manufacturing strategy ppt

for the best experience on our site, be sure to turn on javascript in your browser. with this versatile manufacturing strategy ppt template, you can discuss all the important points related to the topic with your audience. it is designed by a team of professional designers keeping all the necessary aspects of a business presentation in mind. since it is a complex topic, you need to explain all the intricate details to your audience with the help of this multiple slides manufacturing strategy powerpoint template. points you can discuss are: editing the whole set is quite easy and time-saving. according to your need, you can deliver the presentation on the standard screen or widescreen.

our designers have tried all possible ways to let you present this slideshow in the most effective way. the diagrams, charts, and graphics are designed using powerpoint objects to keep the visual quality same even on the large screen. all the manufacturing processes can be easily explained easily with the visual elements. if you want to discuss your strategies with the manufacturing manager, team, and other staff to raise the efficiency, then this template is best suited for you. if you want to include any slide from the ppt in your existing presentation, then you can do that too. microsoft powerpoint is registered trademark of the microsoft corporation.

yet, the connection between manufacturing and corporate success is rarely seen as more than the achievement of high efficiency and low costs. yet, the connection between manufacturing and corporate success is rarely seen as more than the achievement of high efficiency and low costs. interactions functional source: fine and hax. finance logistics key success – internal coherence factors: – inter-functional coordination – strategic fit { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/15408721/93/images/7/functional+strategies.jpg”, “name”: “functional strategies”, “description”: “external influences. “, “width”: “1024” } 8 hoshin & measurement plan deploymentthe similar approach of hoshin management environmental change long-term vision & plan diagnosis by president company’s mid-term plan plan do annual hoshins hoshin & measurement plan deployment control by measurement act check source: a new american tqm by shiba, graham, walden, 1993 { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/15408721/93/images/8/hoshin+%26+measurement+plan+deployment.jpg”, “name”: “hoshin & measurement plan deployment”, “description”: “the similar approach of hoshin management. mid-term plan. structure infrastructure key decision areas in their 1993 article “beyond world class: the new manufacturing strategy”, hayes and pisano address the concept of capabilities. barton “core competency and core rigidity” prahalad and hamel “the core competence of the corporation” hayes and pisano “the new manufacturing strategy” hayes and upton “operations-based strategy” { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/15408721/93/images/9/capabilities+positioning.+configuration.+business+strategy.+capabilities%3a+strategic+consequence+of+functional+execution..jpg”, “name”: “capabilities positioning. plan. barton core competency and core rigidity prahalad and hamel the core competence of the corporation hayes and pisano the new manufacturing strategy hayes and upton operations-based strategy”, “width”: “1024” } 10 reasons for inconsistent manufacturing structures1. { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/15408721/93/images/10/reasons+for+inconsistent+manufacturing+structures.jpg”, “name”: “reasons for inconsistent manufacturing structures”, “description”: “1. manufacturing has a new manufacturing task but continues the old manufacturing policies and structure.

• interfaces and responsibilities • responsibilities • vendor development • monitoring and intervention { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/15408721/93/images/14/major+manufacturing+decision+categories.jpg”, “name”: “major manufacturing decision categories”, “description”: “1. facilities. • focus. • logistics facilities and methods. • interfaces and responsibilities. “, “width”: “1024” } 16 technology technology and the manufacturing process is a fundamental determinant of how a company competes – processes have specific attributes that are appropriate for different products and life cycles – any new process or technology will have a major effect on a business – no technology meets all needs – products and businesses have life cycles that change process needs { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/15408721/93/images/16/technology+technology+and+the+manufacturing+process+is+a+fundamental+determinant+of+how+a+company+competes..jpg”, “name”: “technology technology and the manufacturing process is a fundamental determinant of how a company competes. role of materials and logistics. cost and rate of field repairs. high service inventory and image of rapid. “, “width”: “1024” } 22 present operations policies operations unitdecision category description of past policy strengths weaknesses production technologies & processes capacity workforce and management { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/15408721/93/images/22/present+operations+policies+operations+unit.jpg”, “name”: “present operations policies operations unit”, “description”: “decision. int and partner management { “@context”: “”, “@type”: “imageobject”, “contenturl”: “/slide/15408721/93/images/23/present+operations+policies+%28cont%e2%80%99d.%29+operations+unit.jpg”, “name”: “present operations policies (cont’d.) “, “width”: “1024” } chapter 3: the internal organization: resources, capabilities, core competencies and competitive advantages overview: importance of understanding internal.

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