A PPENDIX I: F LOW C HART P RIMARY P ROCESS
A PPENDIX II: G ROUND F ORM P RODUCTION
A PPENDIX III: D OORWIN S TRUCTURE
DOORWIN BV
STAFF SERVICES
DOORWIN TRADING
B2B UNIT
WINDOW FRAMES
DVK WOOD
MYRESJÖ GEVELPLAN DE COCK VAN
GELDER VIANEN KOZIJNEN ZEELAND KOZIJNEN LIMBURG KOZIJNEN
EUROPROVYL UPVC
TRANSCARBO
DOUMA DEUREN EXTERIOR DOORS
V. BURCHEM DEUREN TINGA DEUREN KEGRO DEUREN NORTHGO DEUREN
GARANT TÜREN UND ZARGEN INTERIOR DOORS
A PPENDIX IV: C HARACTERISTICS OF ORGANISATIONAL CULTURES
Characteristics of a Clan Culture
▪ The relationship between individual and organization:
▫ Fraternal relationship
▫ Mutual long-term commitment
▫ Rests on mutual interests, a shared fate
▫ Sense of tradition, history, company, style
▫ Hierarchy structures relationship
▪ The relationship among organization members:
▫ Pride in membership
▫ Sense of interdependence, identification with peers
▫ Extensive collegial network
▫ Pressure from peers to conform
▫ Stresses collective rather than individual initiative, ownership
▪ The process of acculturation:
▫ Long, thorough socialization
▫ Superiors are mentors, role models, agents of socialization
▫ “Rich” normative structure governs wide range of behaviors Characteristics of a Market Culture
▪ The relationship between individual and organization:
▫ Contractual relationship
▫ Mutual short-term commitment
▫ Rests on self-interest, utilitarianism
▫ Terms of exchange structure relationship
▪ The relationship among organization members:
▫ Independence from peers
▫ Limited interaction
▫ Little pressure from peers to conform
▫ Stresses individual initiative, ownership
▪ The process of acculturation:
▫ Little socialization
▫ Superiors are distant; are negotiators, resource allocators
A PPENDIX V: Q UANTIFICATION OF P ERFORMANCE
O BJECTIVES
Nine Point Scale of Importance
▪ Order winner
▫ Strong: 9 Provides a crucial advantage.
▫ Medium: 8 Provides an important advantage.
▫ Weak: 7 Provides a useful advantage.
▪ Order Qualifier
▫ Strong: 6 Needs to be up to good industry standards.
▫ Medium: 5 Needs to be up to median industry standards.
▫ Weak: 4 Needs to be within close range of the rest of the industry.
▪ Less important
▫ Strong: 3 Not usually of importance but could become more so.
▫ Medium: 2 Very rarely considered by customers.
▫ Weak: 1 Never considered by customers.
VrigoSpeed
0 2 4 6 8 10 Quality
Speed
Dependability Flexibility
Cost
VrigoNorm
0 2 4 6 8 10 Quality
Speed
Dependability Flexibility
Cost
VrigoPlus
0 2 4 6 8 10 Quality
Speed
Dependability Flexibility
Cost
VrigoMax
0 2 4 6 8 10 Quality
Speed
Dependability Flexibility
Cost
Strongly Agree Agree Uncertain Disagree Strongly Disagree
Waarde 1 In making decisions about the following, we used external experts:
a. New Capacity
0 b. New Facilities
0 c. New Technology
0 d. Buying -out suppliers and/or distributors
0 2 In our company, managing manufacturing only involved strategic decisions occasionally.
0 3 Our top management only got involved in manufacturing if the controls showed that operating
performance was off-standard. 0
4 We expected our manufacturing simply to achieve whatever the other functions asked it to do, without
involving manufacturing in external benchmarking or strategic planning. 0
5 Improvements in our process technology were expected to come from our equipment suppliers.
0 6 Overall, we sought simply to minimise any negative effect manufacturing might have on
competitiveness. 0
7 We did not see any need for manufacturing management to plan more than a few months ahead.
0 8 Our terms and conditions of employment in manufacturing were intended to match industry practice.
