John Mills, Ken Platts, Andy Neely

Strategy and Performance

• Broschiertes Buch

Produktbeschreibung

The right manufacturing strategy is vital to maintaining profitability and running an efficient business. Manufacturing, however, is a complex business, and it is often difficult to know where to start when reviewing and developing long term strategic plans. This industry guide explains in clear, simple stages how to review your current processes and procedures, and how to build on this information to develop, present and implement new manufacturing strategies. Based on a uniquely structured approach developed over many years with major industry clients, including Rolls-Royce and Federal Mogul, its holistic approach can be applied to every area of operations from the entire organisation down to individual business units or processes. Supporting material is available online at www.cambridge.org/9780521750295. Written for managers of small-medium sized businesses and industry consultants, this book also forms part of a three volume set covering business strategy, performance, and competencies.

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Produktdetails

• Strategy and Performance
• Verlag: Cambridge University Press
• Seitenzahl: 128
• Erscheinungstermin: 13. Juni 2002
• Englisch
• Abmessung: 246mm x 189mm x 7mm
• Gewicht: 314g
• ISBN-13: 9780521750295
• ISBN-10: 0521750296
• Artikelnr.: 10531713

Autorenporträt

Dr Mike Bourne joined the faculty at Cranfield School of Management in October 2000 and works on a number of projects involving assisting a number of blue chip companies with the development of their use of data and performance measures. Mike's career includes a research post at the Institute for Manufacturing, Cambridge and a wide variety of positions in industry, including periods in production management, business systems, strategy and acquisitions.

Inhaltsangabe

Part I. Introduction to Strategy and an Overview of the Approach: 1. What is strategy?; 2. What is manufacturing strategy?; 3. Overview of the approach; Part II. Selecting a Facilitator; Part III. Why Start and How to Start?: 1. History and argument; 2. Comments from users and non-users; 3. Time, resources and planning the first steps; 4. Do you have a problem (1)?; 5. Do you have a problem (2)?; Part IV. The Process: 1. Grouping products; 2. What are the objectives of our business?; 3. What is our current strategy?; 4. Can current strategy achieve our objectives?; 5. Navigating toward our business objectives; 6. Embedding strategy-making into the culture.