Managing highly flexible facilities: an essential complementary asset at risk

Abstract

Purpose -Twenty first century problems are increasingly being addressed by multi technology solutions developed by regional entrepreneurial and intreprepreneurial innovators. However, they require an expensive new type of fabrication facility. Multiple technology production facilities (MTPF) have become the essential incubators for these innovations. This paper aims to focus on the issues. Design/methodology/approach -The authors address the lack of managerial understanding of how to express the value and operationally manage MTPF centers through the use of investigative case study methods for multiple firms in the study. Findings -Owing to the MTPF centers' novelty and outward similarity to high volume semiconductor fabrication (HVF) facilities, they are laden with ineffective operation and strategic management practices. Metrics are the standard for both operational and strategic management of HVF facilities, yet their application to this new type of center is proving ineffectual. Research limitations/implications -These new types of regional economic resources may be at risk. A new approach is needed. Practical implications -The authors develop an operational and strategic metrics management approach for MTPFs that are based on these facilities' unique nature and leverages both the HVF and R&D metrics knowledge base. Social implications -Innovations at the interface of micro technology, nanotechnology and semiconductor micro fabrication are poised to solve many of these problems and become a basis for job creation and prosperity. If a new management technique is not developed, then these harbingers of regional economic development will be closed. Originality/value -While there is an abundance of research on metrics for HVF, this is the first attempt to develop metrics for MTPFs.

Lean startup for materials ventures and other science-based ventures: under what conditions is it useful?

“…Materials designers understand that designing a new materials-based product requires a simultaneous design of a process and a product (Linton and Walsh 2008). Further, there is a major focus on finding common processes that can generate products with increased complexity through the addition of process steps or batch development (Tierney et al 2012). A good example of this is the CMOS semiconductor manufacturing process which initiated with less than 40 steps and 50 years later can reach nearly 1000 steps when making today's most advances semiconductors (Walsh et al 2005).…”

A consideration of organisational sustainability in the SME context

“…Assumptions that small firms or SMEs are considered "scaled-down" versions of a large firm have been successfully challenged in the literature, and there is widespread acceptance that small businesses are not just "little big businesses" (Hill et al, 2002). SMEs have their own particular characteristics that affect the way they operate (Doern, 2012;Filley and Aldag, 1988;Kohtamakii et al, 2012;Kwong, Jones-Evans and Thompson, 2012;Roper and Scott, 2009;Tierney et al, 2012). This supports the assertion that the unique characteristics of the SME require existing organisational sustainability models to be revisited to take cognisance of the particular context and circumstances in which such firms operate.…”

The strategic entrepreneurship process – new avenues for research

“…Value creation through technology competency as a key resource for high tech entrepreneurial action is at the heart of the Tierney et al (2012) effort. Technology competency is embodied in production facilities that offer a high degree of flexibility for entrepreneurs.…”

“…The fourth paper moves on towards innovation by discussing the contingent role of family firm characteristics on the creation of innovations. Finally, Tierney et al (2012) take high-tech innovations to the production process and discuss the role of metrics for the effective generation of value for high-tech entrepreneurs.…”