0 9 Our process equipment was usually bought from suppliers who also served our major competitors.
0 10 We usually added capacity to follow the timing of our competitors’ additions.
0 11 We thought manufacturing management’s plans should cover the financial year but no more.
0 12 We did not systematically build up our manufacturing capability through in-house led improvements.
0 13 We expected improvements in process technology to come from sources outside of manufacturing.
0 14 Overall, we sought parity with major competitors for the manufacturing operation.
0 15 Our manufacturing management pursued long-term developments (e.g. in technology) mainly to keep-
up with industry. 0
16 Our manufacturing decisions were screened to be sure that they were consistent with business strategy.
0 17 Manufacturing management automatically translated the business strategy into manufacturing
implications. 0
18 Manufacturing management valued their manufacturing strategy.
0 19 Manufacturing management systematically sought to identify long-term developments (e.g. in
technology) which were key to our manufacturing success. 0
20 Overall, we expected manufacturing decisions to be derived from, and dictated by, the business
strategy. 0
21 Our business strategy was significantly based upon our manufacturing’s capabilities.
0 22 We gained expertise in new practices and technologies to anticipate their potential and implications.
0 23 In our company manufacturing was centrally involved in major marketing and engineering decisions.
0 24 Non-manufacturing functions co-operated with manufacturing to enable it to pursue the opportunities of
new practices and technologies. 0
25 Our manufacturing strategy was not derived from our business strategy. Rather, our business and
manufacturing strategies were developed jointly in a mutually supportive manner. 0
26 We had long-term programmes in place to acquire manufacturing capabilities ahead of marketplace
needs. 0
27 The strategic roles of all our functions were dominated by manufacturing.
0 28 We regarded all functions, including manufacturing, as contributing equally to our business strategy.
0 29 We were continually investing in in-house process improvements to benefit future products.
0 30 We produced in-house a substantial amount of our own manufacturing equipment.
0
A PPENDIX VI: S TRATEGIC R OLE ; Q UESTIONNAIRE
AND D ATA S HEET
OW AvT EvD EV Observer OW AvT EvD EV Observer OW AvT EvD EV Observer
1 1
a 2 4 1 3 2 a 2 4 1 3 2 1 -1 2 0 1
b 2 4 1 3 2 b 2 4 1 3 2 1 -1 2 0 1
c 1 2 1 3 2 c 1 2 1 3 2 2 1 2 0 1
d 3 3 3 4 2 d 3 3 3 4 2 0 0 0 -1 1
