Sequences of operational improvements: some empirical evidence
Looks at the improvement initiatives which companies implement in operations, in the areas of design, supply and production. A number of initiatives are considered, including design computerization, flexible automation, linkages with suppliers and JIT. In the literature these initiatives have been g...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
1998 |
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| Schlagwörter: |
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| Umfang: |
13 |
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| Reproduktion: |
Emerald Fulltext Archive Database 1994-2005 |
|---|---|
| Übergeordnetes Werk: |
In: International journal of operations & production management - Bingley : Emerald, 1980, 18(1998), 2, Seite 195-207 |
| Übergeordnetes Werk: |
volume:18 ; year:1998 ; number:2 ; pages:195-207 ; extent:13 |
| Links: |
|---|
| DOI / URN: |
10.1108/01443579810177067 |
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NLEJ219683662 |
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10.1108/01443579810177067 doi (DE-627)NLEJ219683662 DE-627 ger DE-627 rakwb eng XA-GB Sequences of operational improvements: some empirical evidence 1998 13 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Looks at the improvement initiatives which companies implement in operations, in the areas of design, supply and production. A number of initiatives are considered, including design computerization, flexible automation, linkages with suppliers and JIT. In the literature these initiatives have been given different names, such as technical and organizational innovations or best manufacturing practices. Using survey data, the paper examines the question of the existence of different sequences followed by companies to innovate their operations. A sample of 125 US, Japanese and Italian companies belonging to the electronics, machinery and transport industries is analysed. On the basis of the initiative start-up year, four different sequences have been found. They are different in terms of two dimensions: one is the type of initiatives launched at the beginning, and the other is the level of selectiveness of the companies in launching the initiatives. The sequences have been labelled Hard Full Adopters, Hard Discriminators, Soft Full Adopters and Soft Discriminators. Company characteristics, such as the country of location, and context factors such as export, and length of product life cycle have emerged as discriminating factors between the sequences. Emerald Fulltext Archive Database 1994-2005 Design Improvement Operations management Production Supply Filippini, Roberto oth Forza, Cipriano oth Vinelli, Andrea oth In International journal of operations & production management Bingley : Emerald, 1980 18(1998), 2, Seite 195-207 Online-Ressource (DE-627)NLEJ219579180 (DE-600)2032083-8 nnns volume:18 year:1998 number:2 pages:195-207 extent:13 http://dx.doi.org/10.1108/01443579810177067 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 18 1998 2 195-207 13 |
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10.1108/01443579810177067 doi (DE-627)NLEJ219683662 DE-627 ger DE-627 rakwb eng XA-GB Sequences of operational improvements: some empirical evidence 1998 13 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Looks at the improvement initiatives which companies implement in operations, in the areas of design, supply and production. A number of initiatives are considered, including design computerization, flexible automation, linkages with suppliers and JIT. In the literature these initiatives have been given different names, such as technical and organizational innovations or best manufacturing practices. Using survey data, the paper examines the question of the existence of different sequences followed by companies to innovate their operations. A sample of 125 US, Japanese and Italian companies belonging to the electronics, machinery and transport industries is analysed. On the basis of the initiative start-up year, four different sequences have been found. They are different in terms of two dimensions: one is the type of initiatives launched at the beginning, and the other is the level of selectiveness of the companies in launching the initiatives. The sequences have been labelled Hard Full Adopters, Hard Discriminators, Soft Full Adopters and Soft Discriminators. Company characteristics, such as the country of location, and context factors such as export, and length of product life cycle have emerged as discriminating factors between the sequences. Emerald Fulltext Archive Database 1994-2005 Design Improvement Operations management Production Supply Filippini, Roberto oth Forza, Cipriano oth Vinelli, Andrea oth In International journal of operations & production management Bingley : Emerald, 1980 18(1998), 2, Seite 195-207 Online-Ressource (DE-627)NLEJ219579180 (DE-600)2032083-8 nnns volume:18 year:1998 number:2 pages:195-207 extent:13 http://dx.doi.org/10.1108/01443579810177067 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 18 1998 2 195-207 13 |
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10.1108/01443579810177067 doi (DE-627)NLEJ219683662 DE-627 ger DE-627 rakwb eng XA-GB Sequences of operational improvements: some empirical evidence 1998 13 nicht spezifiziert zzz rdacontent nicht spezifiziert z rdamedia nicht spezifiziert zu rdacarrier Looks at the improvement initiatives which companies implement in operations, in the areas of design, supply and production. A number of initiatives are considered, including design computerization, flexible automation, linkages with suppliers and JIT. In the literature these initiatives have been given different names, such as technical and organizational innovations or best manufacturing practices. Using survey data, the paper examines the question of the existence of different sequences followed by companies to innovate their operations. A sample of 125 US, Japanese and Italian companies belonging to the electronics, machinery and transport industries is analysed. On the basis of the initiative start-up year, four different sequences have been found. They are different in terms of two dimensions: one is the type of initiatives launched at the beginning, and the other is the level of selectiveness of the companies in launching the initiatives. The sequences have been labelled Hard Full Adopters, Hard Discriminators, Soft Full Adopters and Soft Discriminators. Company characteristics, such as the country of location, and context factors such as export, and length of product life cycle have emerged as discriminating factors between the sequences. Emerald Fulltext Archive Database 1994-2005 Design Improvement Operations management Production Supply Filippini, Roberto oth Forza, Cipriano oth Vinelli, Andrea oth In International journal of operations & production management Bingley : Emerald, 1980 18(1998), 2, Seite 195-207 Online-Ressource (DE-627)NLEJ219579180 (DE-600)2032083-8 nnns volume:18 year:1998 number:2 pages:195-207 extent:13 http://dx.doi.org/10.1108/01443579810177067 GBV_USEFLAG_U ZDB-1-EFD GBV_NL_ARTICLE AR 18 1998 2 195-207 13 |
