CHANGING MANUFACTURING STRATEGY

This paper demonstrates an approach to successfully managing change of manufacturing strategy. It first introduces the issues and management guidelines, and then describes how one company used this approach to achieve dramatic benefits from changing its manufacturing strategy. A third part of the paper elaborates on how the company made the approach work.     

Implementation of just-in-time methodology in a small company

This paper describes the implementation of JIT in a small manufacturing company and the benefits that resulted for the company's operations. Preliminary analysis identified various problems in the existing manufacturing operations. The pre-implementation and post-implementation conditions of the company arc detailed. The achievements of the JIT implementation included a reduction in material traversing, reduced lead limes and inventories leading to an overall reduction in the cost of manufacturing. A smooth flow of material from the raw material stage to the finished product stage was established. Three separate product lines were combined into a flexible manufacturing assembly line. With the adoption of a holistic approach to JIT implementation, it was found that even a small company can make significant strides towards world class manufacturing status. The experience gained by the company can encourage and benefit other small companies to embrace the JIT approach.     

A reactive approach to material procurement in an SME

The purpose of this paper is to introduce a more reactive approach to material procurement in a small manufacturing enterprise (SME). The approach involves a hybrid top-down and bottom-up approach to the issue of material procurement. The implementation of the approach in the test site is discussed and we show how the company can benefit from its implementation. The approach requires that there is a good interaction and transfer of information between an SME and both its customers and suppliers. The approach also requires a manufacturing firm to have control of the shopfloor and to have access to relevant and accurate information from the shopfloor. This hybrid approach to material procurement coupled with improved production activity control has helped a local manufacturing company to increase its reactivity. A decision support software tool is available which supports this approach and is described in the paper.     

New venture development at Du Pont

New Products are the life blood of a growing company, but traditional methods of introducing new products are no longer adequate. Du Pont is using a new approach called Venture Management. A New Venture Development provides an ideal environment for making and carrying out decisions involved in introducing new technological developments. It combines the advantages in mobility and communications enjoyed by a small venture-orientated company with the strong technical and financial advantages of a large company.     

Chief executive officers' appearance predicts company performance,or does it? A replication study and extension focusing on CEO successions

In this article, we aim to replicate and extend a study that has revealed a link between naïve personality and leadership judgments and company profits. Rule and Ambady (2008) found that power- and leadership-related perceptions derived from CEOs' faces were significantly related to company profits. In our follow-up study and extension, we focus on CEO succession events to explore the longitudinal relationship between personality- and leadership-related perception ratings and company performance. We study the context of CEO successions to test whether variations in personality- and leadership-related perceptions from CEO faces are related to company performance and whether variations in company performance are associated with the type of CEO that is chosen. We can replicate the original correlative leadership effect using a temporal extension of the analysis horizon but fail to replicate the link between CEO leadership perceptions and company performance when using a different measure of performance and a different analytical approach to account for the longitudinal nature of our data. Our results have important implications for further theorizing on the relationship between subjective leadership perceptions and objective performance measures.     

Research Notes on the Best British Companies: a Peer Evaluation of Britain's Leading Firms

The assessment of company performance is one of the major dilemmas facing the strategic researcher. This paper reviews the alternative methods available, then uses one approach, peer assessment, to produce a guide to British company performance. Britain's best companies are identified and their profiles are examined. Their declared financial strengths and relative weaknesses in marketing and innovation are identified.     

Learning and Organization in the Knowledge‐Based Information Economy: Initial Findings from a Participatory Action Research Case Study

This paper reports on an ongoing, multiphase, project‐based action learning and research project. In particular, it summarizes some aspects of the learning climate and outcomes for a case‐study company in the software industry. Using a participatory action research approach, the learning company framework developed by Pedler et al. (1997) is used to initiate critical reflection in the company at three levels: managing director, senior management team and technical and professional staff. As such, this is one of the first systematic attempts to apply this framework to the entire organization and to a company in the knowledge‐based learning economy. Two sets of issues are of general concern to the company: internal issues surrounding the company's reward and recognition policies and practices and the provision of accounting and control information in a business‐relevant way to all levels of staff; and external issues concerning the extent to which the company and its members actively learn from other companies and effectively capture, disseminate and use information accessed by staff in boundary‐spanning roles. The paper concludes with some illustrations of changes being introduced by the company as a result of the feedback on and discussion of these issues.     

