Skip to main content

Advertisement

SpringerLink
Log in

Configuration of manufacturing strategy decision areas in line production system: five case studies

  • ORIGINAL ARTICLE
  • Published:
The International Journal of Advanced Manufacturing Technology Aims and scope Submit manuscript

Abstract

The objective of this research is to study the configuration of decisions in manufacturing decision areas for a line production system. A case study approach is used by analyzing the decision choices selected by five case companies that satisfy characteristics of line production system. The paper identifies decision choices specific to line shop as well as decisions that are influenced by non-process specific factors such as competitive priorities (order winner), strategic orientation of manufacturing (stages in H–W model), top management decisions, and size of the company. Findings on several decision choices are new to manufacturing literature. These research findings should be helpful to practitioners and researchers.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  1. Adam EE, Swamidass PM (1989) Assessing operations management from a strategic perspective. J Manag 15(2):181–203

    Article  Google Scholar 

  2. Ashton JE, Cook FX (1989) Time to reform job shop manufacturing. Harv Bus Rev 67(3):106–111

    Google Scholar 

  3. Barnes D, Rowbotham F (2004) Testing the four-stage model of the strategic role of operations in a UK context. Int J Oper and Prod Manag 24(7):701–720

    Article  Google Scholar 

  4. Bhattacharya AK, Coleman JL (1994) Linking manufacturing strategy to the design of a customized hybrid production control system. Comput Integr Manuf Syst 7:134–141

    Article  Google Scholar 

  5. Buffa ES (1984) Meeting the competitive challenge. Dow Jones-Irwin, NY

    Google Scholar 

  6. Cagliano R, Spina G (2000) Advanced manufacturing technologies and strategically flexible production. J Oper Manag 18:169–190

    Article  Google Scholar 

  7. Cousins PD, Lawson B, Squire B (2006) An empirical taxonomy of purchasing functions. Int J Oper and Prod Manag 26(7):775–794

    Article  Google Scholar 

  8. Choudhari SC, Adil GK, Ananthakumer U (2010) Congruence of manufacturing decision areas in a production system: a research framework. Int J Prod Res 48(20):5963–5989

    Article  Google Scholar 

  9. Choudhari SC, Adil GK, Ananthakumer U (2011) Choices in manufacturing strategy decision areas in batch production system—six case studies. Int J Prod Res. doi:10.1080/00207543.2011.576276, 1–20, iFirst

  10. Choudhari SC, Adil GK, Ananthakumer U (2011) Exploratory case studies on manufacturing decision areas in the job production system. Int J Oper Prod Manag. (in press)

  11. Choe K, Booth D, Hu M (1997) Production competence and its impact on business performance. J Manuf Syst 16(6):409–421

    Article  Google Scholar 

  12. Dangayach GS, Deshmukh SG (2000) Manufacturing strategy: experience from select indian organization. J Manuf Syst 19(2):134–148

    Article  Google Scholar 

  13. Dangayach GS, Deshmukh SG (2001) Manufacturing strategy: literature review and some issues. Int J Oper and Prod Manag 21(7):884–932

    Article  Google Scholar 

  14. Das A, Narasimhan R (2001) Process-technology fit and its implications for manufacturing performance. J Oper Manag 19(5):521–540

    Article  Google Scholar 

  15. Eisenhardt KM (1989) Building theories from case study research. Acad Manag Rev 14(4):532–550

    Google Scholar 

  16. Fine CH, Hax AC (1985) Manufacturing strategy: a methodology and an illustration. Interfaces 15(6):28–46

    Article  Google Scholar 

  17. Flynn BB, Sakakibara S, Schroeder R, Bates KA, Flynn JE (1990) Empirical research methods in operations management. J Oper Manag 9(2):250–284

    Article  Google Scholar 

  18. Garrido ED, Martin-Pena ML, Garcia-Muina F (2007) Structural and infrastructural practices as elements of content operations strategy. The effect on a firm’s competitiveness. Int J Prod Res 45(9):2119–2140

    Article  Google Scholar 

  19. Hax AC, Majluf NS (1996) The strategic concept and process—a pragmatic approach. Prentice Hall, New Jersey

    Google Scholar 

  20. Hayes RH, Wheelwright SC (1979) Link manufacturing process and product life cycles. Harv Bus Rev 57(1):133–140

    Google Scholar 

  21. Hayes RH, Wheelwright SC (1979) The dynamics of process-product life cycles. Harv Bus Rev 57(2):127–136

    Google Scholar 

  22. Hayes RH, Wheelwright SC (1984) Restoring our competitive edge: competing through manufacturing. John Wiley and Sons, New York

