Manufacturing Operations Strategy

Hill, Alex; Hill, Terry

doi:10.1007/978-1-137-07690-8

Cited by 97 publications

(164 citation statements)

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“…Since then, it has become clearer that manufacturing may constitute a major competitive advantage (e.g. Hayes and Wheelwright, 1984;Hill andHill, 2009, Hilmola et al, 2015). To gain and maintain a competitive advantage, it is important to make the right decisions in manufacturing that support the overall objectives of the company and meet market requirements.…”

Section: Theoretical Framework and Development Of Propositions 21 Mamentioning

confidence: 99%

“…Functional strategies should be linked and coordinated with business strategies. If these two types of strategy are not linked together, then the decisions that are made might not correspond to one another within each function or across functions, and this incongruity could lead to misdirection and obstruct the company from reaching its objectives (Hill and Hill, 2009). In the area of manufacturing strategy, it is common to distinguish among content, i.e.…”

Section: Theoretical Framework and Development Of Propositions 21 Mamentioning

confidence: 99%

“…Choudhari et al (2012a) also found that small companies have a centralised planning process. It was found that job shops and batch flows carry high levels of raw materials and works-in-progress (WIP) (Safizadeh and Ritzman, 1997;Hill and Hill, 2009). Miltenburg (2005), however, argued that the inventory of raw materials should be low, since products change from customer to customer.…”

Section: Empirical Research On Decision Categories In Smesmentioning

confidence: 99%

“…Miltenburg (2005), however, argued that the inventory of raw materials should be low, since products change from customer to customer. The inventory of finished goods should be low in a job shop and in batch flow, owing to the use of MTO (Safizadeh and Ritzman, 1997;Hill and Hill, 2009). It has been suggested that general-purpose machines are appropriate for handling the large variety of products in a job shop (Miltenburg, 2005); this was found empirically by Choudhari et al (2012a;2012b).…”

Section: Empirical Research On Decision Categories In Smesmentioning

confidence: 99%

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Homogeneity of manufacturing choices in subcontractor SMEs

Löfving

2016

Journal of Manufacturing Technology Management

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PostprintThis is the accepted version of a paper published in Journal of Manufacturing Technology Management. This paper has been peer-reviewed but does not include the final publisher proofcorrections or journal pagination. Homogeneity of manufacturing choices in subcontractor SMEsStructured Abstract:Purpose: This paper investigates the choices made in manufacturing decision categories by subcontractor small and medium-size enterprises (SMEs) and determines if subcontractor SMEs make homogenous manufacturing choices.Design/methodology: A literature review was used to develop theoretical propositions. A multiple case study with 19 subcontractor SMEs was conducted. Findings:Factors that might lead to homogenous choices in the manufacturing strategy decision categories were formalised into four theoretical propositions. The propositions were based on new institutionalism factors as well as SME factors. The findings reveal that there is considerable heterogeneity across the subcontractor SMEs in the various manufacturing decision categories. However, there are similarities between some manufacturing choices. This can partly be explained by the proposed factors and partly by other factors, such as SME characteristics and process choices. Research limitations/implications:The study reinforces the need for more research that is focused on manufacturing decisions and choices in SMEs. All cases were of Swedish SMEs belonging to three different industries, potentially limiting the generalizability of findings to other industries or countries. Practical implications:This study highlights the importance of the different choices made considering manufacturing and the factors influencing those choices. This provides guidance for managers when they make manufacturing choices in various decision categories.

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Section: Theoretical Framework and Development Of Propositions 21 Mamentioning

confidence: 99%

Section: Theoretical Framework and Development Of Propositions 21 Mamentioning

confidence: 99%

Section: Empirical Research On Decision Categories In Smesmentioning

confidence: 99%

Section: Empirical Research On Decision Categories In Smesmentioning

confidence: 99%

See 2 more Smart Citations

Homogeneity of manufacturing choices in subcontractor SMEs

Löfving

2016

Journal of Manufacturing Technology Management

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“…A successful manufacturing strategy strives for productivity, but should not be too narrow in its focus, and should also consider other aspects beside low costs and high efficiencies (Skinner, 1969). From a strategic point of view it is important to match products produced with processes used, and such matching can be done with support from product profiling (Hill and Hill, 2009), and the product-process-matrix (Hayes and Wheelwright, 1979a;Hayes and Wheelwright, 1979b). Process industries with continuous flows thus typically match with standard products with a narrow product range and large customer order sizes.…”