An empirical analysis of the usefulness of disaggregated accounting data for forecasts of corporate performance

This paper presents an empirical test of the theoretical arguments given by Barnea and Lakonishok in relationship to the usefulness of disaggregated accounting data. This usefulness to forecast corporate performance is held to vary with the inter-relationship of the performance of reported business segments. Applying a similar approach, the empirical results reported here suggest that company profile, proxied by a measure of company diversification, has an impact on the predictive ability of disaggregated data.     

Planning acquisitions and mergers

This article considers the problems and opportunities associated with acquisitions and mergers. The author argues that despite the low level of activity in this area at the present time, growth oriented companies should be considering their related long-term objectives. An appropriate acquisition may successfully project a company on a growth path which it could not hope to achieve by organic growth alone. On the other hand ill-conceived acquisitions may just as speedily drive a company to disaster. The failure rate in acquisitions can be reduced by a planned approach. This article aims to explore the steps which a company ought to take from the time it decides to expand by acquisition to the time when the acquisition is integrated into the film.     

Coordinating business strategy and technical planning

Business managers face the decisions discussed in this article regularly. Without a systematic framework, the business context for these decisions is more difficult to establish and to communicate in a company. Where technology is the life-blood of the company, the strategic decision-makers can ill-afford to have the technological resources allocated in a suboptimal fashion. Nor can they afford a business strategy which does not recognize the implications of their technological assets. This article describes an approach to technological strategy formulation that has successfully achieved this.     

Developing a manpower strategy for an industry

This paper considers the following issues for developing an industry manpower strategy. An idea of the national system that exists for implementing a manpower strategy. The main questions arising from the strategy, and a definition of manpower planning. From this, the information and analysis techniques used to identify the strategy. The first application produces a manpower picture of the foundry industry. For company manpower planning the paper describes a manpower model of a company, and how the relationship between the activity and employment patterns of boundries was investigated. The industry findings are verified by company manpower planning investigations using the same information and techniques. The conclusions discuss some of the strengths and weaknesses of using this approach.     

When is it time to revise your SKU classification: setting and resetting the decoupling point in a dairy company

Classification of stock-keeping units (SKUs) is a much used approach to determine inventory strategy, production strategy or location of the decoupling point for different SKU categories. However, the literature mainly provides approaches for determining categories at a certain moment in time without addressing the need and factors that urge revision of a determined classification. This paper addresses that gap. The empirical part relies on an extensive case study of a dairy company and uses a large longitudinal data-set from the case company. Our study demonstrates that periodic reclassification is needed to either increase the competitive strength of the company or to reduce risks. Still, classification and reclassification are much more a subtle process that balances customer wishes, operational decisions and commercial motives than a straightforward calculation.     

The how and why of a firm’s approach to CSR and sustainability: a case study of a large European company

This paper aims to analyse “how” and “why” a company engages in CSR and sustainability. The “how” concerns the features of the firm’s CSR and sustainability approach, defined in terms of a firm’s strategy (implemented issues, initiatives and activities) and organization (organizational structures and roles and managerial systems adopted). The “why” refers to the key determinants, both internal and external, of CSR and sustainability. Finally, how the firm’s CSR and sustainability approach evolves over time and the relation between CSR determinants in various stages of the CSR evolutionary path are also investigated. The research method is based on the longitudinal analysis of a case study concerning a large multinational company operating in the telecommunications industry in Europe. The analysis of the case study shows that sub-cultural differences in the approach to CSR and sustainability may occur across hierarchical levels and functional units. Moreover, embedding CSR and sustainability principles doesn’t follow a linear and continuous process, made by sequential stages. Indeed, it can be characterized by an up and down evolutionary path, based on different stages with a changing emphasis given to CSR and sustainability issues. Finally, we find that the firm CSR and sustainability approach is not an autonomous choice, but it is a consequence of the contingent role played by both the external and the internal drivers and by their relative importance during the company’s CSR history.     

Strategic monitoring at a chemical company

This article describes the development and introduction of a performance measurement system at the Dutch chemical company DSM. This system aims to measure progress toward strategic objectives and key success factors. As such, it can be regarded as a strategic monitoring device which supplements the customary financial controls. The article outlines the company context, the reasons for developing performance measurement, the development and implementation process and the actual approach adopted and concludes with some practical guidelines based on the experiences gained in this case.     

