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Collaborative
Continuous Improvement Programs in Supply Chain
-- Hamid
Noori
This
paper presents findings from an exploratory study that investigates
the extent to which Continuous Collaborative Improvement (CCI)
activities are implemented in the supply chains of Canadian
industries. Several Canadian industries including the automotive,
electronics and aerospace sectors were examined to determine:
(i) what CCI activities were initiated, (ii) which supply
chain nodes were the most proactive in establishing these
endeavors, (iii) what are the most effective collaborative
tools and processes, and (iv) the effect such tools would
have on the supply chain performance of participating companies.
The results indicate that Canadian companies are placing greater
strategic importance on supply chain performance. Supply chain
nodes are engaging in joint strategic planning to a greater
extent than they did a decade ago. However, certain industries
such as the automotive and aerospace sectors are decidedly
more integrated, as cost control and on-time deliveries are
strategic imperatives in these businesses. The efforts are
being initiated more at the customer level than at the upstream
supplier nodes. The most effective tools are quality standards
such as ISO 9000, EDI usage, improvements process such as
JIT and lean manufacturing, and the establishment of performance
targets for suppliers. These efforts are resulting in improvements
in variables such as quality, lead-time, on-time delivery
and cost and operational efficiencies.
©
2004 Business Perspectives (www.businessperspectives.org).
This article was published in Problems and Perspectives
in Management, 2/2004. Reprinted with permission.
A
Comparative Study of Supply Chain Effectiveness of Select
Indian Automobile
Organizations
- - Vinod Kumar Jain
and A K Ramani
Today,
every organization is facing fierce competition in the market,
because of short product cycle, rapidly changing technology,
and economic conditions. Virtually, each major automobile
company in the country is trying to make its presence felt
in the new net-centric economy. The dealers are also focusing
on getting to know their customer better, some on making their
supply chain neat and transparent, some on creating electronic
marketplace. Every organization is trying to improve their
supply chain by enhancing the competitive or differential
advantage of their firms through cost reduction and customer
satisfaction. It can be obtained with information sharing,
cooperation, risk and reward sharing among supply chain partners.
In this scenario, only those organizations can survive which
can compete on the basis of cost and quality. All these can
be achieved through an effective supply chain. The present
paper is an attempt to compare the supply chain effectiveness
of the selected automobile companies and give them suggestions
for improvement to get the competitive edge.
©
2005 IUP. All Rights Reserved.
Target
Costing for Flexible Manufacturing Systems - A FAST Approach
-- N
Raviswaran and R Gandhinathan New
Product Development (NPD) process has undergone revolutionary
changes during the past few years due to global economic policies.
The organizations have made their manufacturing systems flexible
and agile to adapt to changing customer needs. However, with
ever increasing demand on lower prices, the NPD process is
under constant pressure today to deliver products at lowest
possible cost. Target Costing (TC) has emerged as one primary
tool backed by conventional NPD tools like Value Engineering
(VE), Quality Function Deployment (QFD) and Design for manufacture
(DFM) to facilitate the manufacturer in this emerging economic
scenario. The primary objective of this work is to study the
influence of Value Engineering on Target Costing process.
The case of an Indian Auto manufacturer has been taken up
and a Target Costing process aided by Value Engineering has
been applied. The approach and results have been discussed
in this paper.
©
2005 IUP. All Rights Reserved.
Implementing
Total Productive Maintenance in Malaysian Manufacturing Organizations:
An Operational Strategy Study
-- One
Yoon Seng, Muhamad Jantan and T Ramayah
Total
Productive Maintenance (TPM) has been recognized as one of
the significant operations strategy to regain the production
losses due to equipment inefficiency. Many organizations have
implemented TPM to improve their equipment efficiency and
to obtain the competitive advantage in the global market in
terms of cost and quality. In the implementation of TPM in
a manufacturing organization, both Human-oriented and Process-oriented
Strategies has been identified as critical success factors.
This paper, therefore, focuses on the two TPM operational
strategies, which are posited to improve the extent of TPM
implementation in manufacturing organizations. This study
is an attempt to look at the TPM implementation from the perspective
of a developing country such as Malaysia.
©
2005 IUP. All Rights Reserved.
Operation
Strategy in Process Industry
- - Arabinda
Tripathy and Amiya K Sahu
Fast
changes in technology, competition, and most importantly customer
expectations are creating an increasingly uncertain atmosphere
for business. People tend to get attracted towards short-term
gains putting aside the advantages of having long-term strategies.
The manufacturing sector is being victimized by this phenomenon.
While it has been recognized that manufacturing holds the
key to development, less emphasis has been given to it. Enhancement
of manufacturing practices in the process industry has always
been a lesser priority. While many solutions can be developed
to counter the challenges in the process industry, it needs
comprehensive and concentrated efforts in designing its strategy
to meet competition. This paper discusses the characteristics
of process industry and tries to focus on developing some
specific strategic options, which can be useful in confronting
competition.
©
2005 IUP. All Rights Reserved.
Case
Study
Taiichi
Ohno and the Toyota Production System
- - Shirisha Regani
The
Toyota Production System has to evolve constantly to cope
with severe competition in the global marketplace. -Taiichi
Ohno, the architect of Toyota's Production System, i 1977.
The
more profitable Toyota becomes, the more attention TPS gets. -Rieko
Ohsaki, Business Development Manager at OJT, a TPS consulting
firm in 2004.
©
2005
ICMR. All Rights
Reserved. For accessing and procuring the case study, log
on to www.ecch.cranfield.ac.uk or www.icmrindia.org |
