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Journal articles on the topic 'Manufacturing Strategies'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

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1

Hockley, J. "Manufacturing strategies." Computer Integrated Manufacturing Systems 4, no. 2 (May 1991): 59. http://dx.doi.org/10.1016/0951-5240(91)90021-p.

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2

Frosch, Robert A., and Nicholas E. Gallopoulos. "Strategies for Manufacturing." Scientific American 261, no. 3 (September 1989): 144–52. http://dx.doi.org/10.1038/scientificamerican0989-144.

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3

Esmaeel, Raghed Ibrahim, Norhayati Zakuan, Noriza Mohd Jamal, and Hamed Taherdoost. "Fit manufacturing; integrated model of manufacturing strategies." Procedia Manufacturing 22 (2018): 975–81. http://dx.doi.org/10.1016/j.promfg.2018.03.139.

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4

Tunälv, Claes. "Manufacturing Strategies and Decentralisation." International Journal of Operations & Production Management 10, no. 2 (February 1990): 107–19. http://dx.doi.org/10.1108/01443579010000619.

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5

Harrison, Alan, and John Storey. "New wave manufacturing strategies." International Journal of Operations & Production Management 16, no. 2 (February 1996): 63–76. http://dx.doi.org/10.1108/01443579610109848.

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6

Hollingum, Jack. "Internet strategies for manufacturing." Assembly Automation 20, no. 2 (June 2000): 140–44. http://dx.doi.org/10.1108/01445150010321779.

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7

Haskins, Robert, and Thomas Petit. "Strategies for Entrepreneurial Manufacturing." Journal of Business Strategy 9, no. 6 (June 1988): 24–28. http://dx.doi.org/10.1108/eb039266.

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8

Prabhaker, Paul. "Integrated marketing‐manufacturing strategies." Journal of Business & Industrial Marketing 16, no. 2 (April 2001): 113–28. http://dx.doi.org/10.1108/08858620110384141.

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9

Ceryan, O., and Y. Koren. "Manufacturing capacity planning strategies." CIRP Annals 58, no. 1 (2009): 403–6. http://dx.doi.org/10.1016/j.cirp.2009.03.034.

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10

Warnecke, H. J., and R. D. Schraft. "Changes in manufacturing strategies…" KSME Journal 1, no. 1 (March 1987): 74–80. http://dx.doi.org/10.1007/bf02953382.

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11

Matytsina, Marina S. "Manufacturing Political Discourse. Discursive Strategies." Izvestiya of Saratov University. New Series. Series: Philology. Journalism 18, no. 3 (2018): 255–59. http://dx.doi.org/10.18500/1817-7115-2018-18-3-255-259.

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12

Delarozée, G., and J. Favaron. "Qualifications strategies in IC manufacturing." Microelectronic Engineering 49, no. 1-2 (November 1999): 11–16. http://dx.doi.org/10.1016/s0167-9317(99)00425-6.

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13

Kim, Kee Young, and Tae Hyun Kim. "Manufacturing Strategies of Korean Companies." International Studies of Management & Organization 28, no. 4 (December 1998): 5–18. http://dx.doi.org/10.1080/00208825.1998.11656745.

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14

Martínez Sánchez, Angel, and Manuela Pérez Pérez. "Lean indicators and manufacturing strategies." International Journal of Operations & Production Management 21, no. 11 (November 2001): 1433–52. http://dx.doi.org/10.1108/01443570110407436.

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15

Ward, Peter T., John K. McCreery, and Gopesh Anand. "Business strategies and manufacturing decisions." International Journal of Operations & Production Management 27, no. 9 (August 14, 2007): 951–73. http://dx.doi.org/10.1108/01443570710775810.

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16

Chikán, Attila, and Krisztina Demeter. "Manufacturing strategies in Hungarian industry." International Journal of Operations & Production Management 15, no. 11 (November 1995): 5–19. http://dx.doi.org/10.1108/01443579510102864.

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17

Karania, Ruchi, and David Kazmer. "Low Volume Plastics Manufacturing Strategies." Journal of Mechanical Design 129, no. 12 (January 31, 2007): 1225–33. http://dx.doi.org/10.1115/1.2790978.

