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Article
Publication date: 13 July 2012

Michiya Morita, Jose A.D. Machuca, Barbara Flynn and Hiro Matsuo

500

Abstract

Details

International Journal of Operations & Production Management, vol. 32 no. 8
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 13 July 2012

Cesar H. Ortega, Pedro Garrido‐Vega and Jose Antonio Dominguez Machuca

Using the matching/difference perspective, the purpose of this paper is to examine the interaction fit between a set of managerial practices from manufacturing strategy (MS) and…

2014

Abstract

Purpose

Using the matching/difference perspective, the purpose of this paper is to examine the interaction fit between a set of managerial practices from manufacturing strategy (MS) and another set from technology management (TM) and the link of this fit to operational performance.

Design/methodology/approach

The paper applies multiple statistical methods to a database of an international sample of plants in the auto supplier sector to explore (deviation score analysis/multiple linear regression) and confirm (correlation and variance subgroup analysis) whether a matching model presents organisational disequilibrium, where states of fit are related to effectively higher performance than states of misfit.

Findings

Results from regression show that there were no states of misfit between the levels of both manufacturing practice sets/areas. This means that there are no significant differences in performance that may be tested for matching interaction. However, subgroup analysis provides greater detail on why there might not be any misfits (i.e. state of fit), by illustrating that when grouping by plant type (high/world class performer, HP, and standard performer, SP), the slight lack of significant difference in the correlation between MS and TM was in favour of HP. The implementation levels of MS‐TM found were not significantly different, showing for HP slightly higher levels for both practices (+&+) than for SP, with slightly lower values in both cases (− & −). Therefore, it seems that both groups might perform equally well, due not to interaction but to the presence of a state of MS‐TM fit alone. A state of fit such as this, known as selection or congruency, would be the reason for there being no significant matching interaction originally.

Originality/value

Most of the interaction fit bibliography is from the accounting perspective. Therefore, the impact of the matching interaction fit between MS and TM (as well as its impact on performance) has not been well documented theoretically, and much less, empirically, in production and operations management.

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Article
Publication date: 13 July 2012

Sabine Biege, Gunter Lay and Daniela Buschak

The purpose of this paper is to propose a process‐modelling method that is based on methods from both operations management (OM) and service operations management (SOM), which…

6005

Abstract

Purpose

The purpose of this paper is to propose a process‐modelling method that is based on methods from both operations management (OM) and service operations management (SOM), which complies with the special requirements of servitised manufacturers.

Design/methodology/approach

After a comprehensive literature review of organisational change in servitised manufacturers, the requirements for modelling industrial services are established. In addition, existing business process‐modelling methods from OM and SOM are classified and related to these requirements. A modelling method that is adapted to the needs of servitised manufacturers is proposed, and the practical advantages of this methodology are explored in an exemplary case study of a machine tool manufacturer.

Findings

This paper suggests that existing instruments that have been developed within OM and SOM need considerable adjustment to comply with the needs of servitised manufacturers.

Originality/value

This paper contributes towards mastering the transition from the production of capital goods to the offering of entire solutions by outlining the special requirements of the process structure in a manufacturing company as it turns into a solution‐provider.

Details

International Journal of Operations & Production Management, vol. 32 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 13 July 2012

W.W.A. Beelaerts van Blokland, M.A. Fiksiński, S.O.B. Amoa, S.C. Santema, G.‐J. van Silfhout and L. Maaskant

The traditional value chain has changed under the influence of globalisation, lean thinking and the value leverage towards suppliers in the supply chain. The leverage of value by…

3107

Abstract

Purpose

The traditional value chain has changed under the influence of globalisation, lean thinking and the value leverage towards suppliers in the supply chain. The leverage of value by the focal original equipment manufacturer (OEM)‐company to the supply chain has caused the focal OEM‐company to transform into a large‐scale system integrator (LSSI). The LSSI was defined according to the Petrick's definition. Indicators that measure the value‐leverage by these LSSI companies have not been found in literature. The purpose of this paper is to describe indicators that measure value‐leverage and illustrates that LSSI companies in the aerospace industry have a value‐leverage capability, using these indicators.

