Nigel Slack

The Importance‐Performance Matrix as a Determinant of Improvement Priority

A crucial stage in the formulation of operations strategy is the derivation of a ranked (or rated) list of competitive factors such as quality, flexibility, cost. This list is used either to infer an appropriate set of strategic operations decisions or alternatively it is used in conjunction with an independently derived list of the organization′s performance to prioritize each of the competitive factors. Martilla and James take the latter approach to derive an importance‐performance matrix. Examines how the matrix can be modified to reflect managers′ perceived relationships between “importance”, “performance” and “priority for improvement”. Reports two investigations, one dealing with operations improvement at the level of the whole operations function, the other at the level of the department or micro‐operation. Proposes a different zoning of the importance‐performance matrix from that used by Martilla and James.

The two worlds of operations management research and practice:can they meet, should they meet?

The paper presents a brief history of the development of operations management (OM). This provides the backdrop for a content analysis of journal articles published in the Journal of Operations Management and the International Journal of Operations & Production Management between January 1990 and June 2003. MBA student survey data are then used to explore any gaps that may exist between the focus of academic research and the perceived importance of given OM subject areas to practitioners. The practical and conceptual insights highlighted are then used as the basis for a discussion of extant research priorities. The paper concludes with a preliminary conceptual framework that distinguishes between OM research seeking to consolidate operations practice and that which seeks to apply theoretical concepts into a practical context.

Exploring the trade‐off concept

The concept of the “trade‐off” is increasingly seen as central to operations strategy because it forms the foundation of how we conceptualise the improvement process. A case‐based methodology is employed to explore managers’ cognition regarding the idea of operations trade‐offs. Findings from the five case studies examined indicate that the idea of trade‐offs is not the problematic issue for practising managers that it is for academics, indeed it is an easily understood concept which describes the operational compromises routinely made by managers. The significance of specific trade‐offs within any operation is likely to be governed by two factors. These are, first, the degree of “importance” of the trade‐off, in terms of the impact it will have on overall operations competitiveness. The second is the “sensitivity” of the trade‐off. Sensitivity is the degree of change that will be caused to one element of the trade‐off when changes are made to the other.

The changing nature of operations flexibility

Purpose – This short paper seeks to explain why the original paper “The flexibility of manufacturing systems” was written (1987), and attempts to examine at least some of the flexibility literature that has followed.Design/methodology/approach – The approach is a review and observations about the 1987 work.Findings – The original paper treated flexibility in an exclusively manufacturing context. Even in the mid‐1980s one could argue that this was a mistake. If flexibility is an important concept in operations management, it should be explored in all types of operation, not just in manufacturing. Now, more than 80 per cent of economic activity and employment occurs in non‐manufacturing enterprises. Flexibility is no different from most other topics in operations in that it is unreasonably skewed towards the manufacturing sector, it would nevertheless benefit from more empirical and conceptual work in the context of service operations.Originality/value – Provides a useful update on an authors findings from...

Manufacturing systems flexibility - an assessment procedure

Abstract Any procedure for flexibility assessment needs a framework which can identify the different types of manufacturing flexibility and relate them to the overall objectives of the company. It also needs a process by which objectives can be translated into specific action tasks. This paper uses the ‘flexibility hierarchy’ as the framework for assessment.

Operations strategy: will it ever realize its potential?

Embora nas ultimas tres decadas tenha sido constatado um constante crescimento na percepcao de importância da area de estrategia de operacoes, juntamente com a sua respectiva base literaria, pode-se argumentar que ela ainda nao atingiu todo o seu potencial. Este artigo revisa algumas das razoes pelas quais isto pode estar ocorrendo. Inicialmente, a importância da estrategia de operacoes dentro da area mais ampla de gestao de operacoes e analisada de forma sucinta e em seguida, alguns desafios sao explorados em duas vertentes. A primeira trata se estrategia de operacoes reflete precisamente a natureza das operacoes dentro da economia. A segunda explora alguns dos desafios em tornar topicos relacionados a operacoes em topicos com importância estrategica. Por fim, sao propostas algumas prescricoes que podem apoiar o desenvolvimento da area de modo a responder a alguns dos desafios apresentados.

Framework to analyse flexibility and unplanned change in manufacturing systems

Abstract This paper reports on the results of case-based research carried out in four organizations at the level of the ‘total manufacturing system’, two in UK and two in Brazil. The objective was to develop a conceptual framework which can be used to help analyse (and therefore manage) the ‘unplanned changes’ which affect the performance of any manufacturing system. A typology of ‘unplanned changes’ is proposed from which a new approach to the management of unplanned change in manufacturing systems is developed. This uses two complementary concepts: systems flexibility and unplanned change systems control. Unplanned change control is related to actions which avoid having to deal with the changes, whereas flexibility is related with the decisions and actions which aim at dealing with the effects of those unplanned changes which remain uncontrolled.

Competing through operations and supply: The role of classic and extended resource-based advantage

Purpose – The paper seeks to analyze the evolution of competitive advantage using both “classic” and “extended” resource‐based theory (RBT). The aim is to examine the different ways in which “classic” and “extended” resource‐based advantage develops and how they might combine to create long‐term advantage.Design/methodology/approach – A single case study method is used to examine the process by which competitive advantage has accumulated over a 50‐year period at Food Services Group Inc., a highly successful food service company based on the West Coast of the USA with an annual growth rate currently running at 10 percent.Findings – Preliminary conclusions suggest support for the sequential, iterative, and slow‐cycle development model associated with proprietary bounded resources and, the strategic resource‐rigidity paradox. The work also highlights preliminary evidence for a faster cycle development process possible with inter‐firm resources associated with extended resource‐based theory (ERBT) and, long‐r...

What happens when the supply chain manages you?: A knowledge-based response

Abstract This paper argues that the predominant supply chain management models in the operations management literature, are based on the assumption that the customer, through the magnitude of the business, holds the balance of power in the buyer–supplier relationship. This power is assumed to be held unilaterally, and allows the customer to influence suppliers who will conform to the requirements of the customer. The fact is that the reverse often holds true, that many companies are considerably smaller than their suppliers, that inter-dependence, rather than one-sided dependence, characterises many such relationships. Small companies should capitalise on any unique specialist knowledge that is core to their business, to give some leverage with their suppliers. Using four case studies we illustrate alternative power scenarios where the supplier clearly holds the balance of power in the relationship, but where the buying companies, through application of their proprietary knowledge, manage to obtain some leverage with the supplier and at the same time form a closer bond with the supplier.

The Flexibilities of Push and Pull

Examines two differing manufacturing operations and characterizes their manufacturing planning and control (MPC) systems. The primary concern of this categorization analysis is to examine the similarities and differences between the flexibilities inherent in each operation′s MPC system. One company has a system which is primarily a push‐based system, the other largely a pull‐based system. Examines different categories of flexibility in terms of both range flexibility (how far the system can cope with the change) and response flexibility (how fast the system can cope with change). The major conclusion is that pull‐based systems have flexibility characteristics which are characterized by relatively clearly thought‐out discontinuities in their range response curves.