Manufacturing: management's new competitive weapon
Article Abstract:
The primary benefit cited for automated manufacturing systems has been labor savings, but many manufacturers have found that factory automation has become as important as product innovation and marketing in the overall success of management strategies. Accompanying the increased use of industrial robots and other automated manufacturing systems has been the increased availability of computerized control systems, the effective use of which can make a considerable difference in an industrial manager's success. Examples of the efficient use of factory automation and computer-integrated manufacturing systems are provided, and the advantages such systems deliver to managers in terms of productivity and planning are discussed.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1985
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Should a vehicle parts supplier opt for a strategic alliance in its dwindling home market?
Article Abstract:
Relationships between parts suppliers and automobile manufacturers have changed due to the takeover by a large part of the industry by foreign firms who source their parts from suppliers outside the UK. In order to compete, UK auto suppliers must reposition themselves. Automobile manufacturers are buying completed assemblies and sub-assemblies from primary systems suppliers and second- and third-tier pre-suppliers linked through strategic alliances. While UK parts suppliers have traditionally been independent, new partnerships have been formed in the UK auto industry, which require strategic alliances. Parts suppliers must also implement manufacturing strategies that ensure the highest quality and performance.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1991
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Delayed reaction: lower prices failed to stop sales falling or restore competitive edge
Article Abstract:
The case of a building equipment manufacturer that continued to lose market share during the economic downturn despite a lowering of prices for its highly regarded products is considered. The company, whose failure to remain competitive was traced to its cumbersome order processing cycle, was also found to be suffering from inefficient production management and poor performance by its sales staff. The recommended solution to the company's problems focuses on the redesign of its sales, operations and manufacturing strategies; the increased use of advanced information technology; and the establishment of performance targets that would ensure the improvement of all aspects of the company's operations.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1992
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