Manufacturing In The Corporate Strategy

Eighteen, mostly new, papers together with editorial comment by Voss (London Business School) give an overview and discuss strategy formulation and implementation, the international context, tools and frameworks--focus, flexibility, time-based competition, and the theory of constraints--and research needs. Annotation copyrighted by Book News, Inc., Portland, OR

To stay competitive and meet market expectations in a global economy, both domestic and foreign companies must realign their manufacturing processes, make improvements, and increase their manufacturing capabilities. With large numbers of employees working in a network of domestic and foreign facilities, production processes are as varied as the products being produced. Manufacturing managers need a manufacturing plan or strategy that will bring structure to this complex environment. In Manufacturing Strategy: How to Formulate and Implement a Winning Plan, 2nd Edition, John Miltenburg offers a sensible and systematic method to: (1) evaluate domestic and foreign factories and international manufacturing and (2) plan the appropriate manufacturing strategy to be first in the market. Incorporating comments and suggestions from managers who used the first edition of Manufacturing Strategy, John Miltenburg expands and improves on his focus in the areas of: International Manufacturing — where the focus is on a company's international network of factories; Competitive Strategy — where managers must understand the role manufacturing strategy plays in their company's business strategy; and Manufacturing Programs — showing how programs such as quality management, six sigma, agile manufacturing, and supply chain management fit within the manufacturing strategy. Manufacturing Strategy gives managers a common language for dealing with manufacturing problems at both strategic and operational levels. It improves communication between manufacturing managers and those outside manufacturing (who will now have a better understanding of what manufacturing can and cannot do).

This updated edition aims to show that a strategic approach to manufacturing management is essential for the survival and prosperity of industrial companies. The author has formulated an approach which will help companies to develop an understanding of the implications of the corporate marketing and finance decisions for their manufacturing processes and infrastructures. The author has provided a basis for corporate debate and decisions that involve all the major functional departments: design, marketing, finance, personnel and manufacturing.

In many industrial companies, strategic developments are predominantly based on corporate marketing decisions with manufacturing being forced to react to these at the back end of the process. In Manufacturing Strategy, Terry Hill sets out to show how decisions over manufacturing should form part of the strategic direction of the company as a whole. Based on the first edition, the book has been updated with new material and new case studies including the service elements of manufacturing that reflect the author's ongoing programme of consultancy and research in this field.

Based on original research and case experience, this book presents a structured approach to making the important decisions for developing a make or buy strategy for manufacturing business.

This book concentrates on the strategic role and importance of production / operations, enabling the firm to be competitive in global markets. The first chapter, on strategic issues, provides an important framework for the rest of the book. Human resource management and new product development are given chapters of their own, and the chapter on manufacturing strategy provides an exhaustive discussion of key areas. Endorsements "There is no single text that I can think of which is as soundly written on the subject as this one. The perspective is clearly based on 20/20 vision, the toolkit is knowledgeably and freshly laid out and the supporting evidence described by a person obviously and freshly laid out and the supporting evidence described by a person obviously master of his subject." Dr Tom Mullen, Strathclyde Graduate Business School, University of Strathclyde "A timely book which is a step ahead of competing texts by demanding proper consideration be given to production and human resource operations in the top planners' inner sanctum. This text demonstrates how to achieve competitive and desired results. Strategy and tactics are rarely so thoroughly examined in a way to help the manager and employer alike to meet the new global challenge of the 21st century." Dr Manton C Gibbs, Professor of Strategic Studies, International Journal of Commerce and Management