Operationalising strategy: Mapping manufacturing variables

doi:10.1016/S0925-5273(02)00377-8

Operationalising strategy: Mapping manufacturing variables

2004-06-01

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DOI：10.1016/S0925-5273(02)00377-8

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A fundamental question in the operationalisation of manufacturing strategy is how to link manufacturing objectives to action plans. The generation of a range of feasible action plans is a difficult task because many production variables need to be taken into account. Traditionally, such decisions were often made primarily on intuition and past experience. These approaches, though appropriate at times may not give the best results. To some extent, various techniques and decision support systems have helped managers to explore the issue, but with limitations. This paper describes the ongoing study to develop a software tool (TAPS) to assist managers in the generation of action plans, and the creation of a process to guide industrial companies through making such decisions. TAPS is based on Burbidge's Connectance Concept. TAPS helps managers to visualise and represent their perceptions of the relationships between variables and objectives through a sequential, analytical process. A manufacturing objective is linked to relevant variables to provide managers with a coherent picture of the levers that could be manipulated to achieve the desired outcome. This enables several possible action plans to be created. Saaty's analytic hierarchy process is used in the process for the evaluation and selection between alternative actions. This paper describes TAPS and its process, as well as its application in an industrial case and concludes with a discussion of its contribution to managerial practice. (C) 2003 Elsevier Science B.V. All rights reserved.

Keywords:

strategy deployment

connectance

action plan selection

Operationalising strategy: Mapping manufacturing variables

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