2 2 4 2 2 2 2 2 4 2 2 2 1 -1 1 1 1
3 2 2 2 2 2 3 2 2 2 2 2 1 1 1 1 1
4 2 2 4 2 3 4 2 2 4 2 3 1 1 -1 1 0
5 4 4 4 2 3 5 4 4 4 2 3 -1 -1 -1 1 0
6 0 4 4 4 2 6 0 4 4 4 2 0 -1 -1 -1 1
7 5 1 4 4 4 10 2 3 4 4 3 1 0 -1 -1 0
8 2 2 2 4 1 12 4 4 4 2 2 -1 -1 -1 1 1
9 1 3 3 3 1 12 4 4 4 2 2 -1 -1 -1 1 1
10 2 3 4 4 3 7 5 1 4 4 4 -2 2 -1 -1 -1
11 2 1 4 4 2 8 2 2 2 4 1 1 1 1 -1 2
12 4 4 4 2 2 9 1 3 3 3 1 2 0 0 0 2
13 4 2 4 4 2 11 2 1 4 4 2 1 2 -1 -1 1
14 4 2 4 4 3 13 4 2 4 4 2 -1 1 -1 -1 1
15 2 4 4 4 3 14 4 2 4 4 3 -1 1 -1 -1 0
16 2 2 2 4 4 15 2 4 4 4 3 1 -1 -1 -1 0
17 3 4 2 3 4 16 2 2 2 4 4 1 1 1 -1 -1
18 4 4 2 3 4 17 3 4 2 3 4 0 -1 1 0 -1
19 4 4 4 4 4 18 4 4 2 3 4 -1 -1 1 0 -1
20 2 4 2 2 2 19 4 4 4 4 4 -1 -1 -1 -1 -1
21 2 1 5 4 4 20 2 4 2 2 2 1 -1 1 1 1
22 3 4 2 4 4 19 4 4 4 4 4 -1 -1 -1 -1 -1
23 4 4 4 3 3 21 2 1 5 4 4 1 2 -2 -1 -1
24 4 4 2 4 4 22 3 4 2 4 4 0 -1 1 -1 -1
25 2 3 3 4 4 23 4 4 4 3 3 -1 -1 -1 0 0
26 2 4 4 4 4 24 4 4 2 4 4 -1 -1 1 -1 -1
27 3 4 3 4 4 25 2 3 3 4 4 1 0 0 -1 -1
28 3 4 2 4 2 26 2 4 4 4 4 1 -1 -1 -1 -1
29 4 2 2 4 4 27 3 4 3 4 4 0 -1 0 -1 -1
30 4 4 2 4 4 28 3 4 2 4 2 0 -1 1 -1 1
29 4 2 2 4 4 -1 1 1 -1 -1
30 4 4 2 4 4 -1 -1 1 -1 -1
1 2 3 4
Totally a 22 16 12 20
Agree 11 8 6 10
Neutral 0 0 0 0
Disagree -11 -8 -6 -10
Totally D -22 -16 -12 -20
OW 6 0 0 -2
AvT -3 5 -3 -5
EvD 3 -5 3 0
EV 2 -5 -1 -10
Ob 8 6 -3 -8
Stage 1Stage 2
Stage
MT Members
Answers Answers per Stage Weighed answers per stage
MT Members
Stage 3Stage 4
Question
MT Members Agreement with the statements indicates positioning within the four-stage model as
follows:
Stage 1 agreement with statements 1, 2, 3, 4, 5, 6, 10, 12 Stage 2 agreement with statements 7, 8, 9, 11, 12, 13, 14, 15 Stage 3 agreement with statements 16, 17, 18, 19, 20
Stage 4 agreement with statements 19, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30
Stage 1: “Management regards manufacturing as neutral at best and seeks simply to minimize any negative impact that it might have”.
Stage 2: “Firms in this stage seek competitive neutrality (parity with major competitors) on the manufacturing dimension . . . like the firms in stage 1, firms in stage 2 see manufacturing’s role as neutral at best”.
Stage 3: “The firm expects its manufacturing organization to provide credible and significant support to its overall competitive strategy . . . manufacturing’s contribution is derived from and dictated by a business strategy”.
Stage 4: “The fourth and final stage of manufacturing’s strategic role is when a firm’s competitive strategy is based to a significant degree on its manufacturing capability”.