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Plastic components are vital components of many engineered products, frequently representing 20–40% of the product value. While injection molding is the most common process for economically producing complex designs in large quantities, a large initial monetary investment and extended development time are required to develop appropriate tooling. For applications with lower or unknown production quantities, designers may prefer another process that has a lower development cost and lead time albeit with higher marginal costs and production times. A methodology is presented that assists the designer to select the most appropriate manufacturing process that trades off the total production costs with production lead times. The approach is to develop aggregate component cost and lead-time models as a function of production quantity from extensive industry data for an electrical enclosure consisting of two components. Binding quotes were secured from multiple suppliers for a variety of manufacturing processes including computer numerical control machining, fused deposition modeling, selective laser sintering, vacuum casting, direct fabrication, and injection molding with soft prototype and production tooling. The methodology yields a Pareto optimal set that compares the production costs and lead times as a function of the production quantity. The results indicate that the average cost per enclosure assembly is highly sensitive to the production quantity, with average costs varying by more than a factor of 100 for production quantities varying between 100 and 10,000 assemblies. Each of the processes is competitive with respect to total production cost and total production lead time under differing conditions; a flow chart is provided as an example of a decision support tool that can be provided to assist process selection during the product development process and thereby reduce the product development time and cost.
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18

Soosay, Claudine, Breno Nunes, David John Bennett, Amrik Sohal, Juhaini Jabar, and Mats Winroth. "Strategies for sustaining manufacturing competitiveness." Journal of Manufacturing Technology Management 27, no. 1 (February 2016): 6–37. http://dx.doi.org/10.1108/jmtm-04-2014-0043.

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19

Josephson, Brett W., Jean L. Johnson, Babu John Mariadoss, and John Cullen. "Service Transition Strategies in Manufacturing." Journal of Service Research 19, no. 2 (August 19, 2015): 142–57. http://dx.doi.org/10.1177/1094670515600422.

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20

Malpas, R. "Strategies for Success in Manufacturing." Proceedings of the Institution of Mechanical Engineers, Part B: Management and engineering manufacture 201, no. 3 (August 1987): 143–48. http://dx.doi.org/10.1243/pime_proc_1987_201_060_02.

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Drawing on his experience in the processing industries, with particular reference to British Petroleum, the author sets out some strategies for success in industry. The business aspects are identified and broadly outlined; the harnessing of technology for profitable growth is discussed in detail and illustrated with some examples of successful projects within British Petroleum.
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21

Miller, Jeffrey G., and Aleda V. Roth. "A Taxonomy of Manufacturing Strategies." Management Science 40, no. 3 (March 1994): 285–304. http://dx.doi.org/10.1287/mnsc.40.3.285.

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22

Chan, Joseph W. K. "Competitive strategies and manufacturing logistics." International Journal of Physical Distribution & Logistics Management 35, no. 1 (January 2005): 20–43. http://dx.doi.org/10.1108/09600030510577412.

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23

Fokinther, Martin. "Manufacturing strategies in the 90s." Computer Integrated Manufacturing Systems 3, no. 3 (August 1990): 185–86. http://dx.doi.org/10.1016/0951-5240(90)90133-y.

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24

Iwata, Tsutomu. "Technical strategies for lunar manufacturing." Acta Astronautica 26, no. 1 (January 1992): 29–36. http://dx.doi.org/10.1016/0094-5765(92)90140-e.

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25

Demeter, Krisztina. "Changes in Hungarian manufacturing strategies." International Journal of Production Economics 35, no. 1-3 (June 1994): 131–36. http://dx.doi.org/10.1016/0925-5273(94)90073-6.

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26

Chittipeddi, Kumar, and Edward Grasso. "THE EMERGING MANUFACTURING PARIDIGM AND MANUFACTURING STRATEGIES IN FOUR NICs." Academy of Management Proceedings 1992, no. 1 (August 1992): 290–94. http://dx.doi.org/10.5465/ambpp.1992.17515971.

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27

Chahal, Virender, and M. S. Narwal. "Performance measurement for lean manufacturing strategies in the manufacturing industry." International Journal of Lean Enterprise Research 2, no. 3 (2018): 240. http://dx.doi.org/10.1504/ijler.2018.093618.

