An instrument to measure factors of strategic manufacturing effectiveness based on Hayes and Wheelwright's model

Abstract

PurposeThe four stage model of Hayes and Wheelwright (H‐W) describing the strategic role of manufacturing function is widely accepted in the literature. However, there is little research that has examined the underlying factors of the H‐W model. This paper aims to fill this research gap by developing an instrument for measuring factors of strategic manufacturing effectiveness of a company based on the H‐W model.Design/methodology/approachThe general principle of designing an instrument is followed in this paper. Attributes of strategic manufacturing effectiveness are identified from critical analysis of the original text of Wheelwright and Hayes, and Chase and Hayes. Then these attributes are grouped into four factors: catalysts of manufacturing initiatives; proactiveness of manufacturing function; attitude of top management towards manufacturing; and nature of manufacturing initiatives. Question for each attribute along continuum of four stages in the H‐W model is developed. The reliability and validity of the instrument are assessed through responses obtained from managers of 28 manufacturing units.FindingsThe empirical evidence supports that the proposed instrument has quite good reliability (Cronbach's α for different factors in the range of 0.575 to 0.705) and validity (multiple correlation coefficient between factors and manufacturing performance of 0.801).Practical implicationsThis instrument can be used to position the companies along the continuum of four stages. Also, this can help managers assess the strengths and weaknesses in manufacturing for making the improvements.Originality/valueThis study is one of its kind which focuses on the development of an instrument to assess the strategic role of manufacturing based on the H‐W model.

Investigating the alternative paradigms of manufacturing competence: an empirical study

“…The constructs used in this research to measure the strategic manufacturing effectiveness are based on Hayes and Wheelwright (1984). This research uses the same constructs for the strategic manufacturing effectiveness as operationalized by Jain et al (2014) at decision area level (see Appendix 1) and by Jain et al (2013) at overall level (see Appendix 2). In total, 25 questions in Appendix 1 are used to assess the strategic manufacturing effectiveness for ten manufacturing decision areas as per Hayes et al , 1988.…”

“…We started our research in this theme with the development of instrument based on H-W model for measuring manufacturing capability at decision area level (Jain et al , 2014) and we administered questionnaire given in Appendix 1 (questions 1 -25) and Appendix 3 required for this purpose. Then we developed instrument based on H-W model for measuring strategic manufacturing effectiveness at overall level (Jain et al , 2013) and contacted the same respondents to seek their response to few additional questions as given in Appendix 2 (questions 1-14). Some more companies were added in this process.…”

“…The literature can be divided into two categories. In the first type, strategic role of manufacturing is assessed by capturing the company’s philosophy and attitudes of managing manufacturing (Bates et al , 1995; Newman and Hanna, 1996; Swamidass, 2001; Dangayach and Deshmukh, 2003; Barne and Rowbotham, 2004; Rowbotham and Barnes, 2004; Jain et al , 2013). The second approach is based on analyzing manufacturing decision patterns along the decision areas (Hum and Leow, 1996; Jain et al , 2014).…”

Posicionamento estratégico, estratégias de manufatura e gestão de custos: estudo de caso em uma empresa do segmento metalmecânico

“…Neste sentido, a vantagem competitiva pode ser alcançada de forma mais concisa, se a direção estratégica global do negócio for apoiada pela estratégia de manufatura (HAN; PORTERFIELD; LI, 2012), e se a estratégia de manufatura for definida baseada na estratégia de negócios (KANDEMIR; ACUR, 2012). Isso também é corroborado por outros autores (DUPONT, 2011;JAIN;ADIL;ANANTHAKUMAR, 2013). Thun (2008) também destaca que a definição da estratégia de manufatura deve ser baseada na coordenação entre a estratégia de negócios e os recursos produtivos disponíveis nas empresas, e define esta prática como estratégia integrada de manufatura.…”

“…Neste sentido, a justificativa para elaboração deste trabalho é contribuir com a discussão presente na literatura sobre as relações dos temas posicionamento estratégico e estratégias de produção (THUN, 2008;MILTENBURG, 2008;DUPONT, 2011;HAN;PORTERFIELD;LI, 2012;KANDEMIR;ACUR, 2012;JAIN;ADIL;ANANTHAKUMAR, 2013;GRANT et. al, 2013), posicionamento estratégico e gestão de custos (QUESADO; RODRIGUES, 2007; CAVALVANTI; FERREIRA; ARAUJO, 2013) e estratégias de produção e gestão de custos (PACHECO 2010;CALARGE, 2012;FULLERTON;KENNEDY;WIDENER, 2013).…”