    Google Scholar 

  23. Hayes RH, Wheelwright SC, Clark KP (1988) Dynamic manufacturing. Free Press, New York

    Google Scholar 

  24. Hill A, Hill T (2009) Manufacturing operations strategy. Palgrave Macmillan, New York

    Google Scholar 

  25. Hum SH, Leow LH (1996) Strategic manufacturing effectiveness: an empirical study based on the Hayes-Wheelwright framework. Int J Oper and Prod Manag 16(4):4–18

    Article  Google Scholar 

  26. Kotha S, Orne D (1989) Generic manufacturing strategies: a conceptual synthesis. Strateg Manag J 10(3):211–231

    Article  Google Scholar 

  27. Leong K, Snyder D, Ward P (1990) Research in the process and content of manufacturing strategy. Omega 18(2):109–122

    Article  Google Scholar 

  28. McCutcheon DM, Meredith JR (1993) Conducting case study research in operations management. J Oper Manag 11(3):239–256

    Article  Google Scholar 

  29. Meredith JR (1998) Building operations management theory through case and field research. J Oper Manag 16(4):441–454

    Article  Google Scholar 

  30. Merriam SB (1985) The case study in educational research: a review of selected literature. J Educ Thought 19(3):204–217

    Google Scholar 

  31. Miltenburg J (2005) Manufacturing strategy—how to formulate and implement a winning plan. Productivity Press, Portlan

    Google Scholar 

  32. Nahm AY, Vonderembse MA, Koufteros XA (2003) The impact of organizational structure on time-based manufacturing and plant performance. J Oper Manag 21(3):281–306

    Article  Google Scholar 

  33. Narasimhan R, Das A (1999) An empirical investigation of the contribution of strategic sourcing to manufacturing flexibilities and performance. Decis Sci 30(3):683–718

    Article  Google Scholar 

  34. Olhager J, Rudbergy M (2002) Linking manufacturing strategy decisions on process choice with manufacturing planning and control systems. Int J Prod Res 40(10):2335–2351

    Article  MATH  Google Scholar 

  35. Olhager J, Rudberg M, Wikner J (2001) Long-term capacity management: linking the perspectives from manufacturing strategy and sales and operations planning. Int J Prod Econ 69(2):215–225

    Article  Google Scholar 

  36. Safizadeh MH, Ritzman LP (1997) Linking performance drivers in production planning and inventory control to process choice. J Oper Manag 15(4):389–403

    Article  Google Scholar 

  37. Safizadeh M, Ritzman L, Mallick D (2000) Revisiting alternative theoretical paradigms in manufacturing strategy. Prod Oper Manag 9(2):111–127

    Article  Google Scholar 

  38. Schmenner RW (1979) Look beyond the obvious in plant location. Harv Bus Rev 57(1):126–132

    Google Scholar 

  39. Skinner W (1969) Manufacturing—missing link in corporate strategy. Harv Bus Rev 47(3):136–145

    Google Scholar 

  40. Slack N, Lewis M (2009) Operations strategy. Pearson Education, India

    Google Scholar 

  41. Spring M, Dalrymple JF (2000) Product customization and manufacturing strategy. Int J Oper and Prod Manag 20(4):441–467

    Article  Google Scholar 

  42. Swamidass PM (1991) Empirical science: new frontier in operations management research. Acad Manag Rev 16(4):793–814

    Google Scholar 

  43. Swamidass PM, Kotha S (1998) Explaining manufacturing technology use, firm size and performance using a multidimensional view of technology. J Oper Manag 17:23–37

    Article  Google Scholar 

  44. Vickery S, Dröge C, Germain R (1999) The relationship between product customization and organizational structure. J Oper Manag 17(4):377–391

    Article  Google Scholar 

  45. Wheelwright SC, Hayes RH (1985) Competing through manufacturing. Harv Bus Rev 63(1):99–109

    Google Scholar 

  46. Yin RK (1984) Applications of case study research—design and methods. Sage Publications, Newbury Park

    Google Scholar 

  47. Zhang Q, Vonderembse MA, Cao M (2006) Achieving flexible manufacturing competence: the roles of advanced manufacturing technology and operations improvement practices. Int J Oper and Prod Manag 26(6):580–599

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Shailesh J. Mehta School of Management, Indian Institute of Technology Bombay, Powai, Mumbai, India, 400076

    Sanjay C. Choudhari, Gajendra K. Adil & Usha Ananthakumar

Authors
  1. Sanjay C. Choudhari
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Gajendra K. Adil
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Usha Ananthakumar
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Gajendra K. Adil.

Rights and permissions

Reprints and permissions

About this article

Cite this article

Choudhari, S.C., Adil, G.K. & Ananthakumar, U. Configuration of manufacturing strategy decision areas in line production system: five case studies. Int J Adv Manuf Technol 64, 459–474 (2013). https://doi.org/10.1007/s00170-012-3991-9

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s00170-012-3991-9

Keywords

Search

Navigation