Design/methodology/approach

The authors' main research question is: “How to measure value‐leverage by LSSIs in the aerospace industry?”. As value‐leverage indicators have not been studied before, a literature study was carried out to develop a set of indicators which were tested in a quantitative analysis, using secondary data from 41 aerospace companies. Second, the value‐leverage indicators were applied to the aircraft LSSIs. The industry samples consisted of the global companies in the aircraft OEM industry and the relevant financial and company data were collected from the companies' public financial data, spanning a time frame of 14 years (1996 to 2009). A case study was performed on large‐scale aircraft system integrators, as a sample of the aerospace OEM industry, to demonstrate the effects of value‐leverage by aircraft LSSI companies.

Findings

With the new indicators, this research shows value leverage of aerospace OEMs and aircraft LSSIs as a sub group of the sample. The related indicators showed a change in leverage over time, indicating the leverage capability of aerospace OEMs. More in‐depth analysis on aircraft LSSI companies showed that aircraft LSSI with high correlation on the value‐leverage variables are more in value balance compared with aircraft LSSI companies scoring lower on the variables.

Research limitations/implications

This research has been limited to the aerospace OEMs. Data from secondary (public) sources were used, such as financial reports over a period of 14 years. Further research is necessary to develop indicators for other sectors of industries, such as automotive, medical instruments and construction, as well as to further improve the understanding of the outcomes of this study.

Practical implications

The new indicators measure value‐leverage of aerospace OEMs in general and aircraft LSSI companies. These companies could be compared on their capability of value‐leverage. Management of these firms can use the indicators to further improve their capability of value‐leverage on the supply chain regarding co‐development and co‐production of aircraft and related systems.

Social implications

It is useful for the executive management of aircraft LSSIs to balance the value leverage of their companies regarding R&D, customer demand and supply chain based production.

Originality/value

The paper identifies indicators that measure the capability of the aerospace OEMs to leverage value on supply chains. The found indicators form a preliminary model, which contributes to the usage of theories on lean manufacturing, supply chain management, value networks and open innovation.

Details

International Journal of Operations & Production Management, vol. 32 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 13 July 2012

Elena Revilla and Desirée Knoppen

At the heart of realizing superior product development there seems to be the development of organizational mechanisms that fuel team vision. In light of this, the purpose of this…

1181

Abstract

Purpose

At the heart of realizing superior product development there seems to be the development of organizational mechanisms that fuel team vision. In light of this, the purpose of this paper is to build and empirically test a conceptual model (input‐process‐output) of team vision at the product development level to establish the relationship between the contextual antecedents such as trust and learning culture (inputs), team vision (process) and product development performance in terms of process outcomes (i.e. team effectiveness) and product outcomes (i.e. value to customer).

Design/methodology/approach

Evidence is drawn from a sample of 80 Spanish product developments. Data are analyzed through confirmatory factor analysis and path analysis based on composite scores, supported by Lisrel.

Findings

Results show that team vision in combination with an organizational context, built upon a learning culture and trust, has a positive impact on product development performance. This influence is higher in terms of process outcomes than in terms of product outcomes. Also, the impact of learning culture on team vision and performance is higher than the impact of trust.

Research limitations/implications

The findings open up new research questions about the role of team vision within product development. Research studies taking into account the development of an organizational context that promotes trust‐based relationships and a learning culture would be helpful in order to draw further conclusions.

Practical implications

The paper provides managers with convincing evidence of the need to foster team vision in product development.

Originality/value

The paper reduces the relative lack of empirical work within existing models about team vision and extends the existing research on team vision to the product development level.

Details

International Journal of Operations & Production Management, vol. 32 no. 8
Type: Research Article
ISSN: 0144-3577

Keywords

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