Abstract
The last two chapters introduced the concepts and principles underpinning the development of a manufacturing strategy. They also discussed the key strategic task of developing a clear understanding of how a company competes. This chapter addresses the question of how you develop a manufacturing strategy.
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Notes
Several books and articles are available on the topic of business re-engineering. They include T. H. Davenport and J. E. Short, ‘The New Industrial Engineering: Information Technology and Business Process Redesign’, Sloan Management Review, 1990, 31(4): 11–26;
T. H. Davenport, Process Innovation: Reengineering Work Through Information Technology, Cambridge, MA: Harvard Business School Press, 1993;
M. Hammer and J. Champy Reengineering the Corporation: A Manifesto for Business Revolution, New York: Harper Business, 1993;
H. J. Johansson, P. McHugh, J. Pendlebury and W. A. Wheeler III, Business Process Reengineering, New York: John Wiley, 1993;
D. C. Morris and J. S. Brandon, Reengineering your Business, New York: McGraw-Hill, 1993;
E. Obeng and S. Crainer, Making Re-engineering Happen, London, Pitman Publishing, 1994
and J. Champy, Reengineering Management — the Mandate for New Leadership, New York: HarperCollins, 1995.
For example, L. J. Krajewski and L. P Ritzman, Operations Managements: Strategy and Analysis, 5th edn, Reading, MA: Addison-Wesley, 1998;
R. G. Schroeder, Operations Management: Decision-making in the Operations Function, 4th edn, New York: McGraw-Hill, 1993;
and T. Hill, Operations Management: Strategic Context and Managerial Analysis, Basingstoke, UK: Macmillan, 2000.
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© 2000 Terry Hill
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Hill, T. (2000). Developing a Manufacturing Strategy — Methodology. In: Manufacturing Strategy. Palgrave, London. https://doi.org/10.1007/978-1-349-14018-3_4
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DOI: https://doi.org/10.1007/978-1-349-14018-3_4
Publisher Name: Palgrave, London
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