Abstract
A manufacturing network, carefully configured by choosing the right locations for its sites and their respective roles, aims to fulfill its network strategy. At the same time, each site on its own strives toward operational excellence, eventually turning into a continuously improving organization. While the interplay between these sites should be regularly refined and revised to guarantee the fulfillment of the network strategy, every single site should be frequently assessed regarding its Operational Excellence (OPEX) maturity. Metaphorically speaking, not only is it essential for a soccer coach to decide on the right formation and tactics, but it is also crucial to assess the players’ current performance and to develop their capabilities through training.
This chapter provides insights in a case study about how a globally operating pharmaceutical company approached the challenge of monitoring its sites’ performance improvements and production system implementation. A theoretic framework set the conceptual basis for the operationalization of performance and production system implementation, which would allow for a meaningful comparison and efficient assessment of the sites. Additionally, a site performance measurement cockpit was developed and its usage process in the organization was defined, enabling profound decision-making for continuous improvement efforts and network management.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
Note: Voss et al. (1995) differentiated six different categories in their publication.
References
Cua, K. O., McKone, K. E., & Schroeder, R. G. (2001). Relationships between implementation of TQM, JIT, and TPM and manufacturing performance. Journal of Operations Management, 19(6), 675–694. https://doi.org/10.1016/S0272-6963(01)00066-3.
Ferdows, K. (1997). Making the most of foreign factories. Harvard Business Review.
Netland, T. (2013). Exploring the phenomenon of company-specific production systems: One-best-way or own-best-way? International Journal of Production Research, 51(4), 1084–1097. https://doi.org/10.1080/00207543.2012.676686.
Netland, T., & Aspelund, A. (2014). Multi-plant improvement programmes: A literature review and research agenda. International Journal of Operations & Production Management, 34(3), 390–418. https://doi.org/10.1108/IJOPM-02-2012-0087.
Richter, T., & Wick, T. (2017). Interpolation und approximation. In Einführung in die Numerische Mathematik (pp. 351–465). Berlin: Springer Spektrum.
Voss, C., Åhlström, P., & Blackmon, K. (1997). Benchmarking and operational performance: Some empirical results. International Journal of Operations & Production Management, 17(10), 1046–1058. https://doi.org/10.1108/01443579710177059.
Voss, C., Blackmon, K., Hanson, P., & Oak, B. (1995). The competitiveness of European manufacturing? A four country study. Business Strategy Review, 6(1), 1–25. https://doi.org/10.1111/j.1467-8616.1995.tb00169.x.
Voss, C., & Hanson, P. (1993). Made in Britain: The true state of Britain’s manufacturing. London: IBM Consulting Group.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2021 The Author(s), under exclusive license to Springer Nature Switzerland AG
About this chapter
Cite this chapter
Grothkopp, M., Ritz, M., Friedli, T. (2021). Adding an OPEX Perspective to Network Optimization. In: Friedli, T., Lanza, G., Remling, D. (eds) Global Manufacturing Management. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-72740-6_11
Download citation
DOI: https://doi.org/10.1007/978-3-030-72740-6_11
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-72739-0
Online ISBN: 978-3-030-72740-6
eBook Packages: Business and ManagementBusiness and Management (R0)