Tighter MIP models for Barge Container Ship Routing

This paper addresses the problem of optimal planning of a liner service for a barge container shipping company. Given estimated weekly demands between pairs of ports, our goal is to determine the subset of ports to be called and the amount of containers to be shipped between each pair of ports, so as to maximize the profit of the shipping company. In order to save possible leasing or storage costs of empty containers at the respective ports, our approach takes into account the repositioning of empty containers. The line has to follow the outbound–inbound principle, starting from the port at the river mouth. We propose a novel integrated approach in which the shipping company can simultaneously optimize the route (along with repositioning of empty containers), the choice of the final port, length of the turnaround time and the size of its fleet. To solve this problem, a new mixed integer programming model is proposed. On the publicly available set of benchmark instances for barge container routing, we demonstrate that this model provides very tight dual bounds and significantly outperforms the existing approaches from the literature for splittable demands.We also show how to further improve this model by projecting out arc variables for modeling the shipping of empty containers. Our numerical study indicates that the latter model improves the computing times for the challenging case of unsplittable demands. We also study the impact of the turnaround time optimization on the total profit of the company.     

But Will it Raise My Share Price? New Thoughts About an Old Question

In valuing any investment project or acquisition, executives must decide what discount rate to use to estimate the value of the projected cash flows. This paper argues that the traditional approach, which bases its estimate of the company’s cost of capital on the Capital Asset Pricing Model, places the company at risk. Specifically, ‘beta’ is unreliable and captures only a portion of the risk that managers and shareholders agree are important. The authors then offer an alternative measure—reflecting a company’s total risk—that they say provides a reliable estimate and is consistent with the evolving theory of strategic management.     

差价合约下电网公司购电费用最小化的离散优化模型

以购电费用最小化为目标函数,构建了差价合约下电网公司在合约市场、现货市场、备用市场和可中断负荷交易市场上的最优购电模型,并利用启发式算法给出了该模型的求解算法,最后,通过算例分析了差价合约及合约电量比重对电网公司购电费用的影响。     

Empowerment fördern,neue Firmenkultur etablieren,Nachhaltigkeit sichern

In contrast to many other change processes that are often led by a defined process architecture with clear targets and a strategic framework that mainly addresses company leaders, this systemic approach within a medium-sized company fostered high participation and an organically growing change management. Focusing on the empowerment of employees from the start serves two parallel objectives: the development of a new organization and the transfer of the experience from the existing organization. In the following example, this dialectic challenge is targeted by an iterative process. The organic intertwining of operative and change specific tasks enables a participative target frame that step by step includes and fuels a new culture, modern leadership principles, and contribution.     

Technological change and technology monitoring process: Evidence from four Italian case studies

Technology monitoring (TM) may take on different meanings in a company’s day-to-day activities. In some cases it can be interpreted as a technology intelligence methodology, while in others it is understood as technology forecasting or even as technology assessment. These different interpretations are confirmed by an analysis of the literature. This case study examines the technology monitoring process in four Italian companies.For each of the cases considered, first we analysed the way technology monitoring is carried out and then we tried to understand what factors influence the company approach to technology monitoring. Four factors that can be expected to influence a company’s technology monitoring approach came out of this empirical research study: the industry a company operates in, the business model it uses, the importance of technology in the corporate culture, and the level of its R&D resources.     

Strategic management in a firm of consulting engineers

This article describes the introduction of strategic management in a large and diversified company of consulting engineers in Brazil. This was done by a massive strategic planning effort in which the 60 top people of the company actively participated. This approach was chosen to produce both a comprehensive corporate strategy and strategic management capability throughout the company. The project therefore gave as much attention to training and guidance as to planning itself. Psychological, organizational and ‘political’ factors were taken seriously into account. Project management was a good joint-venture between some top people inside and some external consultants, strongly interacting with each other. The project resulted not only in plans, but also in decisions, including tidying-up the divisional structure of the firm. The article evaluates the project to determine success factors in such undertakings. It is interesting for managers to appreciate the factors involved in efforts to produce plans, develop managers and reorient a company at the same time. It is also interesting because it shows a fruitful, although demanding role for management consultants in strategic reorientations: more committed, more ‘on-line’ than experts submitting recommendations; less amorphous and more performance-oriented than organizational development gurus.