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Article
Publication date: 1 August 1995

Samuel Wathen

Presents a study which explored a relationship between productionprocess focus and performance at the business unit level using theprofit impact of marketing strategies…

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2363

Abstract

Presents a study which explored a relationship between production process focus and performance at the business unit level using the profit impact of marketing strategies (PIMS) database. The relationship between production process focus and financial performance for business units was partially supported using return‐on‐sales (ROS), and was not supported with return‐on‐assets and return‐on‐income. Indicates that the degree of production process focus is not directly related to a business unit′s performance. The implication is that the degree of production process focus must be recognized as part of a manufacturing strategy that is consistent with an overall business strategy.

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International Journal of Operations & Production Management, vol. 15 no. 8
Type: Research Article
ISSN: 0144-3577

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Book part
Publication date: 2 December 2019

Viktor P. Kuznetsov, Ekaterina P. Garina, Natalia S. Andryashina and Elena V. Romanovskaya

Despite certain studies in the given sphere, the issues of systemic organization of management of business decisions, aimed at increase of competitiveness of products of…

Abstract

Despite certain studies in the given sphere, the issues of systemic organization of management of business decisions, aimed at increase of competitiveness of products of the studied sphere, are not elaborated in the Russian theory and practice. At present, the task of formation of a completely new theoretical and methodological basis of production management, improvement of existing and development of modern mechanisms, methods, and technologies of design and efficiency management of business decisions, which allow increasing competitiveness, becomes a top priority in activities of any company. This is confirmed by active development in international practice of the systems of management and support for products’ life cycle. These technologies are oriented at flexible high-tech production with wide usage of automatized systems of production and complex technological processes. A special role in scientific development of the issue of increase of effectiveness of management of industrial companies belongs to studies on creation of integrated production systems and application of new technologies of management, which are based on increase of products’ quality. These issues are especially topical for domestic manufacturer. The key components of competitiveness of an industrial company are innovational and technological development of productions, creation, and development of new organizational and institutional forms, strategic partnership of participants of production and technological chain, and emphasis on quality and safety of manufactured products.

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The Leading Practice of Decision Making in Modern Business Systems
Type: Book
ISBN: 978-1-83867-475-5

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Article
Publication date: 1 December 1994

Jan C. Fransoo and Werner G.M.M. Rutten

Discusses the variety of production control situations within processindustries. Following a literature review, a typology is introducedwhich discriminates between two…

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2994

Abstract

Discusses the variety of production control situations within process industries. Following a literature review, a typology is introduced which discriminates between two extreme types of process industries: batch/mix and process/flow businesses. Reviews the research in production and inventory control in each of the extreme types. Identifies a control framework for operations management in process/flow businesses. Notes that although detailed scheduling approaches for batch/mix businesses exist, a control framework for the latter is missing. Concludes that operations management in batch process industries needs considerable research attention.

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International Journal of Operations & Production Management, vol. 14 no. 12
Type: Research Article
ISSN: 0144-3577

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Book part
Publication date: 8 July 2010

Andrew Davies and Lars Frederiksen

This chapter develops a conceptual framework to help us position and understand the increasing importance of project-based innovation for industrial organization in the…

Abstract

This chapter develops a conceptual framework to help us position and understand the increasing importance of project-based innovation for industrial organization in the 21st century. It builds on and extends Joan Woodward's (1958 and 1965) pioneering research, which classifies industrial organizations according to the complexity of production technology and volume of output. We suggest that a radical revision of Woodward's framework is required to account for the extensive use of project-based organizations to gain competitive advantage through accelerated innovation and growth in new technologies and markets.

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Technology and Organization: Essays in Honour of Joan Woodward
Type: Book
ISBN: 978-1-84950-984-8

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Book part
Publication date: 29 October 2018

Viktor P. Kuznetsov, Ekaterina P. Garina, Natalia S. Andryashina and Elena V. Romanovskaya

The chapter deals with the promotion of competitiveness of national producers as compared to the main leaders in the industry.

Abstract

Purpose

The chapter deals with the promotion of competitiveness of national producers as compared to the main leaders in the industry.

