International Journal of Operations & Production Management
Опубликовано на портале: 03-10-2003
Keah-Choon Tan, Vijay R. Kannan, Robert B. Handfield, Soumen Ghosh
International Journal of Operations & Production Management.
1999.
Vol. 19.
No. 10.
P. 1034-1052.
Total quality management, supply base management, customer driven corporate policy,
and other elements of supply chain management are frequently cited as strategic options
to achieve competitive success in the 1990s. However, attempts by companies to implement
these options have not been universally successful and have in many cases failed
to yield the desired results. This study presents details of a survey carried out
to determine whether particular quality management, supply base management, and customer
relations practices can impact corporate performance. In addition it examines the
impact analyzing the competitive environment has on performance. Regression models
identify several factors that directly and positively impact corporate performance.
These include the extent to which companies analyze the strategies of competitors
and determine future customer requirements, and the commitment they have to evaluating
performance throughout the supply chain.
The role of group working in assembly organization (Роль рабочих групп в деятельности
организации) [статья]
Опубликовано на портале: 09-01-2003
Robert van der Meer, Mairi Gudim
International Journal of Operations & Production Management.
1996.
Vol. 16.
No. 2.
P. 119 - 140.
Demonstrates how different forms of assembly organization can be classified on the
basis of three structural characteristics and analyses the possible relationships
between these characteristics and the various dimensions of competitive advantage.
Uses the resulting model of the "assembly organization cube" to show that - apart
from four "pure" forms of assembly organization - there is a multitude of potential
"hybrid" forms, all of which may be expected to support the competitive advantage
of the business in different ways from one another. Applies the model to a case study
of group working in a clothing manufacturing plant. Explains how the net effects
of the move from progressive assembly in batches towards a form of assembly organization
incorporating somewhat longer task cycles, tighter coupling, and a more horizontal
form of co-operation have been significant improvements in each of the dimensions
of competitive advantage targeted (throughput times, product flexibility, in-process
quality, and production efficiency) as well as an increase in the level of job satisfaction
of assembly operators.
|
|