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Strategy and Performance

All titles
Strategy and Performance

Strategy and Performance

Creating a Winning Business Formula
John Mills, University of Cambridge
Ken Platts, Cranfield University, UK
Andy Neely, University of Cambridge
Huw Richards, University of Cambridge
Michael Bourne, Cranfield University, UK
September 2002
Paperback
9780521750295
AUD$133.59
exc GST
Paperback
    Description

    The right manufacturing strategy is vital to maintaining profitability and running an efficient business. Manufacturing, however, is a complex business, and it is often difficult to know where to start when reviewing and developing long term strategic plans. This industry guide explains in clear, simple stages how to review your current processes and procedures, and how to build on this information to develop, present and implement new manufacturing strategies. Based on a uniquely structured approach developed over many years with major industry clients, including Rolls-Royce and Federal Mogul, its holistic approach can be applied to every area of operations from the entire organisation down to individual business units or processes. Supporting material is available online at www.cambridge.org/9780521750295. Written for managers of small-medium sized businesses and industry consultants, this book also forms part of a three volume set covering business strategy, performance, and competencies.

    • Step-by-step guide to developing and implementing strategy for manufacturing organisations
    • Developed by the Cambridge Institute for Manufacturing with major industrial clients
    • Part of three volume set covering business strategy, performance and competencies

    Product details

    September 2002
    Paperback
    9780521750295
    124 pages
    247 × 176 × 16 mm
    0.315kg
    Available

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    Contents

    Table of Contents

    • Part I. Introduction to Strategy and an Overview of the Approach:
    • 1. What is strategy?
    • 2. What is manufacturing strategy?
    • 3. Overview of the approach
    • Part II. Selecting a Facilitator
    • Part III. Why Start and How to Start?:
    • 1. History and argument
    • 2. Comments from users and non-users
    • 3. Time, resources and planning the first steps
    • 4. Do you have a problem (1)?
    • 5. Do you have a problem (2)?
    • Part IV. The Process:
    • 1. Grouping products
    • 2. What are the objectives of our business?
    • 3. What is our current strategy?
    • 4. Can current strategy achieve our objectives?
    • 5. Navigating toward our business objectives
    • 6. Embedding strategy-making into the culture.
      • Show more

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    Strategy Software and Files
    Size: 2.84 MB
    Type: application/zip
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    About the authors
      Authors
    • John Mills , University of Cambridge

      Dr Mike Bourne joined the faculty at Cranfield School of Management in October 2000 and works on a number of projects involving assisting a number of blue chip companies with the development of their use of data and performance measures. Mike's career includes a research post at the Institute for Manufacturing, Cambridge and a wide variety of positions in industry, including periods in production management, business systems, strategy and acquisitions.

    • Ken Platts , Cranfield University, UK

      John Mills spent 20 years with Shell International and Philips Electronics, initially in consultancy roles and then in factory, development and business management, especially in electronics and mobile communications industries. He joined Cambridge University in 1992 and is based at the Institute for Manufacturing in Cambridge.

    • Andy Neely , University of Cambridge

      Andy Neely is Director of the Centre for Business Performance at Cranfield School of Management and Professor of Operations Strategy and Performance. He has consulted to and worked with numerous organisations including 3M, Andersen Consulting, Aventis, British Aerospace, British Airways, British Telecom, DHL, Diageo, KPMG, NatWest Bank, Pilkington, Reckitt and Colman, and Rolls Royce Aerospace.

    • Huw Richards , University of Cambridge

      Dr Ken Platts spent the first part of his career working in manufacturing engineering and manufacturing management with companies making shoe machinery, ac generators, bicycles and cranes. Following an 18 month Fellowship in Manufacturing Management at Cranfield University, he went on to head the Computer Aided Manufacturing Group at TI Research labs before joining the University of Cambridge where he has just completed a three year term as the Director of the Manufacturing Engineering Tripos BA and MEng programmes.

    • Michael Bourne , Cranfield University, UK

      Huw Richards worked in a variety of roles before studying mechanical and production engineering. After more than 10 years as a freelance consultant in training and communications, he joined a research project at the University of Cambridge in 1992 to develop processes to help manufacturing companies formulate strategy and design appropriate performance measurement systems. He is currently based at the Institute for Manufacturing in Cambridge.

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