Die zeitbasierte Fertigungsstrategie und ihre Förderung durch Mitarbeiterorientierung

Industriebetriebe sehen sich mit einem ständig wachsenden Konkurrenzdruck konfrontiert. Eine zeitorientierte Ausrichtung des Produktionsbereichs ist erforderlich, um die strategische Bedeutung des Faktors Zeit für die Wettbewerbsfähigkeit industrieller Unternehmen zu berücksichtigen. Jörn-Henrik Thun stellt das Konzept der zeitbasierten Fertigungsstrategie vor und untersucht, inwieweit die Praktiken des Konzepts die Leistungsfähigkeit der Fertigung beeinflussen. Die einzelnen Methoden werden hinsichtlich ihres Potenzials zur Verkürzung der Durchlaufzeit diskutiert und anhand von empirischen Analysen auf ihren Wirkungsgrad hin untersucht. Die Analysen basieren auf den Daten des internationalen Forschungsprojektes "World Class Manufacturing". Der Autor zeigt, dass für viele der 150 untersuchten Werke durch die Implementierung der zeitbasierten Fertigungsstrategie noch ein großes Verbesserungspotenzial für den Ausbau von Wettbewerbsvorteilen vorhanden ist

Empirical analysis of manufacturing strategy implementation

The purpose of the paper is to close the gap between theoretical approaches concerning manufacturing strategy and empirical analysis. This is accomplished by using data from the "High-Performance Manufacturing" project. In order to distinguish plants with a high implementation of a manufacturing strategy from the rest of the sample, the plants are grouped by a cluster analysis. Furthermore, two different views of manufacturing strategy, i.e. a market-based view and a resource-based view, are identified within the sample. The analyses show that the general implementation of a manufacturing strategy leads to better performance and fosters the implementation of special manufacturing strategies, i.e. a resource-based, a market-based, or an integrated manufacturing strategy. These special manufacturing strategies result in superior performance. Finally, the results reveal that the intensity of competitiveness has an impact on the choice of manufacturing strategy and that the ignorance of a special manufacturing strategy has more severe consequences in a highly competitive environment.

An empirical analysis of supply chain risk management in the German automotive industry

The purpose of this paper is the empirical analysis of supply chain risk management practices. The analysis is based on a survey with 67 manufacturing plants conducted in the German automotive industry. After investigating the vulnerability of supply chains in general and examining key drivers of supply chain risks, the paper identifies supply chain risks by analyzing their likelihood to occur and their potential impact on the supply chain. The results are visualized in the probability-impact-matrix distinguishing between internal and external supply chain risks. Furthermore, instruments for dealing with supply chain risks are investigated. Therefore, the impact of supply chain risk management on performance is tested. In order to distinguish between companies with a high degree of supply chain risk management and those with no or only limited implementation the plants are grouped by means of a cluster analysis based on factors reflecting the instruments of supply chain risk management. In particular, groups are created representing two different approaches to deal with supply chain risks, i.e. reactive and preventive supply chain risk management. The clusters are investigated concerning differences in terms of performance criteria. The analyses reveal that companies with a high implementation degree show a better supply chain performance. Furthermore, the results show that the group using reactive supply chain risk management has higher average value in terms of disruptions resilience or the reduction of the bullwhip effect, whereas the group pursuing preventive supply chain risk management has better values concerning flexibility or safety stocks.Supply chain management Risk management Automotive industry Empirical analysis

Do it separately or simultaneously--An empirical analysis of a conjoint implementation of TQM and TPM on plant performance

Over the last decades, Total Quality Management (TQM) and Total Productive Maintenance (TPM) have become key concepts for improving production. The majority of modern manufacturing companies has implemented at least one of these improvement programs or even both of them. The common ground of TQM and TPM is the focus on human resources. In this paper, the impact of TQM and TPM on plant performance and especially the supporting role of employee involvement practices is investigated empirically using multiple regression analysis and structural equation modeling. The data used for conducting the analyses is taken from the international research project High Performance Manufacturing that contains the data of 238 plants. The results indicate that TQM and TPM, supported by HR practices, have a significant potential to improve plant performance. However, a simultaneous implementation of both concepts does not necessarily lead to superior performance. As potential reason for this, human resources are regarded as limiting factor both improvement programs draw on. Accordingly, this scarce resource is identified as crucial element with respect to performance when implementing TQM and TPM simultaneously.Total Quality Management Total Productive Maintenance Human Resource Management Empirical analysis Structural equation model