جستجوی مقالات مرتبط با کلیدواژه "استراتژی تولید" در نشریات گروه "مدیریت"

Production strategies provide organizations with a set of tools to take appropriate steps in path of presence in domestic and foreign markets by using a combination of them. Meanwhile, heavy vehicle industry, as one of the productive and entrepreneurial industries of country, can improve its export performance in Middle East region by choosing appropriate competitive priorities. This research seeks to help in this direction by explaining a suitable model for export of Iranian heavy vehicles. Statistical population of this research includes heavy vehicle manufacturing companies in Iran. Also, due to limited number of members of statistical population of research, census method was used and all members were investigated. In this research, after extracting initial conceptual framework from research literature, using a questionnaire approved by experts, conceptual model was tested using structural equation and using Smart-PLS software. For this purpose, validation of measurement model and the structural model was carried out, and localized structural relations model of export of Iranian heavy vehicles was developed. The findings of this research, in addition to showing that manufacturers of heavy vehicles in our country, should pay attention to competitive priorities of flexibility and deliverability in order to improve their export performance; it suggested measures and implementation plans related to improving performance of each of priorities. Also, this research determined that current export performance of Iran's heavy vehicles is not in a good condition and according to some indicators, it has a weak condition and according to some other indicators, it has an average condition.

Operational strategy is one of the essential tools for operations management in the current competitive environment. The operational strategy focuses on the activities of the operational levels in line with the competitive priorities of the organization. Hence, the present study tries to review and design the most appropriate operational strategies for increasing the efficiency of the Automotive manufacturing industry. However, given that the supply chain of this industry is dependent on the changing and unpredictable environment of the market and environment such as raw materials, suppliers' conditions, government policies and sanctions, and the price fluctuations caused by currency volatility, so the need for operational strategies is felt. Therefore, after determining the annual goals for each output, continuous flow production system was identified as the appropriate system for achieving the desired situation in the studied company. At last, adjustments were provided to improve the company's status in each of the production levers. Output Prioritization and development of the Miltenburg model with the Fuzzy Best-Worst Method took place for the first time According to the experts' opinion, which cost criterion identified as the most important output and the Quality criterion placed at the second level of important; and also Flexibility, performance and delivery criteria placed at the next level of important.

Manufacturing strategy in the simplest definition means configuring manufacturing decisions tailored to the company's competitive priorities. Therefore, the first step in developing a manufacturing strategy is to properly recognize all manufacturing decision areas, In addition, in each decision, there are several alternatives for companies, and the choice of different alternatives together forms the configuration of the manufacturing unit. These decisions need to be customized for each industry because the nature of production in each industry is different. This research aims to do this in the Iranian chemical pharmaceutical industry. First, a comprehensive list of manufacturing decisions and alternatives was obtained by studying the research literature, and then more than 25 interviews were conducted with experts in the industry based on it. The interviews were analyzed using Qualitative Content Analysis method. The results showed that due to strict legal requirements in drug production and the specific type of drug sales in the Iranian market, companies in most decision areas, do not differ much from each other and the options available to them are limited. Therefore, the main difference between the manufacturers of chemical drugs in Iran is due to the difference in decision-making in the areas of Human Resource Management and Quality Management; and these two areas have a significant impact on the competitive position of companies. Also, cooperation with foreign leading companies in the field of process design, obtaining formulation and supply of raw materials has a great impact on the competitive position of companies in this industry in Iran.

Manufacturing strategic decisions and competitive priorities have effects on competitive advantage of firms. The focus of this study is on the relationship between the manufacturing strategic decisions and competitive priorities and its influence on the firm’s performance in the automotive supply industry of Iran. A survey has been conducted by the means of a questionnaire to collect data. Data was analyzed by descriptive and inferential statistics (bivariate correlation and multiple linear regression). In this study, after classifying the manufacturing strategic decisions (according to competitive priorities), its influence on the fulfillment of competitive priorities and business performance has been distinguished. Findings indicated that some of the decisions had more effects on profit, cost, quality, flexibility and delivery capabilities.

