Manufacturing strategy: The story of its evolution

Skinner, Wickham

doi:10.1016/j.jom.2006.10.008

Cited by 60 publications

(53 citation statements)

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“…No final dos anos sessenta, Skinner (1969) já chamava a atenção para a importância da função produção e de seu papel estratégico na organização. Desde meados da década de 1990, no Brasil e no mundo, modificações no ambiente econômico alteraram de forma significativa os padrões de concorrência em diversos setores industriais e em particular na indústria automobilística e de autopeças.…”

Section: Introductionunclassified

Análise das estratégias de produção de seis montadoras de motores para automóveis

2011

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Abstract:The operations strategies adopted by six engine assemblers between 2005 and 2006 Resumo: São identificadas e analisadas neste artigo as Estratégias de Produção (EP) adotadas, durante o período 2005-2006, por 6 empresas montadoras de motores para automóveis instaladas no Brasil. Três delas instalaram-se há várias décadas no País e são aqui denominadas "estabelecidas"; as outras três, apenas há alguns anos, são denominadas "entrantes". Para o levantamento de informações sobre as EPs adotadas, entrevistas semiestruturadas foram feitas com pelo menos um dos principais responsáveis -gerentes -pela unidade produtora de motores em cada empresa. Observou-se que as EPs adotadas pelas empresas são distintas entre os grupos e em cada grupo (intragrupos), marcadas por diferenças nas áreas de decisão estruturais, apesar de haver semelhanças entre as estratégias competitivas das empresas em cada grupo (estabelecidas e entrantes). Alguns dos resultados encontrados nesta pesquisa confirmam proposições da literatura, outros indicam que há temas que precisam ainda ser cuidadosamente investigados.Palavras-chave: Estratégia de produção. Prioridades competitivas. Montadoras de motores.

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Section: Introductionunclassified

Análise das estratégias de produção de seis montadoras de motores para automóveis

2011

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“…Further still, management as an art was more complex, difficult and challenging than mathematics, physics or engineering because of the greater scope of systems and the numerous non-linear relationships that control the course of events. By 1969 Wickham Skinner (Skinner, 2007) began to question how the application of accepted managerial principles in businesses could results in failure; concluding that the optimization of individual aspects, such as production and marketing, could pull in different directions because of their differing goals. Consequently, it is necessary to fit the components together as a strategy, in order that the system functions as a whole to achieve a specific aim.…”

Section: Contrast Of Reductionistic and Holistic Systems Thinkingmentioning

confidence: 99%

Systems of Systems: Pure, and Applied to Lean Six Sigma

Clegg¹,

Orme²

2012

System of Systems

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“…The findings on the critical evaluation of competitive capability models are summarised in Table 1. Trade-offs models Skinner (1969Skinner ( , 1974Skinner ( , 2007 …”

Section: Introductionmentioning

confidence: 99%

The quest for process operations variability reduction in manufacturing firms in South Africa

Katombe

Munapo

2016

SAJEMS

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In an era characterised by a volatile economy, intense competition, and rising energy and material costs, improving operational efficiency has become a necessity for margin purposes and long-term business success. This research study attempts to develop a model for process operations variability reduction that integrates the fundamental drivers, the intermediate measures and the four traditional competitive capabilities: quality, cost, delivery reliability and speed of delivery. In addition, it highlights the precise mechanisms in plants that lead to multiple competitive capabilities development. The concept of a routine-based approach to capabilities development provides a nexus between the earlier actions by the organisation and competitive advantage. Using longitudinal data from the Manufacturing Circle of South Africa, a statistical analysis was conducted to support the model, and path analysis models were developed which confirmed that the performance frontier is really a surface that spans many different dimensions. It is observed that the model clearly outlines pathways to process operations variability reduction through better execution of the routines concerned with maintaining the performance by current processes, improving existing processes, and transforming or changing to new processes.

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Manufacturing strategy: The story of its evolution

Cited by 60 publications

References 1 publication

Análise das estratégias de produção de seis montadoras de motores para automóveis

Análise das estratégias de produção de seis montadoras de motores para automóveis

Systems of Systems: Pure, and Applied to Lean Six Sigma

The quest for process operations variability reduction in manufacturing firms in South Africa

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