Progression or regression in facilities focus
In many industries today, advances in technology and changes in market demand have together resulted in the need for significant manufacturing change, both in terms of products and processes. This need to respond in order to stay competitive means not only planning for product change but also planni...
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Veröffentlicht in: | Strategic management journal 1983-04, Vol.4 (2), p.109-121 |
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creator | Hill, Terence J. Duke-Woolley, R. M. G. |
description | In many industries today, advances in technology and changes in market demand have together resulted in the need for significant manufacturing change, both in terms of products and processes. This need to respond in order to stay competitive means not only planning for product change but also planning for process change. Further, this latter aspect has two dimensions. The first concerns process technology changes which are due to the introduction of new products or to gain distinct, accrued advantages such as process capability or cost. The second is the need for process alterations which are necessary to support changes relating to existing products in terms of mix, volumes and product maturity. In many situations, however, the consideration of process change, particularly to support alterations in product mix, is an anathema to the presently-held view of cost-effective manufacturing. Consequently, such changes tend to be made on an ad hoc rather than planned basis. However, if this attitude is not reviewed then companies may gradually lost their competitive edge as the required facilities focus deteriorates. |
doi_str_mv | 10.1002/smj.4250040203 |
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M. G.</creator><creatorcontrib>Hill, Terence J. ; Duke-Woolley, R. M. G.</creatorcontrib><description>In many industries today, advances in technology and changes in market demand have together resulted in the need for significant manufacturing change, both in terms of products and processes. This need to respond in order to stay competitive means not only planning for product change but also planning for process change. Further, this latter aspect has two dimensions. The first concerns process technology changes which are due to the introduction of new products or to gain distinct, accrued advantages such as process capability or cost. The second is the need for process alterations which are necessary to support changes relating to existing products in terms of mix, volumes and product maturity. In many situations, however, the consideration of process change, particularly to support alterations in product mix, is an anathema to the presently-held view of cost-effective manufacturing. Consequently, such changes tend to be made on an ad hoc rather than planned basis. However, if this attitude is not reviewed then companies may gradually lost their competitive edge as the required facilities focus deteriorates.</description><identifier>ISSN: 0143-2095</identifier><identifier>EISSN: 1097-0266</identifier><identifier>DOI: 10.1002/smj.4250040203</identifier><identifier>CODEN: SMAJD8</identifier><language>eng</language><publisher>Chichester: John Wiley & Sons, Ltd</publisher><subject>Business structures ; Capital costs ; Consumer goods industries ; Manufactured products ; Manufacturing ; Manufacturing processes ; Marketing ; Marketing management ; Product development ; Product life cycle ; Product mixes ; Production costs ; Production engineering ; Production planning ; Strategic ; Techniques ; Technological change ; Unit costs</subject><ispartof>Strategic management journal, 1983-04, Vol.4 (2), p.109-121</ispartof><rights>Copyright 1983 John Wiley and Sons Limited</rights><rights>Copyright © 1983 John Wiley & Sons, Ltd.</rights><rights>Copyright Wiley Periodicals Inc. Apr/Jun 1983</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c4033-c0e6924218203de76416e3bd6358b76e980b4527e3935386b5a3e92b08271ed03</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.jstor.org/stable/pdf/2486105$$EPDF$$P50$$Gjstor$$H</linktopdf><linktohtml>$$Uhttps://www.jstor.org/stable/2486105$$EHTML$$P50$$Gjstor$$H</linktohtml><link.rule.ids>314,780,784,803,27869,27924,27925,58017,58250</link.rule.ids></links><search><creatorcontrib>Hill, Terence J.</creatorcontrib><creatorcontrib>Duke-Woolley, R. M. G.</creatorcontrib><title>Progression or regression in facilities focus</title><title>Strategic management journal</title><addtitle>Strat. Mgmt. J</addtitle><description>In many industries today, advances in technology and changes in market demand have together resulted in the need for significant manufacturing change, both in terms of products and processes. This need to respond in order to stay competitive means not only planning for product change but also planning for process change. Further, this latter aspect has two dimensions. The first concerns process technology changes which are due to the introduction of new products or to gain distinct, accrued advantages such as process capability or cost. The second is the need for process alterations which are necessary to support changes relating to existing products in terms of mix, volumes and product maturity. In many situations, however, the consideration of process change, particularly to support alterations in product mix, is an anathema to the presently-held view of cost-effective manufacturing. Consequently, such changes tend to be made on an ad hoc rather than planned basis. However, if this attitude is not reviewed then companies may gradually lost their competitive edge as the required facilities focus deteriorates.