OW AvT EvD EV Ob Agree
Strongly Agree
Strongly Disagree Disagree
OW AvT EvD EV Ob Agree
Strongly Agree
Strongly Disagree Disagree
OW AvT EvD EV Ob Agree
Strongly Agree
Strongly Disagree Disagree
OW AvT EvD EV Ob Agree
Strongly Agree
Strongly Disagree Disagree
Feature Depth of product structure
Many structure levels Some structure levels One-level production
Orientation of
product structure
Convergent Combination upper/lower structure levels
Divergent
Frequency of consumer demand
Unique Discontinuous
(lumpy, sporadic)
Continuous (steady)
Product variety
concept
According to (changing) customer specification
Product family with
many variants
Product family Standard product
with options
Individual or
standard product
Feature Production environment (stocking level)
Engineer to order
(ETO)
Make to order
(MTO)
Assemble to order
(ATO1), single parts
Assemble to order
(ATO2), assemblies
Make to stock (MTS)
Depth of product structure in the company
Many structure levels Few structure levels One-level production Trade (including
external production) Plant lay out Site, project or island
production
Job shop production Single item oriented line production
High-volume line production
Continuous production Qualitative flexibility
of capacity
Can be implemented in many many processes
Can be implemented
in specific processes
Can be implemented
in only one process Quantitative
flexibility of capacity
Flexible in terms of
time
Hardly flexible in
terms of time
Not flexible in terms
of time
Feature Reason for order
release
Demand / (customer production or procurement order)
Predicition / (forecast
order)
Use / (stock
replenishment order) Frequency of order
repetition
Production / procurement without order repetition
Production / procurement with infrequent order repetition
Production / procurement with frequent order repetition Flexibility of order
due date
No flexibility (fixed delivery due date)
Not very flexible Flexible
Type of long term
orders
None Blanket order :
capacity (0.7 Days Reserved)
Blanket order : goods
Order lot or batch size
"1" (Single item production)
Single item or small batch production
Large batch production
Lotless production
Lot traceability Not required Lot / batch / charge Position in lot
Cyclic production No Yes
Features Allignment of network strategy and interests
Common network
strategy
Common network
interests
Divergence of
network interests Orientation of
business relations
Cooperation-oriented Opportunistic Competition-oriented
Mutual need in the network
High: sole sourcing Single sourcing Multiple Sourcing Low: highly substitutable Mutual trust and
openness
High Low
Business culture of
network partners
Homogeneous /
similar
Comparable in size, structure, or volume in sales
Heterogeneous /
highly different Balance of power High Dependency /
hierarchical
Equal / heterarchical Values
Values
Values
Values
Features referring to users and product or product family
Features referring to logistics and production resources
Features referring to production or procurement order
Features referring to supply chain collaboration
A PPENDIX VII: M ORPHOLOGICAL S CHEME
1 2 3 4 5 6 7 8 9 10 Geen idee Waarde 1 Stapsgewijs verbeteringen door te voeren gebruik makend van bestaande middelen.
0 2 In staat haar personeel te motiveren om zo effectiver op te treden
0 3 Het begrip van de processen onder medewerkers te verhogen
0 4 Niet waarde toevoegende elementen te identificeren en te verwijderen uit het proces
0 5 Nieuwe productiemethoden te ontwikkelen en in gebruik te nemen zodat de productie prestaties
aanzienlijk worden verbeterd 0
6 Problemen, behoeften in het proces of bruikbate technologische ontwikkeleningen (zowel binnen als
buiten de organisatie) te identificeren 0