Methodology

The system management of the process of creating and mastering the production of a new product is based on effective change management, development of organizational and technical management systems, business-to-business interaction systems, business solutions relating to product creation in the industry. Systemization of problems and identification of ways of development of theory and methodology of creation of a new product by the domestic manufacturing companies can be performed by means of implementation of continuous acquisition and life cycle support (CALS) systems.

Results

Today, the fundamental conceptual basis for the formation of information space of an enterprise and application of miscellaneous information systems is the concept of continuous information support of products throughout the entire life cycle – CALS. According to this concept, one can single out the following major objectives which are essential for an enterprise and can be achieved through information technologies: the automation of production management which was conventionally achieved through the use of MICS systems, and today it is achieved due to the use of the so-called ERP/CRM/SCM systems; product data management and automation of design and engineering analysis of structures and processes (PDM/PLM, CAD/CAM/CAE-system); information support of operation and aftersales service, integrated logistic support of products. The information technologies at the present stage are a prerequisite for achieving a competitive advantage by an enterprise, particularly if the enterprise is specialized in the production of high-technology products. The major purpose of information technologies at the enterprise is the maximum effective support of design processes, production processes and other processes running at the enterprise, creation of the information basis which enables the management to take decisions which help the enterprise to achieve a dominant position in the industry sector. For Russian companies, the problem of implementation and effective employment of CALS-technologies as a means of cardinal improvement in quality and competitiveness of science-intensive products, discussed in the chapter, is extremely topical.

Conclusions

For many companies, the employment of these technologies largely determines the ability to survive in the context of an intensifying competitive struggle in the domestic market and can be considered as an indispensable condition for maintaining and expanding the sales of products on the international market.

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Article
Publication date: 10 December 2020

Erik Flores-Garcia, Jessica Bruch, Magnus Wiktorsson and Mats Jackson

The purpose of this paper is to explore the selection of decision-making approaches at manufacturing companies when implementing process innovations.

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4577

Abstract

Purpose

The purpose of this paper is to explore the selection of decision-making approaches at manufacturing companies when implementing process innovations.

Design/methodology/approach

This study reviews the current understanding of decision structuredness for determining a decision-making approach and conducts a case study based on an interactive research approach at a global manufacturer.

Findings

The findings show the correspondence of intuitive, normative and combined intuitive and normative decision-making approaches in relation to varying degrees of equivocality and analyzability. Accordingly, the conditions for determining a decision-making choice when implementing process innovations are revealed.

Research limitations/implications

This study contributes to increased understanding of the combined use of intuitive and normative decision making in production system design.

Practical implications

Empirical data are drawn from two projects in the heavy-vehicle industry. The study describes decisions, from start to finish, and the corresponding decision-making approaches when implementing process innovations. These findings are of value to staff responsible for the design of production systems.

Originality/value

Unlike prior conceptual studies, this study considers normative, intuitive and combined intuitive and normative decision making. In addition, this study extends the current understanding of decision structuredness and discloses the correspondence of decision-making approaches to varying degrees of equivocality and analyzability.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 9
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 6 June 2016

Peter Samuelsson, Per Storm and Thomas Lager

A robust description of the material transformation system is fundamental for understanding its capabilities and thus for communicating, prioritising and changing the…

Abstract

Purpose

A robust description of the material transformation system is fundamental for understanding its capabilities and thus for communicating, prioritising and changing the system. Deploying a previously developed configuration model the purpose of this paper is to test the industrial usability of the model as an instrument to gain a better understanding of the material transformation system through externalising the generic production capabilities of the system.

Design/methodology/approach

In a multiple case study approach and using a prior conceptual configuration model of the material transformation system in the process industries as a research instrument, company-generic production capabilities were investigated in three companies representing the mineral, food and steel industries.

Findings

The empirical results supported the utility of the model as an instrument in providing a coherent set of elements that define operations and thus serve as a platform to model company-generic production capabilities and serve as input to strategizing though implicating needed change to the material transformation system. The theoretical contribution was mainly the empirical validation of the previously developed conceptual model as a tool in knowledge formation of the capabilities of the system and to outline the concept of “production capabilities configuration”.

