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Hayes and Wheelwright, in postulating a more proactive strategic role of manufacturing, provided a four‐stage framework for the evaluation of manufacturing effectiveness. Reports on some results of an empirical study on the assessment of manufacturing effectiveness based on the Hayes‐Wheelwright (H‐W) framework. Highlights the operationalization of the H‐W framework as a strategic manufacturing audit tool and applies this tool to the manufacturing operations within a specific industry, namely the electronics industry. Aggregates and reports the results of the strategic manufacturing audits. In this way, provides an industry‐wide summary average of the strategic thinking and practices of manufacturing operations. This can then be used as the industry benchmark against which specific operations may be compared. Adds to the empirical database of manufacturing strategy and strategic manufacturing effectiveness as reported in the open literature. Provides a pragmatic strategic manufacturing audit tool that is based on the previously reported works of Hayes and Wheelwright.

The purpose of this paper is to explore the relationship of strategic manufacturing effectiveness utilizing the four-stage model of Hayes and Wheelwright (H-W) with overall performance of manufacturing, market alignment and production competence (PC). In addition, it attempts to understand the relationship of strategic manufacturing effectiveness with manufacturing capability development modes, strategic groups of companies and the nature of improvement programs being employed.

Structured questionnaire was used to capture data from manufacturing organizations. Responses from managers of 47 Indian manufacturing companies were used to test the seven propositions that were developed to examine the paradigms of manufacturing competence.

The analysis revealed that the strategic manufacturing effectiveness of manufacturing companies based on H-W’s four-stage model has significant positive correlation with the overall performance of manufacturing and PC of the company. Further, the analysis substantiated the relationship of strategic manufacturing effectiveness with capability development process and the nature of improvement programs.

This exploratory study is based on a small sample of manufacturing companies with diversity and hence it may not be representative of all industry sectors. Second, it has used several scales for measuring the relevant constructs which themselves are not proven, hence, the findings should be taken with caution.

This is an initial research focussing on the relationships among different elements of manufacturing competence such as manufacturing capabilities, PC, manufacturing capability development mode and overall performance of manufacturing with strategic manufacturing effectiveness using H-W model. H-W model was primarily proposed as an audit tool for managers, was hitherto not adequately studied in relation to other paradigms of manufacturing competence.

The four stage model of Hayes and Wheelwright (H‐W) describing the strategic role of manufacturing function is widely accepted in the literature. However, there is little research that has examined the underlying factors of the H‐W model. This paper aims to fill this research gap by developing an instrument for measuring factors of strategic manufacturing effectiveness of a company based on the H‐W model.

The general principle of designing an instrument is followed in this paper. Attributes of strategic manufacturing effectiveness are identified from critical analysis of the original text of Wheelwright and Hayes, and Chase and Hayes. Then these attributes are grouped into four factors: catalysts of manufacturing initiatives; proactiveness of manufacturing function; attitude of top management towards manufacturing; and nature of manufacturing initiatives. Question for each attribute along continuum of four stages in the H‐W model is developed. The reliability and validity of the instrument are assessed through responses obtained from managers of 28 manufacturing units.

The empirical evidence supports that the proposed instrument has quite good reliability (Cronbach's α for different factors in the range of 0.575 to 0.705) and validity (multiple correlation coefficient between factors and manufacturing performance of 0.801).

This instrument can be used to position the companies along the continuum of four stages. Also, this can help managers assess the strengths and weaknesses in manufacturing for making the improvements.

This study is one of its kind which focuses on the development of an instrument to assess the strategic role of manufacturing based on the H‐W model.

As sustainability becomes more important in manufacturing, researchers recommend using the four-stage Hayes and Wheelwright (H-W) model of strategic manufacturing effectiveness (SME) to integrate sustainable manufacturing practices (SMPs) at a strategic level. However, there is limited research on this topic. This paper investigates SMPs encompassing four sustainable manufacturing capabilities (SMCs): pollution control, pollution prevention, product stewardship, and clean technology. It relates these SMCs to the four SME stages of the H-W model, both of which form a continuum of stages.

A theoretical model on the congruence between SMCs and SME stages is first established using organizational theories to identify the dominant combinations. This model is then tested by examining 178 SMPs of four large manufacturing firms.

The study reveals that the SMPs of the case firms clearly show SMC and SME stage characteristics. Few deviations from the relationships established in the theoretical model are observed, leading to a revision of the model. A major finding is that SMPs within an SMC category can span multiple SME stages.

The study proposes a revised model based on a small sample of case firms, which may limit its broader applicability.

Manufacturing practitioners can use the findings of this study to plan SMPs that align with their SME goals.

Towards incorporating sustainability in the H-W model, this is the first major exploratory study that establishes congruent relationship between SMCs and SME stages of the H-W model.