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28

Narwal, M. S., and Virender Chahal. "Performance measurement for lean manufacturing strategies in the manufacturing industry." International Journal of Lean Enterprise Research 2, no. 3 (2018): 240. http://dx.doi.org/10.1504/ijler.2018.10014713.

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29

Grant, Noeleen, Trevor Cadden, Ronan McIvor, and Paul Humphreys. "A taxonomy of manufacturing strategies in manufacturing companies in Ireland." Journal of Manufacturing Technology Management 24, no. 4 (April 29, 2013): 488–510. http://dx.doi.org/10.1108/17410381311327378.

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30

Mançanares, Cauê Gonçalves, Eduardo de Senzi Zancul, and Paulo Augusto Cauchick Miguel. "Sustainable Manufacturing Strategies: A Literature Review on Additive Manufacturing Approach." Product Management & Development 13, no. 1 (2015): 47–56. http://dx.doi.org/10.4322/pmd.2015.001.

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31

Harrison, D. K., and J. Szpytko. "Modelling Tools for Evaluating Manufacturing Strategies." IFAC Proceedings Volumes 31, no. 15 (June 1998): 851–56. http://dx.doi.org/10.1016/s1474-6670(17)40659-8.

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32

Devaraj, Sarv, David G. Hollingworth, and Roger G. Schroeder. "Generic manufacturing strategies and plant performance." Journal of Operations Management 22, no. 3 (April 24, 2004): 313–33. http://dx.doi.org/10.1016/j.jom.2004.03.001.

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33

Frohlich, Markham T., and J. Robb Dixon. "A taxonomy of manufacturing strategies revisited." Journal of Operations Management 19, no. 5 (August 22, 2001): 541–58. http://dx.doi.org/10.1016/s0272-6963(01)00063-8.

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34

Reed, Nancy E. "Robust strategies for diagnosing manufacturing defects." Applied Artificial Intelligence 10, no. 5 (October 1996): 387–406. http://dx.doi.org/10.1080/088395196118470.

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35

Miller, Van, Tom Becker, and Charles Crespy. "THE STRATEGIES OF EXCELLENT MANUFACTURING EXPORTERS." International Journal of Commerce and Management 8, no. 3/4 (March 1998): 41–70. http://dx.doi.org/10.1108/eb047374.

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36

Gebauer, Heiko, Carlos Bravo‐Sanchez, and Elgar Fleisch. "Service strategies in product manufacturing companies." Business Strategy Series 9, no. 1 (December 28, 2007): 12–20. http://dx.doi.org/10.1108/17515630810850073.

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37

Joiner, Therese A., X. Sarah Yang Spencer, and Suzanne Salmon. "The effectiveness of flexible manufacturing strategies." International Journal of Productivity and Performance Management 58, no. 2 (January 16, 2009): 119–35. http://dx.doi.org/10.1108/17410400910928725.

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PurposeAgainst a background of a customization imperative embraced by manufacturing firms in industrialised nations and the concomitant call for more balanced performance measurement systems (PMS), this study seeks to examine the mediating role of both non‐financial and financial performance measures in the relationship between a firm's strategic orientation of flexible manufacturing and organisational performance.Design/methodology/approachA path‐analytical model is adopted using questionnaire data from 84 Australian manufacturing firms.FindingsThe results indicate that, first, firms emphasising a flexible manufacturing strategy utilise non‐financial as well as financial performance measures; second, these performance measures are associated with higher organisational performance; and third, there is a positive association between a firm's strategic emphasis on flexible manufacturing and organisation performance via non‐financial and financial performance measures.Practical implicationsWhile there is agreement on the beneficial role of non‐financial performance measures in supporting strategic priorities associated with customization strategies, equivocal research results have emerged on the role of financial performance measures in this context. The study underscores the importance of both non‐financial and financial performance measures in this context.Originality/valueThe paper reinstates the value of financial performance measures for firms pursuing customization type strategies and adds to one's knowledge of PMSs by exploring the intervening role of such systems in linking flexible manufacturing strategy to organisation performance.
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38

Wallis, J. "Manufacturing Strategies from Concept to Realization." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 203, no. 4 (November 1989): 243–52. http://dx.doi.org/10.1243/pime_proc_1989_203_075_02.

