The role of manufacturing and market managers in strategy development:lessons from three companies

According to researchers and managers, there is a lack of agreement between marketing and manufacturing managers on critical strategic issues. However, most of the literature on the subject is anecdotal and little formal empirical research has been done. Three companies are investigated to study the extent of agreement/disagreement between manufacturing and marketing managers on strategy content and process. A novel method permits the study of agreement between the two different functional managers on the process of developing strategy. The findings consistently show that manufacturing managers operate under a wider range of strategic priorities than marketing managers, and that manufacturing managers participate less than marketing managers in the strategy development process. Further, both marketing and manufacturing managers show higher involvement in the strategy development process in the latter stages of the Hayes and Wheelwright four-stage model of manufacturing’s strategic role

Innovation and HRM : absences and politics

This article analyses the role of HRM practices in the implementation of an innovative cross-functional approach to new product development (concurrent engineering, CE) in Eurotech Industries. Contrary to CE methodology stipulations, and despite supportive conditions, HRM received scant attention in the implementation process. Organizational power and politics were clearly involved in this situation, and this article explores how their play created such HRM &lsquo;absences&rsquo;. The article builds on a four-dimensional view of power in order to provide a deeper understanding of the embedded, interdependent and political nature of HRM practice and innovation.<br /

Formulation and Search of Assembly Sequence Design Spaces for Efficient Use of Assembly Plant Resources for New Products

Efficient procedures for generation of feasible assembly sequences and effective utilization of available assembly plant resources can greatly reduce the development time and cost of platforms for new product family members. This article presents a method to generate feasible assembly sequences and an approach to select an assembly process that reduces the existing plant modification cost. Assembly sequence design space is combinatorial in nature. Mathematical models to solve the effects of constraints on these spaces and algorithms to efficiently enumerate feasible spaces are explored in this research. Algorithms to search the feasible space to identify assembly process that can reduce the modification cost of the existing assembly plant can help increase utilization of existing resources. A software application that implements the method and algorithms has been developed. The algorithms use the concept of recursive partitioning of set of components to generate assembly sequence space. The assembly processes are then evaluated to determine the process that maximizes resource utilization for new platforms. The application of the proposed approach is demonstrated using automotive underbody front structure family.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Estimating Cost Savings when Implementing a Product Platform Approach

Many market forces are driving companies to improve their targeting of increasingly small market niches. To accomplish this efficiently, products are organized into product families that typically share common platforms. To reorganize the current product offerings or new products into a product family, using a platform approach, requires estimating the savings for such a modification. One of the problems encountered in estimating development and design cost is the lack of availability of hard information during the initial design phases. The purpose of this paper is to estimate the design and development cost, when moving towards a platform approach, using simple models. The activity based product family cost models are developed from existing single product design activities, which are modified and extended to reflect activities related to development of product platform and subsequent product family members supported by the platform. Uncertainty related to cost associated with activities are included in the model, which is solved using Monte Carlo simulation. The approach is demonstrated using a hard disk drive spindle motor platform development for a family of hard disks.Yeshttps://us.sagepub.com/en-us/nam/manuscript-submission-guideline

Testing the four-stage model of the strategic role of operations in a UK context

This paper reports on research aimed at operationalising the Hayes and Wheelwright four‐stage model describing the strategic role of operations. Although this model has classic status in operations management, it is little tested in practice. A questionnaire derived from the model was administered in a large‐scale postal survey of managers in a variety of UK manufacturing and service organisations. Analysis of the responses indicates that only a little over half of respondents were able to provide an assessment of their organisation's operations that fitted the logic of the four‐stage model. This seems to imply that managers have difficulty in assessing the strategic role played by their operations in an internally consistent and coherent manner. The results question the utility of the model and raise concerns about its validity