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Looks at the improvement initiatives which companies implement in operations, in the areas of design, supply and production. A number of initiatives are considered, including design computerization, flexible automation, linkages with suppliers and JIT. In the literature these initiatives have been given different names, such as technical and organizational innovations or best manufacturing practices. Using survey data, the paper examines the question of the existence of different sequences followed by companies to innovate their operations. A sample of 125 US, Japanese and Italian companies belonging to the electronics, machinery and transport industries is analysed. On the basis of the initiative start-up year, four different sequences have been found. They are different in terms of two dimensions: one is the type of initiatives launched at the beginning, and the other is the level of selectiveness of the companies in launching the initiatives. The sequences have been labelled Hard Full Adopters, Hard Discriminators, Soft Full Adopters and Soft Discriminators. Company characteristics, such as the country of location, and context factors such as export, and length of product life cycle have emerged as discriminating factors between the sequences. |
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Looks at the improvement initiatives which companies implement in operations, in the areas of design, supply and production. A number of initiatives are considered, including design computerization, flexible automation, linkages with suppliers and JIT. In the literature these initiatives have been given different names, such as technical and organizational innovations or best manufacturing practices. Using survey data, the paper examines the question of the existence of different sequences followed by companies to innovate their operations. A sample of 125 US, Japanese and Italian companies belonging to the electronics, machinery and transport industries is analysed. On the basis of the initiative start-up year, four different sequences have been found. They are different in terms of two dimensions: one is the type of initiatives launched at the beginning, and the other is the level of selectiveness of the companies in launching the initiatives. The sequences have been labelled Hard Full Adopters, Hard Discriminators, Soft Full Adopters and Soft Discriminators. Company characteristics, such as the country of location, and context factors such as export, and length of product life cycle have emerged as discriminating factors between the sequences. |
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Looks at the improvement initiatives which companies implement in operations, in the areas of design, supply and production. A number of initiatives are considered, including design computerization, flexible automation, linkages with suppliers and JIT. In the literature these initiatives have been given different names, such as technical and organizational innovations or best manufacturing practices. Using survey data, the paper examines the question of the existence of different sequences followed by companies to innovate their operations. A sample of 125 US, Japanese and Italian companies belonging to the electronics, machinery and transport industries is analysed. On the basis of the initiative start-up year, four different sequences have been found. They are different in terms of two dimensions: one is the type of initiatives launched at the beginning, and the other is the level of selectiveness of the companies in launching the initiatives. The sequences have been labelled Hard Full Adopters, Hard Discriminators, Soft Full Adopters and Soft Discriminators. Company characteristics, such as the country of location, and context factors such as export, and length of product life cycle have emerged as discriminating factors between the sequences. |
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A number of initiatives are considered, including design computerization, flexible automation, linkages with suppliers and JIT. In the literature these initiatives have been given different names, such as technical and organizational innovations or best manufacturing practices. Using survey data, the paper examines the question of the existence of different sequences followed by companies to innovate their operations. A sample of 125 US, Japanese and Italian companies belonging to the electronics, machinery and transport industries is analysed. On the basis of the initiative start-up year, four different sequences have been found. They are different in terms of two dimensions: one is the type of initiatives launched at the beginning, and the other is the level of selectiveness of the companies in launching the initiatives. The sequences have been labelled Hard Full Adopters, Hard Discriminators, Soft Full Adopters and Soft Discriminators. Company characteristics, such as the country of location, and context factors such as export, and length of product life cycle have emerged as discriminating factors between the sequences.</subfield></datafield><datafield tag="533" ind1=" " ind2=" "><subfield code="f">Emerald Fulltext Archive Database 1994-2005</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Design</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Improvement</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Operations management</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Production</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Supply</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Filippini, Roberto</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Forza, Cipriano</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Vinelli, Andrea</subfield><subfield code="4">oth</subfield></datafield><datafield tag="773" ind1="0" ind2="8"><subfield code="i">In</subfield><subfield code="t">International journal of operations & production management</subfield><subfield code="d">Bingley : Emerald, 1980</subfield><subfield code="g">18(1998), 2, Seite 195-207</subfield><subfield code="h">Online-Ressource</subfield><subfield code="w">(DE-627)NLEJ219579180</subfield><subfield code="w">(DE-600)2032083-8</subfield><subfield code="7">nnns</subfield></datafield><datafield tag="773" ind1="1" ind2="8"><subfield code="g">volume:18</subfield><subfield code="g">year:1998</subfield><subfield code="g">number:2</subfield><subfield code="g">pages:195-207</subfield><subfield code="g">extent:13</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">http://dx.doi.org/10.1108/01443579810177067</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_USEFLAG_U</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-1-EFD</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_NL_ARTICLE</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">18</subfield><subfield code="j">1998</subfield><subfield code="e">2</subfield><subfield code="h">195-207</subfield><subfield code="g">13</subfield></datafield></record></collection>
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