Abstract
The way a business decides to make its products is a choice many executives believe to be based on the single dimension of technology. As a consequence, they leave this decision to engineering/process specialists on the assumption that they — the custodians of technological understanding — are best able to draw the fine distinctions that need to be made. The designation of these specialists as the appropriate people to make such decisions creates a situation in which the important manufacturing and business perspectives are at best given inadequate weight and, in many instances, omitted all together.
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Further Reading
- Blois, K. J. ‘Market Concentration — Challenge to Corporate Planning’, Long Range Planning, 1980, 13: 56–62.CrossRefGoogle Scholar
- Bolwijn, P. T., Boorsma, J., van Breukelen, Q. H., Brinkman, S. and Kumpe, T. Flexible Manufacturing; Integrating Technical and Social Innovations, Amsterdam: Elsevier Science Publishers BV, 1986.Google Scholar
- Burbridge, J. L. ‘The Simplification of Material Flow Systems’, International Journal of Production Research, 1980, 20: 339–47.Google Scholar
- Dale, R. G., Burbridge, J. L. and Cottam, M. J. ‘Planning the Introduction of Group Technology’, International Journal of Operations and Production Management, 4: 34–7.Google Scholar
- Zelenovie, D. M. ‘Flexibility — A Condition for Effective Production Systems’, International Journal of Production Research, 1980, 20(3): 319–37.CrossRefGoogle Scholar
Copyright information
© Terry Hill 2000