication/260507971_Sustainable_operations_strategy_theoretical_frameworks_evolution
https://www.researchgate.net/publication/263502355_An_empirical_examination_of_the_relationship_between_business_strategy_and_socially_responsible_supply_chain_management
Improving supply chain social responsibility through supplier development
Production Planning & Control
The Management of Operations
Volume 28, 2017 - Issue 6-8: Improving Supply Chain Performance through Management Capabilities
https://www.tandfonline.com/doi/abs/10.1080/09537287.2017.1309717?src=recsys&journalCode=tppc20
MARCH 2014 MODULE NOTE
Implementing Environmentally Sustainable Operations
By: Michael W. Toffel
https://www.hbs.edu/faculty/Pages/item.aspx?num=46963
https://mitsloan.mit.edu/sustainability-initiative/managing-sustainable-operations
https://link.springer.com/chapter/10.1007/978-1-84800-131-2_53
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4 Capacity strategy
Strategic Capacity Management - Operations Management Review Notes
Capacity Planning - Important Points - Summary - Krajewski - 12th Edition
Plant Location Decision
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Supply Chain Related
Supply Chain Design: Issues, Challenges, Frameworks and Solutions
Steven A. Melnyk,Ram Narasimhan &Hugo A. DeCampos
IJPR, Pages 1887-1896 Published online: 18 Jun 2013
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6 Process technology strategy
Process Strategy and Analysis - Important Points - Summary - Krajewski - 12th Edition
Process Analysis
Manufacturing Process Selection and Design - Review Notes
(Go to the link given and download ppts etc.)
http://highered.mheducation.com/sites/0072983906/student_view0/chapter6/study_guide_questions.html
Job Design and Work Measurement - Review Notes
Developments in Operations Technology - Review Notes
Operations Technology Chapter from Chase Aquilano Jacobs Book
----------------------
Subjects covered in the second term
1)Organisational Behaviour
2)SCM
3)Quality Engineering and management
4)Information system and Artificial Intelligence
5)Work system design - Productivity Engineering and Management
6)Managerial Accounting
Subjects in the current quarter
1)Technology and Innovation Management
2)Manufacturing Strategy
3)Sustainable development for business
4)Manufacturing system design
5)Manufacturing planning and control
-----------------------------------------------
VP/EVP - Manufacturing Strategy
Posted on 20 November 2020
Job Description
- Control fixed cost, WIP and EM inventories within budget and norms respectively
- Evaluate improvement initiatives, cost-benefit and CAPEX prepared by improvement teams and recommend to Co | Bu for implementation
- Facilitate in achieving production as per quality specification against budget
- Monitor efficiencies of key products in coordination with production and technology team
- Evaluate new technologies | new facilities identified by teams and give recommendations to Co | Bu
- Evaluate implementation of improvement projects and track their performance
- Achieve compliance to statutory and EHS norms
- Prepare manufacturing strategy and implement 'best manufacturing practices'
- Perform the role of people manager
- Create culture to achieve 'first time right' quality as per specification
- Prepare, review and ensure adherence to Co | Bu | Fu | Dept policies and SOPs (as applicable)
- Encourage optimum use of ERP system
- Facilitate engineering assistance to new product | process development and new project implementation
https://www.iimjobs.com/j/vp-evp-manufacturing-strategy-25-30-yrs-864151.html
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Leong and Ward (1995) developed six Ps of MS by relating content and process to MS formation and argued that each of the six P provide a unique window into MS. Three of the views, planning, proactiveness and performance measure describe the process of MS, and other three views, programmes of improvement, portfolio of manufacturing capabilities and pattern of action represent MS content. These six Ps need to be sequenced and integrated for a successful MS.
Extending Canvas of Manufacturing Strategy: 8Ps Model Available on Research Gate
The Six Ps of Manufacturing Strategy, International Journal of Operations & Production Management, 15(12), 32–45
Author
Barnes, D Chatha, K.A. & Butt, I. Dangayach,GS &Deshmukh,SG and many others
Title
Leong and Ward (1995) developed six Ps of MS by relating content and process to MS formation and argued that each of the six P provide a unique window into MS. Three of the views, planning, proactiveness and performance measure describe the process of MS, and other three views, programmes of improvement, portfolio of manufacturing capabilities and pattern of action represent MS content. These six Ps need to be sequenced and integrated for a successful MS.
