Abstract
A company needs to have a comprehensive understanding of how well manufacturing can support its business as alternative processes are chosen. The size of and timescales involved in these process investments create issues that must be addressed in the corporate strategy debate. Chapter 5 discussed the implications of process choice, provided insights and, consequently, outlined some of the blocks on which to build manufacturing’s strategic dimensions. Assessing how well existing processes fit an organization’s current market requirements and making appropriate choices of process to meet future needs are critical manufacturing responsibilities, owing to the high investment associated with the outcomes of these decisions.
Preview
Unable to display preview. Download preview PDF.
Copyright information
© 2000 Terry Hill
About this chapter
Cite this chapter
Hill, T. (2000). Product Profiling. In: Manufacturing Strategy. Palgrave, London. https://doi.org/10.1007/978-1-349-14018-3_6
Download citation
DOI: https://doi.org/10.1007/978-1-349-14018-3_6
Publisher Name: Palgrave, London
Print ISBN: 978-0-333-65740-9
Online ISBN: 978-1-349-14018-3
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)