Congruence of manufacturing decision areas in a production system: a research framework
15 Oct 2010-International Journal of Production Research (Taylor & Francis Group)-Vol. 48, Iss: 20, pp 5963-5989
TL;DR: In this article, the authors developed a framework to analyse congruence of manufacturing decision areas in a production system, based on the literature review, 54 decision types and alternative decision choices for each decision type are identified.
Abstract: A well designed production system secures environmental and internal fit. Environmental fit in a production system refers to alignment of manufacturing decisions to the external settings such as product and market. Internal fit implies that manufacturing decisions are mutually supportive. This paper develops a framework to analyse congruence of manufacturing decision areas in a production system. The framework considers six broad manufacturing decision areas. Based on the literature review, 54 decision types and alternative decision choices for each decision type are identified. The subjective and/or objective constructs to measure decision type are presented which should be useful in designing construct and in data gathering to conduct empirical research. Using the proposed framework, many research questions concerning the settings of several decision types for a specific type of production system can be generated and empirically tested.
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TL;DR: A review of the challenges, perspectives and recent advances in support of sustainable production operations decision-making is presented in this article, where the authors provide a holistic understanding of advanced scientific analysis methodologies for the evaluation of sustainability, to provide efficient decision support.
Abstract: Over the last three decades, new concepts, strategies, frameworks and systems have been developed to tackle the sustainable development issue This paper reviews the challenges, perspectives and recent advances in support of sustainable production operations decision-making The aim of this review is to provide a holistic understanding of advanced scientific analysis methodologies for the evaluation of sustainability, to provide efficient decision support Over 100 publications have been analysed, and a characterisation of state-of-the-art sustainability analysis methodologies has been produced, which includes life cycle assessment and multi-criteria decision analysis (MCDA), along with their applications to three key areas of production operations: sustainable design, sustainable manufacture and sustainable supply chain management Distribution of existing work is discussed and future research directions are elicited from the literature The paper finds three trends in supporting sustainable production o
60 citations
Cites methods from "Congruence of manufacturing decisio..."
...This classification scheme was also adopted by Choudhari et al. (2010), and 54 decision types were further identified under the 6 decision areas with 113 decision choices suggested for the decision types....
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TL;DR: In this article, the impact of HRM on performance in competitive priorities (CP) was investigated by surveying a sample of medium and large manufacturing companies in the Colombian coffee region, and three groups of variables were studied: performance in CP, HRM practices and factors related to employees.
Abstract: Purpose – Human resource management (HRM) is considered an important issue in operations strategy (OS). Furthermore, OS effectiveness depends on performance in competitive priorities (CP). However, little empirical evidence exists about the relationship between them. Thus, the purpose of this paper is to investigate the impact of HRM on performance in CP. Design/methodology/approach – The research was conducted by surveying a sample of medium and large manufacturing companies in the Colombian coffee region. Three groups of variables were studied: performance in CP, HRM practices and factors related to employees. A regression analysis was conducted to test the hypotheses. Findings – No significant relationship was found between HRM practices and performance in CP. Regarding the factors related to employees, two findings were relevant: first, when the companies involve features about the individuals in OS decision making (motivations, personal goals, abilities, etc.) better performance can be observed in CP...
40 citations
TL;DR: The manufacturing strategy decision-making structure in multi-plant networks is identified: centralised at the network headquarter, decentralised to the plant and integrated between central headquarters and the plant.
Abstract: This paper is concerned with the manufacturing strategy decision-making structure in multi-plant networks, i.e. how strategic manufacturing decision-making authority is distributed between the netw...
40 citations
Cites background from "Congruence of manufacturing decisio..."
...Choudhari, Adil, and Ananthakumar (2010, 2012) included training and development as well as job expansion as human resource-related decision types related to employee competence development....
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TL;DR: The approach facilitates computation of manufacturing capability index by evaluating the decisions taken in the manufacturing, which is then mapped into four levels, namely, infant, industry average, adult, and world class as proposed by the Miltenburg.
Abstract: Manufacturing capability of a firm is given by the level of output generated by the production system employed which in turn decides the competitiveness in the market. The pattern of structural and infrastructural decisions in the manufacturing affects the capability of the production system. Therefore, it is crucial to know the overall manufacturing capability of a firm and the contribution of each decision in it. This paper presents quantification of manufacturing capability based on multi-criteria approach. A total of 33 decisions (criteria) and their corresponding choices have been identified from the literature analysis to quantify the manufacturing capability. These decisions are then classified into six decision areas (group criteria), and the manufacturing capability evaluation problem is modeled by using analytical hierarchy process (AHP) framework. The approach facilitates computation of manufacturing capability index by evaluating the decisions taken in the manufacturing, which is then mapped into four levels, namely, infant, industry average, adult, and world class as proposed by the Miltenburg. The methodology is illustrated with a numerical example for a job shop manufacturing system.
36 citations
TL;DR: In this article, a case study research approach is used to investigate the decisions of five manufacturing companies that satisfy the characteristics of job production system and identify process specific decisions for job shop and non-process specific decisions that are influenced by other contextual factors.
Abstract: Purpose – The purpose of this paper is to understand the configuration of a job production system with reference to manufacturing decision areas. The aim is to identify the process specific decisions for job shop and the non‐process specific decisions that are influenced by other contextual factors.Design/methodology/approach – A case study research approach is used in the present paper to investigate the decisions of five manufacturing companies that satisfy the characteristics of job production system. Data are collected from case company's products, order winners and choices made in manufacturing decision areas. The paper uses within case and cross‐case analysis to identify various patterns in the data, with a view to meeting the required research objectives.Findings – The present paper identifies a number of decisions specific to job shop. Further, many non‐process specific decisions are seen to be influenced by competitive priorities (order winner), strategic orientation of manufacturing (stages in H...
