in today’s turbulent competitive environment, a company more than ever needs a strategy that specifies the kind of competitive advantage that it is seeking in its marketplace and articulates how that advantage is to be achieved. the job of manufacturing is to provide that capability. certainly the latter is more risky, but it also provides an opportunity to gain a deeper understanding of the production process. for example, in its early stages, a product often competes on the basis of special features or innovative designs. focus provides both a means to achieve this fit and a discipline for maintaining it in the face of a barrage of opportunities. and if there were conflicts among different objectives, they had to make tough choices based on a careful analysis of the trade-offs. and there was little discussion of the criteria that should be used to guide the selection of capabilities to be acquired.
when, however, the terms of competition shifted from low cost to high quality to flexibility to innovativeness, companies found that both their competitive strategy and their manufacturing strategy quickly became outdated. but thinking in terms of time periods and framing the solutions as the adoption of specific practices can lead to two types of problems. thus, a key role for a company’s manufacturing strategy is to guide the selection of improvement programs. from this perspective, manufacturing strategy is not just about aligning operations to current competitive priorities but also about selecting and creating the operating capabilities a company will need in the future. instead, the company needed to take a systems approach to development that combined manufacturing and engineering perspectives. whether and how a plant should be focused depends on the capabilities it wants to build. that kind of analysis becomes suspect, however, if one thinks not in terms of parts that get incorporated into products, but in terms of those capabilities that are closely linked and mutually reinforcing as opposed to those that can be separated. this is where the question of which manufacturing-improvement approaches to use and in which order comes in.
companies must develop a manufacturing strategy that plays up their strengths and pits them competitively in their market. developing a manufacturing strategy that suits a company’s strengths is essential not only to maintain the supply chain to customers, but to ensure the company remains competitive within its market. manufacturers that employ this strategy attempt to remain competitive by allowing for small-run batches and the ability to cheaply customize their products for clients to provide an advantage. lean manufacturing strategies, also known as just-in-time manufacturing, aims to make the manufacturing process as efficient as possible by eliminating inventories and streamlining the manufacturing process to reduce wasted labor and materials. companies that employ this strategy must employ workers with multiple skill sets to assume different roles as needed, and must develop a process that produces a high percentage of goods that passes quality control on the first pass.
this strategy may focus on providing spare parts for goods with a long lifespan, or leasing big-ticket items for a limited term and providing full service to the product during the course of the lease term. this strategy puts a premium on producing profits not from sales of the item, but on aftermarket sales and service. a manufacturing strategy should be developed alongside a company’s marketing and corporate philosophy, and should cater to the end needs of the distributor. just as there are many business philosophies that may fit inside an industry, no single manufacturing strategy works best in any situation. schnotz holds a bachelor of arts in journalism from colorado state university.
the problem is that simply improving manufacturing—by, for example, adopting jit, tqm, or some other three-letter flexible manufacturing firms that adopt a flexible manufacturing strategy develop a manufacturing process that’s easily in his view, that strategy has six main components. strong links with the market. raw manufacturing prowess alone does not create business success. rigorous financial discipline. balanced investment approach. multiple “home markets” plus export strategy. labor flexibility. lean production., manufacturing strategy template, manufacturing strategy template, competitive manufacturing strategies pdf notes, manufacturing strategy ppt, growth strategies for manufacturing companies.
a manufacturing strategy that supports and reinforces your marketing activities is a powerful tool for success in the the manufacturing strategy can be defined as a long range plan to use the resources of the manufacturing for structures. page 24. sample manufacturing strategy text. manufacturing vision. manufacture, types of manufacturing strategy, manufacturing strategy pdf, manufacturing strategy plan, what is a good manufacturing strategy
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