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Looking back over recent industrial history the limitations of the mass manufacturing business model and the adoption of lean manufacturing models appears a logical response to the industrial environment. To anticipate competitive strategies we need to develop our manufacturing models ahead of widespread industrial practitioner adoption. This requires new and appropriate enterprise models. The analysis and interpretation of political, economical, social and technological trends gives insights to the characteristics of these future, more effective forms of organization. This is the approach adopted in this article.

In this paper, we consider the difficulties faced by manufacturing companies and their response in terms of the emergence of the Extended Enterprise. We argue that the Extended Enterprise represents the context within which manufacturing systems research must be conducted and we identify what we consider to be the key topics for future manufacturing systems research and development. 1. THE MANUFACTURING SYSTEMS ENVIRONMENT Today's manufacturing enterprise operates in a tremendously competitive environment. This competitive environment arises from a series of underlying realities viz: Global markets Customers demanding high quality, low cost and fast delivery of increasingly customised products-mass customisation. The need to develop environmentally benign products and processes.

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PurposeThe techniques that help organisations implement leading edge cost and quality practices in manufacturing operations management are typically disparate and generic in nature. There is a need to identify integrated practices at the right level of granularity, based on a clear definition of the existing operations practices. This paper proposes a novel framework for achieving and maintaining good cost and quality operations management practice within a manufacturing environment.Design/methodology/approachThe framework uses a new approach for identifying the profile of current activities and better practice activities for the roles of team leaders, cell leaders and operations managers within a manufacturing company.FindingsThe paper proposes a recommended set of context‐specific activities for these roles. These recommended activities are utilised to develop a cascade of deployable recommendations.Originality/valueThe framework is illustrated within a manufacturing environment producing complex product ranges. The implementation of the framework enables improved operational efficiency and effectiveness. It also enables the benefits of improved operational standardisation and consistency.

A survey of papers and design‐for‐assembly systems shows where this discipline should be heading.