International Journal of Operations & Production Management
Опубликовано на портале: 03-10-2003Keah-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: 09-01-2003Robert 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.