Manufacturing strategy, manufacturing seniority and plant performance in quality

Manufacturing strategy, manufacturing seniority and plant performance in quality This paper examines three key factors that help to explain the differences between high and low performing plants in process quality. The three factors are: first, the seniority of manufacturing personnel within the plants; second, the involvement of these senior managers in the business, rather than being confined to the role of a production/technology functional specialist; third, the contribution of a manufacturing strategy which includes quality as part of its content and which feeds into, and forms part of, the overall business plan within the plant. The paper argues that these three factors help to maintain the strategic importance of quality and, consequently, help to explain the subsequent quality performance within the manufacturing plant. The conclusions are that two distinct groups emerge ‐ one, Traditional, and the other, Enlightened ‐ which are different in terms of attitudes, commitment to, and capabilities in, quality. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Manufacturing strategy, manufacturing seniority and plant performance in quality

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Publisher
Emerald Publishing
Copyright
Copyright © 1998 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443579810209548
Publisher site
See Article on Publisher Site

Abstract

This paper examines three key factors that help to explain the differences between high and low performing plants in process quality. The three factors are: first, the seniority of manufacturing personnel within the plants; second, the involvement of these senior managers in the business, rather than being confined to the role of a production/technology functional specialist; third, the contribution of a manufacturing strategy which includes quality as part of its content and which feeds into, and forms part of, the overall business plan within the plant. The paper argues that these three factors help to maintain the strategic importance of quality and, consequently, help to explain the subsequent quality performance within the manufacturing plant. The conclusions are that two distinct groups emerge ‐ one, Traditional, and the other, Enlightened ‐ which are different in terms of attitudes, commitment to, and capabilities in, quality.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: Jun 1, 1998

Keywords: Management styles; Manufacturing strategy; Performance; Plant; Quality

References

  • Incremental and breakthrough improvement: an integrative framework
    Ahire, S.; Waller, M.
  • Total quality management: a literature review and an agenda for future research
    Ahire, S.; Landeros, R.; Golhar, D.
  • A theory of production competence
    Cleveland, G.; Schroeder, R.; Anderson, J.
  • Quality Is Free
    Crosby, P.
  • Manufacturing strategy: at the intersection of two paradigm shifts
    Hayes, R.; Pisano, G.
  • Operationalizing manufacturing strategy ‐ an exploratory study of constructs and linkages
    Kim, J.; Arnold, P.
  • World class manufacturing: further evidence in the lean production debate
    Oliver, N.; Delbridge, R.; Jones, D.; Lowe, J.
  • Integrated manufacturing: a strategic approach
    Platts, K.
  • Manufacturing myopia and strategy in the manufacturing function: a problem driven agenda
    Samson, D.; and Sohal, A.

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