Focused factories

Considering only production network design, Schmenner (1979) builds on the focused factory concept to develop four distinct multi-plant strategies. While he does not consider an international environment, the generic strategies developed for domestic networks are also applied to international production networks (cf. Kouvelis et al. 2004, p. 127). Based on a product/market or process focus Schmenner defines four plant types ... 

In a model developed to analyze the trade-off between scale advantages from product-focused factories and reduced transport costs from market-focused factories Cohen and Moon (1991) and Moon (1989) consider a fixed charge incurred for each product-plant allocation and a concave production cost function. The cost function is transformed into a piecewise linear function. In a model developed for the paper industry, Philpott and Everett (2001, pp. 229-230) use pre-determined product mix "clusters" that are selected using binary variables and for which the effects on unit production costs and technical capacity are specified exogenously to model scope effects. 

Skinner W (1974) The focused factory. Harvard Business Review 52 113-121... 

Focused factory - Cells also facilitate implementation of the focused factory, a COTicept developed by Wickham Skinner, and which characterizes a factory that does not attempt to do much different things. The analogy is the athlete. To excel in a sport, rme must concentrate on that sport. The multisport professional athlete is relatively rare. Within the focused factory, each cell can be tailored to customer needs, rather than operating in a one-size-fits-all environment. 

Rapidly reposition internal operations for new opportunities, which mean structuring internal operations using cells and focused factories. 

Continuous Improvement Focused Factory—JIT tool Simplification Standardization... 

Focused factory—A plant established to focus the entire... 

The principle behind spheres is similar to the one manufacturers follow when deciding how to set up focused factories described in Section 4.3. Once functions like those listed in Figure 9.1 are embedded in company infrastructures, carving out processes to serve businesses within the business is daunting. Many obstacles stand in the way, such as resistance to change, information systems, and motivators. In fact, the easiest situation is starting off with a new product or customer. This section describes two paths that might be taken ... 

Rapidly reposition internal operations for new opportunities. This means structuring internal operations using cells and focused factories. The cells, in particular, must be built to be flexible, even if it means putting wheels under machines. 

The agile enterprise extends the philosophy of cellular manufacturing up into the organization. It would encompass infrastmcture, including control systems, union contracts, rewards and incentives, information systems, and technology competencies. This means, in all probability, that the focused factory or cell can even be dissociated from the enterprise. 

Focused factory A concept originated by Wickham Skinner arguing that factories or parts of factories perform best if they are designed to fulfill customer requirements as efficiently as possible. The focused factory uses manufacturing capability to support strategies for competing. 

Three of the ways in which businesses have sought to impiement their giobai iogistics strategies have been through focused factories, centraiised inventories and postponement. 

Finaiiy, what wiii be the impact on production fiexibility of the trend towards focused factories where voiume and economies of scaie rule the day Whilst these goals are not necessarily mutually incompatible it may be that organisations that put low-cost production at the top of their list of priorities may be at risk in markets where responsiveness and the ability to provide Variety are key success factors. 

Focused factories and centralised distribution - as a result of rationalising production and distribution, many companies are now having to serve customers at a greater distance. 

In order to remain competitive in the international business environment, companies seek to lower their costs while enhancing the service they provide to customers. Two commonly used approaches to improve the efficiency and effectiveness of supply chains are focused factories and centralised inventories. 

Focused factories from geographical to product segmentation... 

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