The manufacturing strategy seeks to answer the question “How to compete” (Voss, 2005). Competitive priorities and manufacturing strategic decisions are the most important components of the manufacturing strategy. The importance of making manufacturing strategic decisions should be sought in resource constraints. In other words, organizations have to choose the goals and priorities, and in order to fulfill them, they should be able to choose the most effective measures that on the one hand fulfill their priorities with least using resource, and, on the other hand, by doing so, improve their total business performance, such as profitability (Größler, 2010). In this study, after clarifying the competitive priorities in the automotive supplier industry and its relevance to the decisions made by the companies, two fundamental questions are answered. First, whether decisions made to fulfill competitive priorities have the maximum influence on generating manufacturing competence and competitive potentials, and that there is a combination of strategic manufacturing measures that if organizations pay attention to them, they will be able to better fulfill competitive capability. After answering the first question, the second question seeks to answer whether decisions that have the most influence on the fulfillment of competitive priorities have the maximum influence on total performance of companies.
Literature on studies performed on manufacturing strategy can be distinguished in different categories. In the first category, the relationship between competitive priorities (or capabilities) and the importance and type of relationship they have with each other has been examined. In the second category, companies have been classified (clustered) according to competitive priorities and the performance of each cluster has been examined. In the third category, structural and infrastructural decisions have not been omitted and in fact, they have been considered as a part of the manufacturing strategy (McCarthy, 2004). In addition, some researchers have studied the best practice companies (Shah & Ward, 2003; Voss, 2005).

Considering the field's relationship with the research question and access to information, active companies in the automotive supplier industry of Iran are selected as the statistical community. With regard to the subject and the possibility of better access to the suppliers, a list of companies in Sapco and Sazehgostar was prepared. The questionnaire was sent to all 215 companies in the list and 48 companies responded, which means a response rate of over 22%. In this study, measurement is used to collect data and information about competitive priorities, manufacturing strategic decisions and performance. For this purpose, a questionnaire is used. Spearman correlation coefficient is used to find the relationship between competitive priorities and manufacturing strategic decisions. Also, to investigate the effect of manufacturing strategic decisions on companies’ performance  (including cost, quality, flexibility, delivery) and business performance (including profitability, return of investment rate, sales growth and market share), multiple linear regression is employed. In this study, a stepwise approach is used.

In this study, after identifying the common manufacturing strategic decisions in the automotive supply industry to meet their competitive priorities, the influence of such decisions on the fulfillment of competitive priorities was studied. Since the influence of such decisions on the fulfillment of competitive priorities was less than what expected to be, efforts were made to identify those decisions that had the most influence on the fulfillment of competitive priorities. After identifying such decisions, they were referred to as the best manufacturing strategic decisions (Table 1).

In this study, a longitudinal study on cluster production strategy in two time periods with an interval of five years is discussed. Using the longitudinal and transverse analysis has dramatically expanded in recent decades and become well known among researchers. Despite the cross-sectional study, In longitudinal study, data collected from a representative sample in different times. To conduct a longitudinal study, two different clustering was conducted on production strategies used in Iran’s factories, in two time periods. Therefore, the data in the two years 2010 and 2016 period were used from production factories. Population were similar in two period. Clustering validity was assessed by discriminant analysis, and then, changes in production objectives surveyed using Euclidean distance, multivariate data analysis and analysis of variance were used. Finally, changes in cluster’s production objectives are discussed. Based on the results there are similarities and differences between two groups are in two time periods.

Manufacturing strategy for any organization and managers is an important fact, could have a significant impact on organizational success, and could improve the area of ​​expertise within the organization. Considering the importance of this issue, it is clear that the production strategy has a significant role in the competitive situation. Due to the enormous environmental changes, factory production strategies were to quickly change. Most studies in the field of manufacturing.  From the other side production strategies focus on content and process of manufacturing strategy and few studies deals with this area.The aim of this study was to provide a taxonomy of manufacturing strategies.To achieve this purpose, a sample of 100 manufacturing plants located in “Mashhad Industrial Zone” was evaluated. After validity and reliability test of data gatherings tool, we identified four different clusters for manufacturing strategy (each of them emphasized different objectives, through Applying cluster analysis).

