Total Operations Solutions

Manufacturing Sector

Skinner (1969) described manufacturing facilities as either a corporate millstone or a competitive weapon depending on the strategy applied and pursued. Wheelwright and Hayes (1985) defined the four stages of manufacturing's strategic role, as illustrated in Table 7.1.

Table 7.1: Stages in manufacturing's strategic role

Stage

Strategy

Role

Stage 1

Minimize manufacturing's negative potential: internally neutral

Manufacturing is kept flexible and reactive

Stage 2

Achieve parity with competitors: externally neutral

Capital investment is the primary means for catching up with competition

Stage 3

Provide credible support to the business strategy: internally supportive

Longer-term manufacturing developments and trends addressed systematically

Stage 4

Pursue a manufacturing-based competitive advantage: externally supportive

Long-range programmes pursued in order to acquire capabilities in advance of needs

Source: Wheelwright and Hayes, 1985

In a manufacturing business, a number of interrelated functions (such as marketing, innovation, engineering, purchasing, manufacturing and distribution) work towards a common objective of satisfying the customers and at the same time ensuring an attractive return on investment for the shareholders. This is illustrated in Figure 7.1. Of these, the manufacturing function has the majority share of the company's assets and people. In a typical fast-moving consumer goods (FMCG) manufacturing business:

  • 98% of the products sold are either own manufactured or co-produced

  • 90% of the assets of the company are for manufacturing

  • 75% of the people work in manufacturing.


Figure 7.1: Total business process

A simple and popular model is shown in Figure 7.2. This illustrates the manufacturing process where the core...

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