7 Nieuwe ideeen te bedenken en te evalueren om zo de bedrijfsdoelstellingen te behalen
0 8 Nieuwe technieken/technologie toe te passen om problemen op te lossen
0 9 Nieuwe producten/processen in te voegen in het bestaande productenbestand/proces
0 10 Nieuwe producten te introduceren en te produceren
0 11 Nieuwe vaardigheden aan te leren en nieuwe processen in gebruik te nemen
0 12 Processen gemakkelijk aan te passen om veranderingen in het ontwerp van het product of speciale
wensen te kunnen verwerken 0
13 Zich gemakkelijk aan te passen aan veranderingen in het product assortiment over een lange periode
0 14 De behoeften van klanten te identificeren en hieruit waardevolle informatie halen die van belang is voor
producten en processen 0
15 Klanten te assisteren bij het oplossen van een probleem (bijvoorbeeld: kwaliteitsproblemen)
0 16 Belangrijke gegevens over de prestaties van het product, de prestaties van het proces en de kosten om te
zetten in informatie voor gebruik binnen en buiten De Vries 0
17 Verkoop en marketing te stimuleren door te laten zien hoe de gebruikte technieken, machines en
productiesystemen daadwerkelijk waardetoevoegend voor het product zijn 0
18 Alle processen te beheersen en te sturen
0 19 Te begrijpen wat de grenzen zijn waarbinnen De Vries kan produceren
0 20 De prestaties van de productie te meten en deze te vergelijken met de doelstellingen
0 21 De oorzaken van negatieve gevolgen te bepalen en ook daadwerkelijk iets te doen aan deze negatieve
gevolgen 0
22 Gemakkelijk te schakelen tussen het produceren van verschillende producten (bijvoorbeeld korte
omsteltijden) 0
23 Snel te schakelen in productie volume ( de ene dag veel de andere dag weining)
0 24 Snel te schakelen tussen verschillende producten zonder dat er grote aanpassingen in het proces gedaan
modeten worden 0
25 Snel te reageren op veranderingen
0 26 Snel en zonder veel veranderingen in het proces te wisselen van grondstof
0 27 Planning of productie volgorde aan te passen wanneer er machinestoringen zijn opgrtreden, zodat de
productie geen vertraging oploopt 0
28 De productievolgorde aan te passen wanneer er bijvoorbeeld onvoldoende grondstoffen zijn of wanneer
een order op een ander tijdstip moet worden geleverd dan was afgesproken 0
29 veranderingen aan te brengen in leverschema's of routes zonder dat er veel tijdsverlies optreedt
0 In welke mate is De Vries Kozijnen in staat om:
A PPENDIX VIII: Q UESTIONNAIRE C APABILITIES AND
D ATASHEET
N= 29
Capability Question
"0" Value n µ Stdev Min Value Max Value 1 2 3 4 5 6 7 8 9 10
Improvement 0 29 6.2 1.5 1 8 1 1 0 0 1 5 10 7 5 0 0
Motivation 1 28 5.8 1.7 1 8 2 2 0 0 2 3 12 7 2 0 0
Learning 1 28 5.7 1.7 1 8 3 1 0 2 2 6 7 7 3 0 0
Waste reduction 1 28 5.7 1.7 1 9 4 1 0 2 1 7 11 3 1 2 0
Innovation 1 28 5.6 1.8 1 8 5 1 0 2 5 4 7 4 5 0 0
Scanning 1 28 6.0 1.5 1 9 6 1 0 0 1 7 9 7 2 1 0
Creativity 1 28 6.7 1.6 1 9 7 1 0 0 1 1 7 11 5 2 0
Ingenuity 3 26 6.0 1.8 1 9 8 1 0 0 3 6 8 2 4 2 0
Integration 1 28 6.4 1.4 3 9 9 0 0 2 0 4 7 9 5 1 0
Product intro. flexibility 0 29 6.2 1.7 1 8 10 1 0 1 2 1 12 4 8 0 0
Process ramp-up flexibility 3 26 6.2 1.6 1 8 11 1 1 0 0 3 8 9 4 0 0
Modification flexibility 3 26 4.8 1.9 1 8 12 3 1 1 5 4 8 3 1 0 0
Aggregate change flexibility 3 26 5.2 2.0 1 8 13 2 2 1 2 5 7 6 1 0 0
Acuity 5 24 5.1 1.9 2 8 14 0 3 3 4 2 3 8 1 0 0
Consulting 3 26 5.5 2.0 1 8 15 1 1 3 3 3 5 5 5 0 0
Information sharing 1 28 5.3 1.8 1 7 16 1 3 1 2 5 8 8 0 0 0
Showcasing 3 26 5.7 1.4 1 8 17 1 0 1 1 6 10 6 1 0 0
Control 1 28 6.0 1.8 1 9 18 1 0 2 1 4 11 4 3 2 0
Process understanding 0 29 6.0 1.8 1 9 19 1 1 1 2 3 7 11 2 1 0
Feedback 4 25 6.5 1.5 3 10 20 0 0 1 1 4 5 9 3 1 1
Adjustment 2 27 5.4 1.6 3 8 21 0 0 5 3 4 7 7 1 0 0
Agility: 6 23 5.9 1.7 2 9 22 0 2 0 2 4 6 6 2 1 0
