Hayes and Wheelwright

For specialty chemicals production networks, the planning and controlling process has to combine the site perspective and the value chain perspective. Most specialty chemicals companies have a division/business unit organization and operate sites shared by several divisions. While each division can cover the value chain perspective individually, for example by integrating the above-mentioned indicators into controlling processes, the site perspective requires cross-divisional coordination to avoid suboptimal solutions. Different options ranging from centralized to decentralized setups exist to do so (cf. Hayes and Wheelwright 1984, pp. 120-125). 

Figure 2.2 Manufacturing Strategy Decision Categories (From Hayes and Wheelwright, Restoring Our Competitive Edge Competing through Manufacturing, 1984, p. 31. Reprinted by permission of John Wiley Sons, Inc.)...

Figure 2.3 Volume and Process Choice (Adapted from Hayes and Wheelwright, Jan. 1979, pp. 133-140)...

Firms are commonly classified by the methods that they select to manufacture their products. Usually the volume of product that it is producing determines the methods used by a firm to manufacture the product. As discussed earlier, Hayes and Wheelwright (1984) illustrated this relationship, which is reproduced in Figure 6.2. The conunon classifications are job shop, batch processing, repetitive manufacturing or line manufacturing, and continuous manufacturing. 

Hayes and Wheelwright define manufacturing strategy as having the eight decision categories listed below ... 

The remainder of Table 6.1 defines roles and responsibilities for the supply chain manager. These, of course, depend on the assigned mission. The purpose of the list is to present some of the possible options sorted by time horizon. Long-term items, often one to five years, are infrastmc-ture decisions described in the description of Hayes and Wheelwright s manufacturing strategy model in Section 4.3. 

Cells also facilitate implementation of the focused factory. The focused factory is a concept introduced by Wickham Skinner. It was further examined and developed by Hayes and Wheelwright. These authors report research supporting the finding that focused factories — ones that do not attempt too much — outperform their competitors. The analogy is the athlete. To excel in a sport, one must concentrate on that sport. The multisport professional athlete is relatively rare. So it goes with factories. 

The matrix is used by Hayes and Wheelwright to illustrate three important points ... 

Of these, the manufacturing function share the organizations assets and people. According to Hayes and Wheelwright the four stages in the strategic role of manufacturing are as follows ... 

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