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Progression or regression in facilities focus
Author(s) -
Hill Terence J.,
DukeWoolley R. M. G.
Publication year - 1983
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.4250040203
Subject(s) - process (computing) , product (mathematics) , maturity (psychological) , order (exchange) , business , competitive advantage , marketing , industrial organization , focus (optics) , process management , operations management , computer science , economics , psychology , developmental psychology , physics , geometry , mathematics , finance , optics , operating system
In many industries today, advances in technology and changes in market demand have together resulted in the need for significant manufacturing change, both in terms of products and processes. This need to respond in order to stay competitive means not only planning for product change but also planning for process change. Further, this latter aspect has two dimensions. The first concerns process technology changes which are due to the introduction of new products or to gain distinct, accrued advantages such as process capability or cost. The second is the need for process alterations which are necessary to support changes relating to existing products in terms of mix, volumes and product maturity. In many situations, however, the consideration of process change, particularly to support alterations in product mix, is an anathema to the presently‐held view of cost‐effective manufacturing. Consequently, such changes tend to be made on an ad hoc rather than planned basis. However, if this attitude is not reviewed then companies may gradually lose their competitive edge as the required facilities focus deteriorates.