Manufacturing strategy and production systems: An integrated framework

Kim, Yearnmin; Lee, Jinjoo

doi:10.1016/0272-6963(93)90029-o

Cited by 92 publications

(76 citation statements)

References 48 publications

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“…Although the classifications were developed for service firms, they could also provide a starting point for developing manufacturing business fit classifications. This would test if operations strategy concepts are applicable to both service and manufacturing operations (Smith and Reece, 1999) and meet the call for a more comprehensive and integrated manufacturing fitness framework (Kim andLee, 1993, da Silveira, 2005). Equally, further research could explore the link between the six internal fit classifications proposed and the three external fit classifications proposed by Nayyar (1992): fit with customer segment, fit with internal capability and fit with geographical region.…”

Section: Conclusion and Recommendations For Further Researchmentioning

confidence: 99%

Fitness map: a classification of internal strategic fit in service organisations

Hill

Cuthbertson²

2011

International Journal of Operations &Amp; Production Management

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PurposeThe purpose of this paper is to investigate the relationship between internal strategic fit and business performance, propose six classifications of internal fit using the “strategic map” managerial framework and identify how firms should best move from one classification to another and the impact that these changes will have on business performance.Design/methodology/approachEmpirical research was conducted in 12 service organisations. Based on these findings, two fit‐performance relationships were identified and the “fitness map” framework was developed showing six classifications of fit.FindingsThe alignment of operations strategy within an organisation is significantly and positively related to market share, whereas, the alignment of the service delivery system is significantly and positively related to return on sales. However, neither the alignment of the operations strategy nor the service delivery system appears to have a relationship with return on investment. Six classifications of internal strategic fit emerged: poorly aligned organisations are either “understanding processes” or “understanding markets”, medium‐fit companies are “managing processes” or “developing service offerings” and well‐aligned firms are “leveraging services and process capabilities” or “leveraging markets and design capabilities”.Practical implicationsThe fit‐performance relationships show how changes in the alignment of operations strategy and delivery system impact business performance differently. Using this knowledge, practitioners can use the “strategic map” framework to identify their classification of fit and understand how it has been created, benchmark their level of fit against other businesses, understand how to move from one level of fit to another and how these decisions will impact business performance.Originality/valueThe paper's findings start to address the gap in the literature on internal strategic fit within service organisations and meet the need for more management tools to help businesses develop strategies, understand the level of fit they create and how they can impact business performance.

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Section: Conclusion and Recommendations For Further Researchmentioning

confidence: 99%

Fitness map: a classification of internal strategic fit in service organisations

Hill

Cuthbertson²

2011

International Journal of Operations &Amp; Production Management

View full text Add to dashboard Cite

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“…Market requirements are proven as key factors influencing the process selection decisions (Hayes andWheelwright, 1979, 1984) for different products and services. The relationship between the product/service aspects and the process selection decisions depends mainly on the congruence between the market characteristics and the specification of the operational strategy (Bozarth and Berry, 1997;Schroeder et al, 1995;Sheu, 1994;Kim and Lee, 1993).…”

Section: Operational Strategymentioning

confidence: 99%

Rationalization

Nof¹,

Ceroni²,

Jeong³

et al. 2015

Revolutionizing Collaboration Through E-Work, E-Business, and E-Service

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Abstract. Similar to any investment decision, implementation of e-Work solutions requires a comprehensive rationalization from various perspectives, especially economy, productivity and sustainability. Considering e-Work, in general terms, as a sort of technology encapsulation (Nof, 2003 and2007a), this chapter focuses on the prioritization of e-Work implementation plans. Realization of e-Work solutions depends highly on the demonstration of its inherent benefits to individual, networked e-Systems, and the users. The strategic requirements of an e-System are considered as a starting point to identify proper e-Work processes and solutions. As discussed earlier in this book, in line with the emergence of e-Systems, various e-Criteria are continuously evolving, which must be incorporated in the rationalization process as key performance indicators (e.g., reconfigurability and reusability of software and processes). Therefore, a robust framework is indeed required to support rationalization of e-Work implementation projects based on multiple (and somehow conflicting) e-Criteria.In this chapter, basic operational strategies and traditional economic rationalization procedures are first reviewed. It is shown that traditional procedures cannot sufficiently address some emerging aspects of e-Work and disregard strategic benefits of technology. Several scenarios for production of goods and services are then analyzed in the form of value chains, corporative level strategy, business units strategies, and functional strategic planning to determine the operational strategies. Process specification is performed through Value Stream Maps (VSM) for each enterprise to achieve a cross-company operational specification. e-Work alternatives can then be evaluated through defining and prioritizing the implementation plans. Technology evaluation models are introduced for evaluating of the results. Such models conform the implementation plans for different e-Work alternatives. The goal is to maximize the benefits of enterprises and enhance the specification of eWork processes and technologies through prioritizing the enterprise plans for research and development. Finally, a comprehensive Multi-Criteria DecisionMaking (MCDM) framework, based on Analytic Hierarchy Process (AHP) and Data Envelopment Analysis (DEA), is introduced for evaluation of e-Work alternatives based on multiple e-Criteria.

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“…The industry exhibits long, slow, expensive supply chains with a significant challenge specifically in optimising inventory levels (Kim and Lee, 1993;Calabrese and Pissavini 2011). The value of stock levels is estimated to be in the range of $100-150 billion for the top 25 Pharma companies .…”

Section: Section 2 the Incentive To Print Pharmaceuticalsmentioning

confidence: 99%

Inkjet printing for pharmaceutics – A review of research and manufacturing

Daly

Harrington

Martin

et al. 2015

International Journal of Pharmaceutics

274

185

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Abstract:Global regulatory, manufacturing and consumer trends are driving a need for change in current pharmaceutical sector business models, with a specific focus on the inherently expensive research costs, high-risk capital-intensive scale-up and the traditional centralised batch manufacturing paradigm. New technologies, such as inkjet printing, are being explored to radically transform pharmaceutical production processing and the end-to-end supply chain. This review provides a brief summary of inkjet printing technologies and their current applications in manufacturing before examining the business context driving the exploration of inkjet printing in the pharmaceutical sector. We then examine the trends reported in the literature for pharmaceutical printing, followed by the scientific considerations and challenges facing the adoption of this technology. We demonstrate that research activities are highly diverse, targeting a broad range of pharmaceutical types and printing systems. To mitigate this complexity we show that by categorising findings in terms of targeted business models and Active Pharmaceutical Ingredient (API) chemistry we have a more coherent approach to comparing research findings and can drive efficient translation of a chosen drug to inkjet manufacturing.

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Manufacturing strategy and production systems: An integrated framework

Cited by 92 publications

References 48 publications

Fitness map: a classification of internal strategic fit in service organisations

Fitness map: a classification of internal strategic fit in service organisations

Rationalization

Inkjet printing for pharmaceutics – A review of research and manufacturing

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