This study aims to investigate the drivers and impact of balanced scorecard (BSC) usage on organizational effectiveness in manufacturing companies. The objectives of the paper were to assess the organizational factors affecting the usage intensity of the BSC; the relative benefits of BSC determining its adoption speed; and the extent to which BSC usage enhances organizational effectiveness.

The study adopted a survey research design. Data collection was through a structured questionnaire administered on senior accounting/ finance personnel of 300 manufacturing companies that are members of the Manufacturers Association of Nigeria. Binary logistic regression analysis, discriminant analysis and structural equation modeling (maximum likelihood estimation method) were used to analyze survey data obtained from 104 BSC adopters.

Result shows that the three organizational factors affecting BSC usage intensity are affiliation to a foreign entity, availability of specialist skills and business strategy (strategic pattern). The strongest predictor is, however, the availability of specialist skills. The strongest determinants of the BSC adoption speed are the need for financial stability and the importance of customer feedbacks. The impact of BSC usage on organizational effectiveness is positive, statistically significant but weak. The inability of BSC usage to contribute appreciably to organizational effectiveness is attributable to the lack of integration among the performance measures in the BSC framework and the shallow usage rate of BSC.

Although it is commendable that financial stability and customer satisfaction strongly drive BSC adoption speed, the low rating recorded by other factors related to product development, employee development and process improvement suggests that the performance measures in the BSC framework are not used in an integrative manner. This also confirms that the BSC, like other innovative management accounting techniques, is applied at a rudimentary level by organizations in Nigeria.

The current study contributes to knowledge by exposing the organizational factors and relative benefits driving BSC adoption. It provides empirical evidence on why the BSC may not deliver the optimal benefit of improving organizational effectiveness despite its popularity and potential as an integrated performance measurement (IPM) apparatus that can add value to organizations. The paper adds to the scarce literature on IPM in developing countries. Drawing from the result that availability of specialist skills is the strongest predictor of BSC usage intensity, the practice of enmeshing the management accounting function with general accounting/finance should be discouraged.

With the increasing level of competition in many competitive environments, a body of research regards the ability to formulate and implement a formulated strategy as an equally important source of competitive advantage. The rate of change in both internal and external environments of manufacturing firms is increasing, which necessitates that increased attention be paid to strategic planning and strategy formulation. This paper reviews the concepts of strategy, strategic planning and strategy formulation. It then discusses the common strategy determinants and describes the characteristics of several planning frameworks and methodologies. A conceptual synergy model for strategy formulation is proposed, and its features and characteristics are presented along with a discussion of its applicability in manufacturing enterprises.

In the 1980s the level of interest of businessmen and academics shown in the subject area of production/operations management (POM) has risen. Stimulated by the impact of world competition they are increasingly recognising the contribution which POM can make to business success. This has led to increasing awareness of manufacturing strategy which is currently underdeveloped. Industry is looking towards the academic world to contribute to the development of its conceptual base. At present the POM subject area is wide‐ranging and relatively under‐sourced in academic institutions. It is necessary to define the boundaries of manufacturing strategy, to establish academic course orientation, the predominant level of learning, course aims and appropriate areas of learning. Some basic teaching issues are outlined including a framework for reflecting manufacturing policy issues in corporate decisions, and ways to develop key issues within a teaching programme.

This paper seeks to investigate whether linkages, proposed by previous researchers, among business strategies and structural and infrastructural investment decisions of manufacturing are empirically supported.

A sample of 101 US manufacturing firms is classified into three groups based on their predominant business strategies. The classification is validated using analysis of variance (ANOVA) tests on the taxons and on the environment in which the firms operate. ANOVA tests on manufacturing investment decisions are then used to address the central question of the paper – whether the three business strategy groups differ in their emphasis on structural and infrastructural areas of manufacturing.

The three business strategy‐based groups of firms, labeled broad‐based competitors, differentiators, and price leaders, differ in their emphasis on several of the structural and infrastructural areas of manufacturing, thus supporting the contention of linkages among business strategy and manufacturing investment decisions.

The popular notion of linkages among business strategies and investments in structural and infrastructural areas of manufacturing is empirically tested.

This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms – three in the car industry and three from the computer industry – that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant‐specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies.

Manufacturing strategy has attracted serious research attention in the recent past. In this paper, an attempt is made to review the status of literature in manufacturing strategy. A literature classification scheme is suggested. A total of 260 articles from 31 referred journals and international conferences are classified into content (manufacturing capabilities, strategic choices, best practices, trans‐national comparison, literature survey, and performance measurement) and process‐related issues. We have categorized the methodology used in the literature into conceptual, descriptive, empirical, exploratory cross‐sectional and exploratory longitudinal approaches. Based on this, some possible research issues are also identified, viz., resource‐based operations strategy, sector specific manufacturing strategy, relevance of manufacturing strategy to small and medium enterprises, manufacturing strategy in the context of green manufacturing, effect of organizational culture on formulation of manufacturing strategy, and performance measurement.