Abstract
The need for a business to resolve the issues of process choice in line with the manufacturing strategy requirement has been paramount in this book so far. To reiterate, companies must clearly understand which manufacturing processes can best meet the needs of the marketplace, or how well existing processes provide the order-winners and qualifiers for products and/or customers in different segments. However the task facing manufacturing is not simply to choose the process and necessary hardware. Once this has been analysed and the trade-offs reconciled, the emphasis shifts. The company must now ensure that the structure and composition of the component parts, or functions, that provide its necessary internal systems and communications are also developed in line with the manufacturing strategy requirement. Process choice concerns the features of hardware, the tangible ways in which products are manufactured. But the task is more than this. The supporting structures, controls, procedures and other systems within manufacturing are equally necessary for successful, competitive manufacturing performance.
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Notes
T. J. Peters and R. H. Waterman, Jnr, In Search of Excellence: Lessons from America’s Best-Run Companies, New York: Harper & Row, 1982.
R. H. Hayes and S. C. Wheelwright, Restoring Our Competitive Edge: Competing through Manufacturing, John Wiley & Sons, 1984, p. 32.
See S. Senju (ed.) TQC and TQM, Tokyo: Asian Productivity Organization, 1992
and Y. Takahashi and T. Osada TPM; Total Production Maintenance, Tokyo: Asian Productivity Organization, 1990.
There are many references to the advantages to be gained and examples of the results of such decisions. These include J. M. Juran, ‘Product Quality — A Prescription for the West’, Management Review, June 1981, pp. 9–20; Schonberger, Japanese Manufacturing Techniques, pp. 47–82 and 181–98; D. A. Garvin, ‘Quality on the Line’, Harvard Business Review, September–October 1983, pp. 65–75; C. Lorenz, ‘A Shocking Indictment of American Mediocrity’, Financial Times, 17 October, 1983; T. Kona, Strategy and Structure of Japanese Enterprises, New York: Macmillan, 1984, pp. 194–6;
M. Imai, Kaizen: The Key to Japanese Competitive Success, New York: Random House, 1986, Ch. 3; T. G. Gxnm, Manufacturing for Competitive Advantage: Being a World Class Manufacturer, Cambridge, MA: Ballinger, 1987;
J. P. Alston, The American Sumurai, Berlin: Walter de Gruyter, 1989;
B. G. Dale and J. J. Plunkett, Managing Quality, Hemel Hempstead: Philip Alan, 1990;
N. Slack, The Manufacturing Advantage, London: Mercury, 1991;
and M. J. Stahl and G. M. Bounds (eds), Competing Globally through Customer Value, New York: Quorum Books, 1991.
This section is based on W. L. Berry and T. J. Hill, ‘Linking Systems to Strategy’, International Journal of Operations and Production Management, 1992, 12(10): 3–15.
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© 2000 Terry Hill
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Hill, T. (2000). Manufacturing Infrastructure Development. In: Manufacturing Strategy. Palgrave, London. https://doi.org/10.1007/978-1-349-14018-3_10
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