</description><subject>Business structures</subject><subject>Capital costs</subject><subject>Consumer goods industries</subject><subject>Manufactured products</subject><subject>Manufacturing</subject><subject>Manufacturing processes</subject><subject>Marketing</subject><subject>Marketing management</subject><subject>Product development</subject><subject>Product life cycle</subject><subject>Product mixes</subject><subject>Production costs</subject><subject>Production engineering</subject><subject>Production planning</subject><subject>Strategic</subject><subject>Techniques</subject><subject>Technological change</subject><subject>Unit costs</subject><issn>0143-2095</issn><issn>1097-0266</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1983</creationdate><recordtype>article</recordtype><sourceid>K30</sourceid><recordid>eNqFkM9PwjAYhhujiYhePXlY9Dz8-rs9KipqAE3QeGy20ZlOYNiOKP-9JTMYD8ZT27zP0699ETrG0MMA5DzMqx4jHIABAbqDOhi0TIEIsYs6gBlNCWi-jw5CqADiVusOSh99_eptCK5eJLVPvN2e3CIps8LNXONsSMq6WIVDtFdms2CPvtcuer65furfpsOHwV3_YpgWDChNC7BCE0awig-ZWikYFpbmU0G5yqWwWkHOOJGWasqpEjnPqNUkB0UktlOgXXTa3rv09fvKhsZU9cov4khDNj8ELkWEzv6CMI2EAsFUpHotVfg6BG9Ls_Runvm1wWA2vZnYm_npLQq6FT7czK7_oc1kdP_LPWndKjS137qEKYGBxzhtYxca-7mNM_9mhKSSm5fxwMBEj8ZXdGQu6RcOx4Ya</recordid><startdate>198304</startdate><enddate>198304</enddate><creator>Hill, Terence J.</creator><creator>Duke-Woolley, R. 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G.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c4033-c0e6924218203de76416e3bd6358b76e980b4527e3935386b5a3e92b08271ed03</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1983</creationdate><topic>Business structures</topic><topic>Capital costs</topic><topic>Consumer goods industries</topic><topic>Manufactured products</topic><topic>Manufacturing</topic><topic>Manufacturing processes</topic><topic>Marketing</topic><topic>Marketing management</topic><topic>Product development</topic><topic>Product life cycle</topic><topic>Product mixes</topic><topic>Production costs</topic><topic>Production engineering</topic><topic>Production planning</topic><topic>Strategic</topic><topic>Techniques</topic><topic>Technological change</topic><topic>Unit costs</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Hill, Terence J.</creatorcontrib><creatorcontrib>Duke-Woolley, R. 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M. G.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Progression or regression in facilities focus</atitle><jtitle>Strategic management journal</jtitle><addtitle>Strat. Mgmt. J</addtitle><date>1983-04</date><risdate>1983</risdate><volume>4</volume><issue>2</issue><spage>109</spage><epage>121</epage><pages>109-121</pages><issn>0143-2095</issn><eissn>1097-0266</eissn><coden>SMAJD8</coden><abstract>In many industries today, advances in technology and changes in market demand have together resulted in the need for significant manufacturing change, both in terms of products and processes. This need to respond in order to stay competitive means not only planning for product change but also planning for process change. Further, this latter aspect has two dimensions. The first concerns process technology changes which are due to the introduction of new products or to gain distinct, accrued advantages such as process capability or cost. The second is the need for process alterations which are necessary to support changes relating to existing products in terms of mix, volumes and product maturity. In many situations, however, the consideration of process change, particularly to support alterations in product mix, is an anathema to the presently-held view of cost-effective manufacturing. Consequently, such changes tend to be made on an ad hoc rather than planned basis. However, if this attitude is not reviewed then companies may gradually lost their competitive edge as the required facilities focus deteriorates.</abstract><cop>Chichester</cop><pub>John Wiley & Sons, Ltd</pub><doi>10.1002/smj.4250040203</doi><tpages>13</tpages></addata></record> |
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source | Periodicals Index Online; JSTOR Archive Collection A-Z Listing |
subjects | Business structures Capital costs Consumer goods industries Manufactured products Manufacturing Manufacturing processes Marketing Marketing management Product development Product life cycle Product mixes Production costs Production engineering Production planning Strategic Techniques Technological change Unit costs |
title | Progression or regression in facilities focus |
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