Extending Canvas of Manufacturing Strategy: 8Ps Model Available on Research Gate
The Six Ps of Manufacturing Strategy, International Journal of Operations & Production Management, 15(12), 32–45
Author
Barnes, D Chatha, K.A. & Butt, I. Dangayach,GS &Deshmukh,SG and many others
Title
The complexities of the manufacturing strategy formation process in practice
Themes of study in manufacturing strategy literature
Structuring manufacturing strategy
Manufacturing strategy - literature review and some issues
New production models: a strategic view
Performance measurement systems, competitive priorities, and advanced manufacturing
technology - some evidence from the aeronautical sector
Resource-based competition and the new operations strategy
The limited effect of EU emissions trading on corporate climate strategies: comparison of a Swedish and a Norwegian pulp and paper company
Manufacturing and business performance in small and medium-sized enterprises of the textile and automotive supply industry
Metrics and performancemeasurement in operations management: dealing with the metrics maze
A comparative analysis of manufacturing practices of small vs large west Michigan organizations
Simultaneous effects of functional involvement and improvement programs on manufacturing and financial performance in Chinese firms
Linking order winning and external supply chain integration strategies
Journal/Conference
International journal of operations & production management
Rusjan, B Swamidass ,PM;
Darlow,N & Baines,
TWu, BWu, BWu, B; Kay,JM; Looks, V& Bennett, MZhan, Y
Model for manufacturing strategic decision making Evolving forms of manufacturing strategy development - evidence and implications
Strategy analysis and system design within an overall framework of manufacturing system management
A unified framework of manufacturing systems design
Simultaneous effects of functional involvement and improvement programs on manufacturing and financial performance in Chinese firms
Linking order winning and external supply chain integration strategies
Journal/Conference
International journal of operations & production management
Rusjan, B Swamidass ,PM;
Darlow,N & Baines,
TWu, BWu, BWu, B; Kay,JM; Looks, V& Bennett, MZhan, Y
Model for manufacturing strategic decision making Evolving forms of manufacturing strategy development - evidence and implications
Strategy analysis and system design within an overall framework of manufacturing system management
A unified framework of manufacturing systems design
The design of business processes within manufacturing systems management
An empirical model in industrial competitiveness analysis
International journal of operations and production management
An empirical model in industrial competitiveness analysis
International journal of operations and production management
Suggestions from Practitioners
Sustainability and circular economy, by far the most challenging and needed aspect of any supply chain in the future.
The change from sequential SCM to interconnected, Digital Supply Network
Demand driven process (TPS) enabled by Digital
The role of Technology, and the principles of future technology: universal, friendly, connected, intelligent, adaptive, predictive, modular, flexible...
Partnerships
Resilience
This is an excellent book
Mr. Paganini.
I have to add Mr. Sumit's guidance.
Manufacturing Strategy Books
2013
https://books.google.co.in/books?id=1YFKAAAAQBAJ
2012
Chapter
https://books.google.co.in/books?id=cgqr0BmLhAYC&pg=PT17#v=onepage&q&f=false
Book
https://books.google.co.in/books?id=cgqr0BmLhAYC
Japanese Workplaces
https://books.google.co.in/books?id=NKfvTLAvuNMC
2010
Biopharmaceuticals
https://books.google.co.in/books?id=gNUltOoceOQC
2009
Production Development
https://books.google.co.in/books?id=dcnNBE6uW-UC
2000
Terry Hill
https://books.google.co.in/books?id=SjpdDwAAQBAJ
1990
https://books.google.co.in/books?id=Q8DtCAAAQBAJ
Updated on 29.6.2023, 11 Feb 2022, 17 May 2021
Pub 26 Feb 2021
June 27, 2023
Nigel Slack et al. Operations Management - 9th Edition - Book Information
https://www.pearson.com/uk/educators/higher-education-educators/program/Slack-Operations-Management-9th-Edition/PGM2514129.html
Part One – Directing the operation
1. Operations management
2. Operations performance
3. Operations strategy
4. Product and service innovation
5. The structure and scope of operations
Part Two – Designing the operation
6. Process design
7. Layout and flow
8. Process technology
9. People in operations
Part Three – Deliver
10. Planning and control
11. Capacity management
12. Supply chain management
13. Inventory management
14. Planning and control systems
15. Lean operations
Part Four – Development
16. Operations improvement
17. Quality management
18. Managing risk and recovery
19. Project management
https://www.pearson.com/uk/educators/higher-education-educators/program/Slack-Operations-Management-8th-Edition/PGM1094158.html?tab=contents
Ud. 28.6.2023
Pub. 10.5.2022
June 18, 2023
Arnoldo Hax - Delta Model of Customer Centric Strategy
Strategy is the most central issue in management. It has to do with defining the purpose of an organization, understanding the market in which it operates and the capabilities the firm possesses, and putting together a winning plan (the product and the segment of the market to serve). The most dominant approaches to strategy making are Michael Porter’s "Competitive Strategy" and the "Resource-Based View of the Firm," popularized by Gary Hamel and C.K. Prahalad. Arnoldo Hax argues that they define strategy as a way to achieve sustainable competitive advantage. This line of thinking could be extremely dangerous because it puts the competitor at the center and establishes success as a way of beating your competitors.