Volume flexibility 8 21 5.0 1.9 1 9 23 1 1 3 2 4 6 3 0 1 0
Mix flexibility 6 23 5.8 2.0 1 9 24 1 2 0 1 3 8 4 3 1 0
Responsiveness 3 26 4.9 1.8 1 7 25 2 2 1 3 6 8 4 0 0 0
Material flexibility 6 23 5.6 1.9 2 8 26 0 3 1 0 5 6 5 3 0 0
Rerouting flexibility 6 23 6.1 1.4 3 8 27 0 0 1 3 3 4 10 2 0 0
Sequencing flexibility 6 23 6.3 1.6 2 9 28 0 1 1 0 4 4 10 2 1 0
Shipment flexibility 8 21 5.9 1.6 2 8 29 0 1 1 2 2 7 6 2 0 0
Frequency Table Statistics
0 2 4 6 8 10 12
1 2 3 4 5 6 7 8 9 10 Value
Frequency
Waste Reduction
0 1 2 3 4 5 6 7 8
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Innovation
0 2 4 6 8 10
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Scanning
0 2 4 6 8 10 12
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Creativity
0 2 4 6 8 10
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Ingenuity
0 2 4 6 8 10
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Integration
0 2 4 6 8 10 12 14
1 2 3 4 5 6 7 8 9 10 Value
Frequency
Product Introduction Flexibility
0 2 4 6 8 10
1 2 3 4 5 6 7 8 9 10 Value
Frequency
Process Ramp-Up Flexibility
0 2 4 6 8 10
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Modification Flexibility
0 1 2 3 4 5 6 7 8
1 2 3 4 5 6 7 8 9 10 Value
Frequency
Aggregate Change Flexibility
0 2 4 6 8 10
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Acuity
0 1 2 3 4 5 6
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Consulting
0 2 4 6 8 10
1 2 3 4 5 6 7 8 9 10 Value
Frequency
Information Sharing
0 2 4 6 8 10 12
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Showcasing
0 2 4 6 8 10 12
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Control
0 2 4 6 8 10 12
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Process Understanding
0 2 4 6 8 10
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Feedback
0 1 2 3 4 5 6 7 8
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Adjustment
0 1 2 3 4 5 6 7
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Agility
0 1 2 3 4 5 6 7
1 2 3 4 5 6 7 8 9 10 Value
Frequency
Volume Flexibility
0 2 4 6 8 10
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Mix Flexibility
0 2 4 6 8 10
1 2 3 4 5 6 7 8 9 10 Value
Frequency
Responsiveness
0 1 2 3 4 5 6 7
1 2 3 4 5 6 7 8 9 10 Value
Frequency
Material Flexibility
0 2 4 6 8 10 12
1 2 3 4 5 6 7 8 9 10 Value
Frequency
Rerouting Flexibility
0 2 4 6 8 10 12
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Sequencing Flexibility
0 1 2 3 4 5 6 7 8
1 2 3 4 5 6 7 8 9 10 Value
Frequency
Shipment Flexibility 0
2 4 6 8 10 12
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Improvement
0 2 4 6 8 10 12 14
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Motivation
0 1 2 3 4 5 6 7 8
1 2 3 4 5 6 7 8 9 10
Value
Frequency
Learning
A PPENDIX IX: P ERFORMANCE I NDICATORS
Quality
frames
# Total
registered Defects
production # in
frame per Defects
# (01−01−06until01−07−2006)=
100%
orders *
#
Complaints ate #
ComplaintR (2005) =
Speed
filed) complaint t
- solved complaint (t
AVG time
response complaint
Average (2005) =
month per deliveries
# Frequency
Delivery (2005) =
frames )
#
minutes in
time production Total
( Cyclustime(2005) =
renewal inventory
Total
months stock #
total turns
Inventory =
renewal material
Raw
months material #
raw turns
Inventory =
Dependability Flexibility
Machines
#
Time Setup Total Time
Setup
Average =
Frames
#
Orders Size #
Batch
Average (2005) =
Costs
% 100 Value* Production
Costs Waste ratio
cost
Waste (01-03-2006until01-07-2006)=
% 100 Value* Production
Costs Failure ratio
cost
Failure (01-03-2006until01-07-2006)=
% 100 Value* Production
Costs Variable ratio
cost
Variable (01-03-2006until01-07-2006) =
% 100 Value* Production
Costs Fixed ratio
cost
Fixed (01-03-2006until01-07-2006) =
% 100 Value* Production
Capital Working
ratio Capital
