Model for manufacturing strategic decision making

Rusjan, Borut

doi:10.1108/01443570510608583

Cited by 20 publications

(17 citation statements)

References 26 publications

(47 reference statements)

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“…Em decorrência disso, espera-se de todas as áreas da empresa, e principalmente da manufatura, um papel ativo nesse jogo não apenas de apoio à estratégia corporativa, mas se tornando uma vantagem competitiva através do correto alinhamento na escolha e desenvolvimento de sua estratégia de operação (RUDBERG; WEST, 2008;RUSJAN, 2005;SUN;HONG, 2002;PORTER et al, 1999).…”

Section: A Manufaturaunclassified

TPM in the Digital Era - The Evolution of TPM and the Use of Information Technology

Basso

Laurindo

2013

Proceedings of 10th CONTECSI International Conference on Information Systems and Technology Management

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The digital technology progress and the globalization have made the world become a vast global village forcing companies to increasingly seek models for loss elimination to sustain their competitive. Likewise, to survive in this new business model it is crucial that manufacturing exerts an active role and become itself a competitive advantage. The term "World Class Manufacturing" represents in a wide way the application of the manufacturing "best practices" for both, as a tool for loss elimination and as an operation strategy. Among these practices TPM (Total Productive Maintenance) is in the present one of the most important methodologies for industrial management, envisioning zero loss through the deep involvement of the entire organization. Since its creation in the '70s, TPM has been in constant evolution. In the same period an important evolution also occurred in the Information Technology (IT) field. Making an analogy is observed that many TPM processes and tools have opportunities to be optimized and increase its efficiency since the current technological resources were not available when they were first created. The purpose of this article is from a case study shows how IT can assist TPM processes and tools through the use of electronic tools, especially supporting the Autonomous Maintenance teams. This article attempts to establish the best balance between the use of electronic tools versus the original TPM physical tools ("pencil and paper") getting all the benefits that IT provides without losing the essence and the functionality of the original tools.Keywords: IT, TPM, World Class Manufacturing, electronic systems, visual management O avanço da tecnologia digital e a globalização têm feito o mundo se tornar uma grande aldeia global, obrigando as empresas a buscarem cada vez mais modelos para eliminação de perdas para seguirem competitivas. Da mesma maneira, para sobreviver nesse novo modelo de negócio, é essencial que a manufatura exerça um papel ativo e se torne uma vantagem competitiva. O termo "World Class Manufacturing" representa de forma ampla o uso das "melhores práticas" ("best practices") na manufatura tanto como ferramenta de eliminação de perdas como estratégia de operação. Dentre essas práticas o TPM (Total Productive Maintenance) se mostra hoje umas das principais metodologias de gestão industrial à medida que visiona zero perda através do profundo envolvimento de toda a organização. Desde seu nascimento, na década de 70, o TPM segue uma evolução. Nesse mesmo período uma grande evolução também aconteceu na área de Tecnologia da Informação (TI). Ao se fazer então uma analogia concluí-se que muitos dos processos e ferramentas do TPM possuem oportunidades em sua otimização e aumento de eficiência visto que originalmente não tinham esses recursos tecnológicos disponíveis quando foram criados. A proposta do artigo é, a partir de um estudo de caso, mostrar como a TI pode contribuir apoiando as ferramentas e processos do TPM, em especial no trabalho dos times de Manutenção Autônoma, através do ...

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Section: A Manufaturaunclassified

TPM in the Digital Era - The Evolution of TPM and the Use of Information Technology

Basso

Laurindo

2013

Proceedings of 10th CONTECSI International Conference on Information Systems and Technology Management

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“…Borut Rusjan (2005) most researchers agree that the main emphasis of strategic decision making is on ensuring the achievement of competitive advantage of an enterprise. Harrison (1975) suggested that the merger of technical and human factors into the managerial decision-making process is the key to successful decision making.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Borut Rusjan (2005) states that business strategy specifies the scope of each business and defines the basis on which a business unit can achieve and maintain a competitive advantage within its industry…”

Section: Introductionmentioning

confidence: 99%

Impact of Resource Based View and Resource Dependence Theory on Strategic Decision Making

Nemati¹,

Bhatti²,

Maqsal³

et al. 2010

IJBM

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This paper aims to investigate different factors determining strategic Decision making. This study attempts to identify the role of RBV and RDT and its impact on strategic Decision making. It has been seen that different strategies has to be made to get competitive advantage keeping in mind external resources and while strategies differ when to get competitive advantage through internal resources such as Human resource and capital Resource. In this research heuristics and bounded rationality acted as moderator to strategic decision making as when decision makers (managers take decisions personal biases and heuristics also get involved.

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“…By going beyond only determining significant relationships between resource investments and performance, the empirical model seeks to examine those operational resources that can be leveraged by managers in resource deployment to improve manufacturers' performance (cf. Rusjan, 2005). The empirical model is illustrated in Figure 1.…”

Section: Empirical Modelmentioning

confidence: 99%

Strategy, operations, and profitability: the role of resource orchestration

Hughes

Hodgkinson

Elliott

et al. 2018

IJOPM

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Citation: HUGHES, P. ... et al, 2018. Strategy, operations, and profitability:The role of resource orchestration.International Journal of Operations and Production Management, 38 (4), pp.1125-1143.Additional Information:• AbstractPurpose -Developing and implementing strategies to maximize profitability is a fundamental challenge facing manufacturers. The complexity of orchestrating resources in practice has been overlooked in the operations field and it is now necessary to go beyond the direct effects of individual resources and uncover different resource configurations that maximize profitability.Design/methodology/approach -Drawing on a sample of US manufacturing firms, multiple regression analysis (MRA) and fuzzy-set Qualitative Comparative Analysis (fsQCA) are performed to examine the effects of resource orchestration on firm profitability over time. By comparing the findings between analyses, the study represents a move away from examining the net effects of resource levers on performance alone. Findings -The findings characterize the resource conditions for manufacturers' high performance, and also for absence of high performance. Pension and retirement expense is a core resource condition with R&D and SG&A as consistent peripheral conditions for profitability.Moreover, although workforce size was found to have a significant negative effect under MRA, this plays a role in manufacturers' performance as a peripheral resource condition under fsQCA.Originality/value -Accounting for different resource deployment configurations, this study deepens knowledge of resource orchestration and presents findings that enable manufacturers to maximize profitability. An empirical contribution is offered by the introduction of a new method for examining manufacturing strategy configurations: fsQCA.

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Model for manufacturing strategic decision making

Cited by 20 publications

References 26 publications

TPM in the Digital Era - The Evolution of TPM and the Use of Information Technology

TPM in the Digital Era - The Evolution of TPM and the Use of Information Technology

Impact of Resource Based View and Resource Dependence Theory on Strategic Decision Making

Strategy, operations, and profitability: the role of resource orchestration

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