The Delta Model puts the customer at the center. By doing that it allows us pursue a unique and differentiated customer value proposition. Many years of intense research at MIT, supported by an extensive consulting practice, have resulted in development of powerful new concepts and practical tools to guide organizational leaders into a completely different way of looking at strategy, including a new way of doing customer segmentation and examining the competencies of the firm, with an emphasis on using the extended enterprise as a primary way of serving the customer. This last concept means that we cannot play the game alone; that we need to establish a network among suppliers, the firm, the customers, and complementors – firms that are in the business of developing products and services that enhance our own offering to the customer. Illustrated through dozens of examples, the Delta Model will help readers in all types of organizations break out of old patterns of behavior and develop effective strategy to capture adequate customer base to sustain the business/organization.
Preview Google Book
https://books.google.co.in/books?id=ROSTnjmTjxQC
Applying the Delta Model in Higher Education
Enrique R Suarez
If Educational Institutions are to achieve success in the marketplace, they must begin to think about their business strategy in new ways. Traditional competitive approaches that rely on product differentiation do not produce optimal results, nor do they take advantage of new sources of profitability that the connectivity of a networked economy offers. Too often, they focus the attention in the wrong place. To survive and prosper today, Educational Institutions must shift their attention from products to customers and create a business plan based on: •The innovative restructuring of your customer relationships •Segmenting your customers more creatively •Delivering a value proposition that places the customer at the center of your strategy
https://www.academia.edu/15611831/Applying_the_Delta_Model_in_Higher_Education
The Delta Model — discovering new sources of profitability in a networked economy
Arnoldo Hax
2001, European Management Journal
Prof. Arnoldo Hax is from industrial engineering.
https://news.mit.edu/2023/arnoldo-hax-dies-0531
https://corporatefinanceinstitute.com/resources/management/haxs-delta-model/
June 10, 2023
Artificial Intelligence - AI Solutions in Marketing
AI is additional machine based data processing support to marketers. Even data may be collected by AI based machines/cameras and voice recorders and thus provide additional help to marketers to understand reactions of consumers to various marketing stimuli. Hence marketers have to welcome AI and test its potential.
11.6.2023
Marketing’s AI revolution
By Abhiraj Ganguli, Editor at LinkedIn News
8 June 2023
The Impact of AI on Marketers: Thriving in a Transformed Landscape
Pragya Shree
May 29, 2023
https://www.linkedin.com/posts/abhijitpatil20_ai-digitalmarketing-marketing-activity-7071478271795695616-fUTo
https://www.linkedin.com/posts/somtoochukwubenedictezioha_9-game-changing-ai-marketing-tools-in-2023-activity-7071810537600225280-vpNR
https://www.linkedin.com/posts/ratheshpillai_aiinmarketing-digitaltransformation-brandpromotion-activity-7071867968816578560-16-G
https://www.linkedin.com/posts/sindhubiswal_marketing-branding-activity-7065256188250120192-z6D0
26.12.2019
Five AI Solutions Transforming B2B Marketing
February 13, 2019
Brian Kardon (@bkardon) is the chief marketing officer at Fuze.
https://sloanreview.mit.edu/article/five-ai-solutions-transforming-b2b-marketing/
Lead Scoring and Predictive Analytics
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