Working (01-03-2006until01-07-2006)=
A PPENDIX X: C RITICAL S UCCESS F ACTORS IN
S TRATEGY F ORMATION
The strategy formation could be judged a success if it facilitates
▪ Strategic Thinking
▫ Development of awareness, not only of the industry in which you operate, but also of Competitors
▫ Self-criticism, i.e. strengths, weaknesses, opportunities and threats
▫ Awareness of strengths & opportunities to exploit them
▫ Awareness of key problem areas
▫ Decision-making through effective and adaptive process
▫ The maintenance and understanding of changing organisational processes and procedures understanding of the strategic priorities of top management
▫ Learning from experience
▫ Confidence that the business is more successful as a result
▪ Strategic Planning
▫ Redesign of the goal of the company
▫ Development of a good document, e.g. accurate, simple to understand
▫ Development of a clear plan with clear responsibilities
▫ Development of the detailed plan
▪ Embedding
▫ A shared understanding of strategic objectives and priorities for all levels
▫ Education of all people on the importance of company strategy
▫ Co-ordination and flow of objectives, measures and actions from high level to low
▫ Achieving a general level of agreement
▫ Open lines of communications
▫ Involvement of staff in decision-making, taking into account their ideas to let them feel they have a say in their own future
▫ Change by motivating people
▫ Adaptation of technology to help strategic change
▫ Trading-off of strategic choices to optimise business performance
▫ Effective change management avoiding overlapping and conflicted development
Decision Areas Skinner (1969)* Fine and Hax (1985)*
Hayes et al.
(1988)*
Hill (1989)* Schroeder (1990)*
Platts (1990)* Ward (1996) Slack & Lewis (2002)
Hayes, et al.(2005)
Key Elements Structural Plant &
equipment
Capacity Capacity Capacity Plant capacity Capacity Capacity Capacity Capacity
Facilities Facilities Plant location Facilities Facilities Facilities
Plant &
equipment
Technology and process
Technology Process Process
technology
Process and technology
Process technology
Process Technology IT and process technologies
IT & PT Plant &
equipment
Vertical Integration
Vertical integration
Process positionning
Make or buy Span of process Vertical integration
Supply Network Sourcing and vertical integration
Sourcing and Vertical Integration Deveolpment and
organisation Infrastructural Production
planning and control
Quality management
Quality Quality assurance and control
Quality assurance Quality Quality systems Quality systems Quality Systems
Production planning and control
Manufacturing
infrastructure
Production
planning
Manufacturing planning and inventory control systems
Production and inventory control, JIT
Control policies Production and inventory control systems
Work and p&c
systems Performance
measurement
Work structuring Manufacturing systems Product design
engineering
Scope new
products
New product
development
Engineering
function support
New product
introduction
New products Product and
process development systems
Product and Process Development Systems Labour and
staffing
Human resources Management of
people
Human resources Workforce management
HR systems HR Systems Workforce
performance, measurement, and reward
Payment systems Measurement and
reward systems
Measurement and
Reward Systems Organisation and
management
Organisation Organisational structure
Manufacturing organisation
Manufacturing organisation
Organisation Organisation
Vendor relations Suppliers Suppliers Supplier Relations
Clergical
procedures
Information
systems
Resource allocation and capital budgetting systems
Miscallenous
All structural elements contain infrastructural elements
Capacity
Production
Planning &
Control Systems