Section: The Strategic Tactical and Operational Point Of Viewsmentioning

confidence: 99%

Planning production and supply chain in energy intensive process industries

Waldemarsson

2014

Linköping Studies in Science and Technology. Dissertations

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To make a difference among the energy intensive process industries, this dissertation addresses production planning and supply chain planning problems related to industrial energy management issues. The energy issue is turning more and more important from different angles, involving price as well as environmental problems due to climate change leading to political pressure on all energy users. The process industry sector is one of the largest users of energy, and thus important to analyse. Process industries are also capital intensive and operate on large and expensive process equipment, making it imperative to plan their production well in order to reach preferable capacity utilisation. Therefore this dissertation strives to locate the most important energy management issues for the long term profitability of process industries, and investigates the symbiotic effects of including energy issues in production and supply chain planning.Three different studies at three case companies are carried out, analysed, and presented in five papers. The cases represent the process industry sectors: chemicals, pulp, and steel. Both qualitative case study methodologies as well as quantitative mathematical modelling and optimisation approaches have been practiced. The research questions are analysed from both an energy system and from a production process point of view, separately as well as combined. Energy is somewhat considered to be the main workforce for process industries and this dissertation exemplifies some of its most important dimensions in this context. Several prerequisites for putting energy management on the strategic agenda are located in a specialty chemical industry where the importance of introducing a strategic perspective on energy, the way energy is used, and the possibilities of increasing alternative revenue from utilising by-and/or co-products differently are pinpointed. Approaches for including energy issues in planning processes are also suggested in terms of a MILP model for the entire supply chain of a pulp company, including decisions on purchase and transportation of raw materials, production allocation, energy mix, and distribution. Another example is presented based on the perspectives of economics of scale and lot sizing through economic order quantity principles in a steel company. By using real company data, energy smart approaches in planning and scheduling are developed with respect to the most important intersections between the production processes and their supporting energy system. The accumulated resource intensity and embedded energy could, and probably should, hence be more fairly reflected in the product price. The research finally shows some possible impact with including energy issues in a production and supply chain planning model. By planning differently, production prioritisations can be done, and it is not only possible without any large investments, but also prosperous with savings on both energy and money within reach.To conclude, planning of production and supply ch...

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How information technology automates and augments processes: Insights from Artificial‐Intelligence‐based systems in professional service operations

Spring

Faulconbridge

Sarwar

2022

J of Ops Management

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This study contributes to the technology management literature on the effects of IT on operations processes by examining the use of systems based on Artificial Intelligence (AI) in professional services. The paper builds on key concepts on AI, information systems, professional work, and professional services operations management. A model is developed to explain how AI‐based systems combine with humans to do work, both automating and augmenting the work of the professional, leading to process improvement and extension of the service offering. The study uses case‐based research in two law firms and two accountancy firms using AI‐based systems. It shows that AI‐based systems are used selectively, mainly on high‐volume, back‐office tasks, across the sequence of stages in the professional service process—diagnosis, inference, and treatment. Automation using AI relieves professionals from repetitive tasks, while AI achieves augmentation by buffering professionals from low‐value activity, making their expertise scalable and providing new analytical insights. System use can improve performance in delivering core professional services and enable service extension into additional, high‐value advisory work. The model and research approach have potential implications for other emerging areas of technology management in OM.

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Manufacturing Operations Strategy

Cited by 97 publications

References 0 publications

Homogeneity of manufacturing choices in subcontractor SMEs

Homogeneity of manufacturing choices in subcontractor SMEs

Planning production and supply chain in energy intensive process industries

How information technology automates and augments processes: Insights from Artificial‐Intelligence‐based systems in professional service operations

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