Customizing manufacturing strategy

Sáckett, Peter; Maxwell, Douglas J.; Lowenthal, Paul L.

doi:10.1108/09576069710188779

Cited by 20 publications

(8 citation statements)

References 2 publications

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“…Based on the ratio of P divided by D one can determine the amount of planning and production that needs to be based on speculation, and the amount that can be based on customer orders. Hence, the P:D ratio corresponds to different positioning of the CODP as visualized in Figure 1 (Hoekstra and Romme, 1992;Browne et al, 1996;Higgins et al, 1996;Sackett et al, 1997;Wortmann et al, 1997;Mather, 1999).…”

Section: The Customer Order Decoupling Point 21 Traditional Typologymentioning

confidence: 99%

Integrating production and engineering perspectives on the customer order decoupling point

Wikner

Rudberg

2005

International Journal of Operations &Amp; Production Management

175

146

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Purpose -Traditionally the customer order decoupling point (CODP) has focused mainly on the separation of production performed on speculation from commitment to customer orders. Engineering has, with few exceptions in this context, simply been viewed as occurring before production activities in a sequential manner. As competition increases, customer requirements for short lead-times in combination with customisations requires further integration of processes involving both engineering and production activities making the traditional view of the CODP insufficient in these cases. The purpose of this paper is thus to provide a more general approach to enterprise integration of cross-functional processes in order to extend the applicability of the CODP as a logistics oriented concept. Design/methodology/approach -We use evolutionary approach to define the CODP as a two-dimensional concept based on the integration of engineering and production. Findings -The extended CODP captures the complexity in terms of possible configurations, but also provides a framework for the issues that must be handled when positioning the CODP in terms of both engineering and production simultaneously. Practical implications -The two-dimensional CODP is an important extension to make the theory better reflect reality and hence increase the scope and acceptance of both the concept CODP per se, and the analysis based on the CODP. Originality/value -By the introduction of a new two-dimensional approach, a more comprehensive CODP typology is defined. We also provide a classification of customer order influence based on a combined engineering and production perspective where the efficient CODPs constitute a set providing the highest level of customer value in terms of engineering adaptations.

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Section: The Customer Order Decoupling Point 21 Traditional Typologymentioning

confidence: 99%

Integrating production and engineering perspectives on the customer order decoupling point

Wikner

Rudberg

2005

International Journal of Operations &Amp; Production Management

175

146

View full text Add to dashboard Cite

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“…This approach, however, took a more narrow production-oriented scope, based on the traditional construction process, than the view described above by Gann (1996), Roy et al (2003) and , who described completely integrated production systems, showing many differences to traditional construction. Winch (2003) introduced the concept of production strategy into construction literature, based on the idea of customer order decoupling point utilised in manufacturing, earlier presented by Sackett et al (1997).…”

Section: Literature Study Of Ihb Characteristicsmentioning

confidence: 99%

Industrialised house-building – development and conceptual orientation of the field

Lessing

Stehn

Ekholm

2015

Construction Innovation

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Purpose -This article aims to describe the development of industrialised house-building (IHB) to increase the understanding of the field. Design/methodology/approach -The study is based on an extensive literature study and a case study with three companies, studied between 2005 and 2013 which enabled an in-depth knowledge about the companies' development within IHB. Interviews, observations and document studies are the main sources of information in the case studies. Findings -IHB is a complex field, consisting of several constructs that need to be integrated and continuously developed. Development of structured technical building systems has been central to the development of IHB along with developed production methods and processes. The interest in organisational fit or adaptation to industrialisation and strategy concerning business, production and products is increasing. This implies that IHB needs to be managed strategically and not on a building project level. Practical implications -The article gives an orientation on how leading companies have structured and organised their work within industrialisation, giving valuable advice to practitioners with interest in the field. Originality/value -This article describes the development of IHB based on studies of literature and three Swedish IHB companies' development. This provides an aggregated view of the field's emergence and unique information about the studied companies' development.

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“…flexibility), and attempted to ground them with their strategic context (e.g. Slack, 1988; Corrêa and Slack, 1996; Sackett et al , 1997). Whether these “typology” frameworks were derived empirically or conceptually, they barely addressed the links between the technologies, the product design, and the competitive environment facing the enterprise.…”

Section: Introductionmentioning

confidence: 99%

Exploratory case studies on manufacturing agility in the furniture industry

Azouzi

Beauregard

D’Amours

2009

Management Research News

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PurposeThe purpose of this paper is to investigate the agility of advanced manufacturing technologies (AMTs) in furniture enterprises, and explores the appropriateness of a typology framework that correlates the technology infrastructure of the enterprise with its manufacturing strategy.Design/methodology/approachThis paper uses a clear and rigorous case study design and protocol. Empirical data are collected using structured surveys of two strategically selected furniture enterprises. The collected data are used to analyze the fit between the technology infrastructure of the enterprise and its strategic goals, and how this fit correlates with the theoretical categories stated by the typology.FindingsThe case studies suggest that enterprise performance could be maximized if the competitive priorities and the customization strategy put in practice are in conformity with the available technology.Research limitations/implicationsThe findings of the case studies corroborate the all inclusive hypothesis suggested by the typology. The lack of triangulation of multiple data sources for more confidence about the results or the typology framework itself remains a limitation in this study. The two cases were representative to a certain extent of two out of the three theoretical ideal types stated by the typology.Practical implicationsThe explored typology can serve as a supporting tool for managers when making strategic investment decisions in their pursuit of a mass customization strategy within a specific market.Originality/valueThe originality comes from the way the properties that should be displayed by the technologies used in furniture manufacturing enterprises to develop agility are drawn together.

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Customizing manufacturing strategy

Cited by 20 publications

References 2 publications

Integrating production and engineering perspectives on the customer order decoupling point

Integrating production and engineering perspectives on the customer order decoupling point

Industrialised house-building – development and conceptual orientation of the field

Exploratory case studies on manufacturing agility in the furniture industry

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