Research limitations/implications

Three sectors of the process industries were studied but it is recommended that the results should be replicated in complementary case studies or a survey of larger samples from the process industries. Those studies should not only be limited to increase the empirical knowledge base, but possibly to identify additional new variables, further refine the set of variables in the present model and investigate their relationships.

Practical implications

It is argued that the model can already be used as a tool to support both horizontal and vertical communication on production capabilities, thus facilitating, e.g. manufacturing strategy development.

Originality/value

The validated conceptual model supported by the empirical evidence is new knowledge to be used in the analysis of company-generic production capabilities in the process industries.

Details

Journal of Manufacturing Technology Management, vol. 27 no. 5
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 1 March 2006

Reinaldo Guerreiro, Edgard Bruno Cornachione and Armando Catelli

This paper focuses on the determination of the cost completion rate used to calculate the equivalent units of production in a continuous process costing system. The paper…

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2182

Abstract

Purpose

This paper focuses on the determination of the cost completion rate used to calculate the equivalent units of production in a continuous process costing system. The paper aims at two research questions. What procedures do companies utilize in practical terms? How should the completion level percentage be calculated conceptually?

Design/methodology/approach

The study is a qualitative exploratory survey. The companies targeted were those noted in “Melhores e Maiores,” a ranking of the best and biggest Brazilian companies. A total of 175 questionnaires were sent to pre‐selected enterprises, each with revenues of more than US$100 million per year, and 50 usable responses were returned.

Findings

A literature review of the theoretical procedures used for continuous process costing revealed no indication of an objective method for determining the completion level. The empirical research in the present study confirmed that, in practice, companies do not adopt the general procedures proposed by the theory. The best practices applied by the companies have been shown to be an adequate alternative, because the results are identical to those obtained with the proposed method.

Research limitations/implications

The study bears the usual limitations of a qualitative exploratory survey regarding its generalization to other companies.

Originality/value

The originality of the study is based on the assumption that cost accounting theory does not offer an objective solution for the computation of the completion level percentage and, consequently, that companies in continuous process production system do not adopt the theoretical concepts with respect to inventory evaluation of goods‐in‐process and finished goods.

Details

Managerial Auditing Journal, vol. 21 no. 3
Type: Research Article
ISSN: 0268-6902

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Article
Publication date: 1 June 2000

George K. Chako

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or…

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5235

Abstract

Briefly reviews previous literature by the author before presenting an original 12 step system integration protocol designed to ensure the success of companies or countries in their efforts to develop and market new products. Looks at the issues from different strategic levels such as corporate, international, military and economic. Presents 31 case studies, including the success of Japan in microchips to the failure of Xerox to sell its invention of the Alto personal computer 3 years before Apple: from the success in DNA and Superconductor research to the success of Sunbeam in inventing and marketing food processors: and from the daring invention and production of atomic energy for survival to the successes of sewing machine inventor Howe in co‐operating on patents to compete in markets. Includes 306 questions and answers in order to qualify concepts introduced.

Details

Asia Pacific Journal of Marketing and Logistics, vol. 12 no. 2/3
Type: Research Article
ISSN: 1355-5855

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Article
Publication date: 1 February 1988

Overview All organisations are, in one sense or another, involved in operations; an activity implying transformation or transfer. The major portion of the body of…

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2829

Abstract

Overview All organisations are, in one sense or another, involved in operations; an activity implying transformation or transfer. The major portion of the body of knowledge concerning operations relates to production in manufacturing industry but, increasingly, similar problems are to be found confronting managers in service industry. It is only in the last decade or so that new technology, involving, in particular, the computer, has encouraged an integrated view to be taken of the total business. This has led to greater recognition being given to the strategic potential of the operations function. In order to provide greater insight into operations a number of classifications have been proposed. One of these, which places operations into categories termed factory, job shop, mass service and professional service, is examined. The elements of operations management are introduced under the headings of product, plant, process, procedures and people.

Details

Management Decision, vol. 26 no. 2
Type: Research Article
ISSN: 0025-1747

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