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GEC is one of the major manufacturing companies in the United Kingdom with sales to customers outside the Group of £D5553 millions in 1987–8, of which £D1232 millions were exports. Little is known about GEC's huge manufacturing capability. Somewhere in the organization, practically every piece of new technology is employed. Radical changes are constantly taking place. Every manufacturing development is designed to meet the requirements of the business which it is to serve. This paper demonstrates success from matching manufacturing achievements to business needs. Examples will be taken from some of the more mature businesses within GEC where the sceptics may say that change is difficult to accomplish.
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39

Kotha, Suresh, and Daniel Orne. "Generic manufacturing strategies: A conceptual synthesis." Strategic Management Journal 10, no. 3 (May 1989): 211–31. http://dx.doi.org/10.1002/smj.4250100303.

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40

Takala, Josu, Jarkko Hirvelä, Yang Liu, and Dušan Malindžák. "Global manufacturing strategies require “dynamic engineers”?" Industrial Management & Data Systems 107, no. 3 (April 3, 2007): 326–44. http://dx.doi.org/10.1108/02635570710734253.

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41

Björkdahl, Joakim. "Strategies for Digitalization in Manufacturing Firms." California Management Review 62, no. 4 (May 5, 2020): 17–36. http://dx.doi.org/10.1177/0008125620920349.

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This article discusses the digitalization efforts of 26 leading manufacturing firms, the difficulties encountered, and how they can be handled. It shows that many firms are far from ready to benefit from digitalization and are mainly focused on achieving greater efficiency through digitalization rather than pursuing a growth agenda. This imbalance is because of the difficulties related to identifying profitable configurations of competencies, assets, and data generated from digital technologies, orchestrating them, and exploiting them in an agile organization. Practical implications of digitalization are highlighted, specifically in terms of strategies for supporting the current business and embracing long-term digital transformation.
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42

Grubb‐lngram, H. A., and R. Masson. "Labour markets and manufacturing management strategies." Management Research News 11, no. 1/2 (January 1988): 63–64. http://dx.doi.org/10.1108/eb027973.

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43

Hu, Gary. "Strategies for Outsourcing Peptide Contract Manufacturing." BioProcessing Journal 10, no. 2 (December 20, 2011): 14–16. http://dx.doi.org/10.12665/j102.hu.

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44

Finkin, Eugene F. "Strategies for More Efficient Manufacturing Operations." Journal of Business Strategy 11, no. 5 (May 1990): 56–59. http://dx.doi.org/10.1108/eb060089.

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45

Hodgson, Allan, Guihua Li, and Richard H. Weston. "Manufacturing strategies and next century enterprises." International Journal of Business Performance Management 1, no. 1 (1998): 90. http://dx.doi.org/10.1504/ijbpm.1998.004547.

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46

Johansson, Glenn, and Mats Winroth. "Introducing environmental concern in manufacturing strategies." Management Research Review 33, no. 9 (August 6, 2010): 877–99. http://dx.doi.org/10.1108/01409171011070305.

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47

Kao, Jih-Forg. "Optimal recovery strategies for manufacturing systems." European Journal of Operational Research 80, no. 2 (January 1995): 252–63. http://dx.doi.org/10.1016/0377-2217(94)00169-d.

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48

Barletta, I., C. Berlin, M. Despeisse, E. Van Voorthuysen, and B. Johansson. "A Methodology to Align Core Manufacturing Capabilities with Sustainable Manufacturing Strategies." Procedia CIRP 69 (2018): 242–47. http://dx.doi.org/10.1016/j.procir.2017.11.102.

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49

Zhao, Xiande, Chee-Chuong Sum, Yinan Qi, Huiying Zhang, and Tien-Sheng Lee. "A taxonomy of manufacturing strategies in China." Journal of Operations Management 24, no. 5 (November 2, 2005): 621–36. http://dx.doi.org/10.1016/j.jom.2005.07.003.

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50

Labzovski, Shmuel N., Abraham Mehrez, and Ilia B. Frenkel. "Simplest strategies method for manufacturing workcell restoration." Production Planning & Control 11, no. 5 (January 2000): 459–63. http://dx.doi.org/10.1080/09537280050051951.

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