Abstract
The last two chapters introduced the concepts and principles underpinning the development of a manufacturing strategy. They also discussed the key strategic task of developing a clear understanding of how a company competes.
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Notes and references
Taken from T. Hill, The Strategy Quest (Pitman Publishing, 1994), pp. vi and vii. This book, written in the form of a novel, addresses the issues within this chapter as well as those in Chapters 7 and 8 on focus.
Several books and articles are available on the topic of business reengineering. They include T. H. Davenport and J. E. Short, ‘The New Industrial Engineering: Information Technology and Business Process Redesign’, Sloan Management Review 31 (4) (Summer 1990), pp 11–20
T. H. Davenport, Process Innovation: Re-engineering Work Through Information Technology (Cambridge, Mass.: Harvard Business School Press, 1993)
M. Hammer and J. Champy, Re-engineering the Corporation: A Manifesto for Business Revolution (New York: Harper Business, 1993)
H. J. Johansson, P. McHugh, J. Pendlebury, and W. A. Wheeler III, Business Process Re-engineering (New York: John Wiley, 1993)
D. C. Morris and J. S. Brandon, Re-engineering your Business (New York: McGraw, Hill, 1993)
E. Obeng and S. Crainer, Making Re-engineering Happen (London, Pitman Publishing. 1994).
For example, T. Hill, Production/Operations Management (Hemel Hempstead: Prentice-Hall International, 1991)
L. J. Krajewski and L. P. Ritzman, Operations Management: Strategy and Analysis (Reading, Mass.: Addison-Wesley, 1987)
R. G. Schroeder, Operations Management: Decision-Making in the Operations Function (New York: McGraw-Hill, 1989); and
E. E. Adam, Jr and R. J. Ebert, Production and Operations Management: Concepts, Models, and Behavior (Englewood Cliffs, NJ: Prentice-Hall, 1991).
See also the earlier section on delivery speed.
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© 1995 Terry Hill
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Hill, T. (1995). Developing a manufacturing strategy: methodology. In: Manufacturing Strategy. Palgrave, London. https://doi.org/10.1007/978-1-349-13724-4_4
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DOI: https://doi.org/10.1007/978-1-349-13724-4_4
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