29 citations
Cites background from "Congruence of manufacturing decisio..."
...A total of 54 decision types in six decision areas identified by Choudhari et al. (2010) are considered....
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References
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TL;DR: In this article, the authors report results from empirical tests of relationships between the pattern of innovation within a firm and certain of the firm's characteristics: the stage of development of its production process and its chosen basis of competition.
Abstract: This article reports results from empirical tests of relationships between the pattern of innovation within a firm and certain of the firm's characteristics: the stage of development of its production process and its chosen basis of competition. The hypothesized relationships posed for the present investigation are a synthesis of prior research by the present authors on two distinct but complementary conceptual models of innovation, concerning respectively: the relationship between competitive strategy and innovation, and the relationship between production process characteristics and innovation. The empirical investigation is carried out with data available from the Myers and Marquis study of successful technological innovation in five different industry segments. The essential aspects of the hypothesized relationships are that the characteristics of the innovative process will systematically correspond with the stage of development exhibited by the firm's production process technology and with its strategy for competition and growth. As a more specific example these relationships predict that there will be coherent patterns in the stimuli for innovation (market, production or new technology); in the types of innovation (product or process, original or adopted, etc.) and in barriers to innovation. The presently reported statistical evidence is decidedly favorable to the hypothesized relationships, even though the adaptations needed to implement tests with existing data introduce dependencies that limit conclusions which would otherwise be warranted. The broad implication is that strong and important relationships exist among the capability of a firm to innovate, its competitive strategy and the posture of its production resources.
3,323 citations
"Congruence of manufacturing decisio..." refers background in this paper
...Utterback and Abernathy (1975) match the product and process innovation to their proposed three process groups....
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...Some authors (Utterback and Abernathy 1975, Buffa 1984, Richardson et al. 1985, Kotha and Orne 1989, Kim and Lee 1993) cover environmental aspect of strategic fit....
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TL;DR: In this paper, the authors used an empirical taxonomy identifying two types of human resource systems, "control" and "commitment", to test the strategic human resource proposition that specific combinations of policies and practices are useful in predicting differences in performance and turnover across steel minimills.
Abstract: Using an empirical taxonomy identifying two types of human resource systems, “control” and “commitment,” this study tested the strategic human resource proposition that specific combinations of policies and practices are useful in predicting differences in performance and turnover across steel “minimills.” The mills with commitment systems had higher productivity, lower scrap rates, and lower employee turnover than those with control systems. In addition, human resource system moderated the relationship between turnover and manufacturing performance.
3,249 citations
Book•
01 Jan 1984
TL;DR: The New Competitive Challenge for Manufacturing as discussed by the authors is a new competitive challenge for manufacturing, and the concept of manufacturing strategy is introduced, as well as long-term capacity strategies and facilities strategy.
Abstract: The New Competitive Challenge for Manufacturing. The Concept of Manufacturing Strategy. Long-term Capacity Strategies. Facilities Strategy. Implementing Facilities Planning Processes. The Technology of Manufacturing Processes. Matching Process Technology with Product/Market Requirements. The Experience Curve--A Framework for Manufacturing Performance Improvement. Vertical Integration and Sourcing. Managing Changes in Manufacturing's Technology and Structure. German Approaches to Manufacturing Management. Japanese Approaches to Manufacturing Management. Learning from Your World-class Competitors. Building Manufacturing's Competitive Potential. Index.
2,395 citations
"Congruence of manufacturing decisio..." refers background in this paper
...The internal fit at the production system (process choice) level have been addressed only by Hayes and Wheelwright (1984), Hill (1989) and Miltenburg (2005)....
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...Various authors (Skinner 1969, Buffa 1984, Hayes and Wheelwright 1984, Fine and Hax 1985, Garrido et al. 2007) have articulated lists of decision areas for manufacturing to provide an organising framework for these decisions....
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...3.1 Manufacturing decision areas, decision types and decision choices Hayes and Wheelwright (1984) have classified manufacturing strategic decision areas into two groups: structural and infrastructural....
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...Hayes and Wheelwright (1984), Hill (1989) and Miltenburg (2005) consider both internal fit and environmental fit at production system level....
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...The internal fit and environmental fit together at the production system (process choice) level have only been addressed by Hayes and Wheelwright (1984), Hill (1989) and Miltenburg (2005)....
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Book•
01 Jan 1994
TL;DR: Pfeffer as discussed by the authors argues that the source of competitive advantage is shifting from technology, patents, or strategic position to how a company manages its employees, and describes how successful companies have overcome the barriers to change and offers a solid framework for implementing these changes in any industry.
Abstract: Sustainable competitive advantage has proved elusive for companies in the 1990s. While making enormous investments in technology, research, and state-of-the-art marketing, many of today9s managers continue to ignore the single most important factor in achieving and maintaining competitive success: people. Yet all evidence indicates that the source of competitive advantage is shifting from technology, patents, or strategic position to how a company manages its employees. In this excerpt from his newly published book, Competitive Advantage through People, Jeffrey Pfeffer describes how successful companies have overcome the barriers to change and offers a solid framework—with specific actions—for implementing these changes in any industry.
2,349 citations
TL;DR: This paper documents the advantages and rigor of case/field research and argues that these methods are preferred to the more traditional rationalist methods of optimization, simulation, and statistical modeling for building new operations management theories.
1,704 citations
"Congruence of manufacturing decisio..." refers background in this paper
...…stressed the need for empirical research (case study, survey research) in this field (Adam and Swamidass 1989, Flynn et al. 1990, Swamidass 1991, Swink and Way 1995, Malhotra and Grover 1998, Meredith 1998) to reduce the gap between theory and practice making the research useful to practitioners....
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