Today the most studies in the field of manufacturing strategy are more focused on descriptive processes and conceptual models and draw less attention to quantitative evaluation of manufacturing strategy. Accordingly this essay is aimed to use QFD technique to present appropriate approach for evaluation and development of manufacturing strategy with the focus on competitive paid and offer an analysis of the gap between current and desired situation of company in competitive factors. The data obtained through questionnaires distributed among professionals, with experience of at least 10 years in policy and planning production at Makhzan Foulad Rafe Company which is known with commercial name Dabou Industry. The results of research shows that creativity in product and reduction of energy consumption are the most important (8) and speed of delivering (6.33) are the least important competitive factors in the company and product and process development (47.75) is the most important and improvement of product planning system (37) is the least important manufacturing strategy in the company. Company must employ a manufacturing strategy that is effective in improving competitive factors and provide the ability to achieve the desired situation.

Applying any kind of manufacturing strategy, on the one hand, needs to identify and monitor the current state of the system at the internal and external levels. On the other hand, it needs to provide strategies for improving the system. In this paper, a three-step manufacturing strategic model introduced by using Miltenburg model and focusing on five manufacturing strategic goals (production system, manufacturing outputs, manufacturing leverage, production capabilities and competitive analysis). First, the production system determined based on four indicators of production’s volume and variety, kind of plant layout and material flow. Then, six manufacturing levers (human resources, organizational control and structure, sourcing, production planning and control, process technology and facilities) determined and capabilities of each one evaluated. Next, manufacturing outputs (delivery, cost, quality, performance) have been prioritized using the analytic hierarchy process technique to identify characteristics of the favorable production system. Furthermore, competitive analysis applied to verify the position of the company and its competitors in the market. In the final step, considering the results of previous steps, improvement strategies have been formulated so that the production system will change to favorable system. If the current system needs basic changes, the improvement process will be operational by focusing on improving the manufacturing levers. In order to display the capabilities of the proposed model, a mineral water company was selected as a case study. The results showed that the company's production system is Equipment-paced line flow production system (EPL(and the company's strategic output (calculated by AHP) is the cost. Achieving manufacturing strategy, objectives of organization and competitive analysis were conducted. Results showed that the current manufacturing system must change from ELP to continuous flow manufacturing system. Furthermore, adjusting the manufacturing levers is necessary - particularly human resources- to implement the new proposed system, effectively.

Manufacturing strategy studies has been focused on manufacturing strategy content and process, and has been attend letter in taxonomic study in this scope. Manufacturing strategy taxonomic studies not only give parsimonious description from organization strategic classes but also that provid nessesary context for more special studies, include performance evaluation, fit configuration in ever class and its theory building. Taxonomic researches have developed in world in narrow, and other hand, scope varity and time are influence variables on strategic cluster. In this study, develop the taxonomic study of manufacturing strategy in Iran. We used from K-mean cluster analys for data analysis. Strategic cluster four is identified. Results demonstrated the different of clusters from other studies. Implications provided for ever cluster, and finally, limitations and purposes expressed.

The continuation of profitable and successful life of any organization depends on the existence of integrity in the performance of its subsystems and departments towards the strategic goals. Lack of strategic conformity in the output of different departments in a long term period halts an organization achieve a sustainable competitive position. Marketing and production departments are the key departments whose strategic conformity guarantees the organization's progress and excellence. In this paper we try to present a quantitative model based on "creating value for customers criteria" and "key performance criteria" and related variables to evaluate the conformity of marketing and production strategies. In the end of this paper we present a method for goal setting of this conformity with the use of goal programming technique.