Steven C. Wheelwright

Restoring our Competitive Edge: Competing Through Manufacturing

The New Competitive Challenge for Manufacturing. The Concept of Manufacturing Strategy. Long-term Capacity Strategies. Facilities Strategy. Implementing Facilities Planning Processes. The Technology of Manufacturing Processes. Matching Process Technology with Product/Market Requirements. The Experience Curve--A Framework for Manufacturing Performance Improvement. Vertical Integration and Sourcing. Managing Changes in Manufacturings Technology and Structure. German Approaches to Manufacturing Management. Japanese Approaches to Manufacturing Management. Learning from Your World-class Competitors. Building Manufacturings Competitive Potential. Index.

Organizing and Leading 'Heavyweight' Development Teams

Creating a distinctive advantage in the speed, efficiency, and quality of product developments is a major challenge for most firms. Achieving integration across functions lies at the heart of that challenge. While many authors recommend teams as a way to effectively manage development activities, realizing outstanding performance requires much more than simply naming members to a core team and designating a project head. A competitive advantage in product development capability requires fundamental changes in how work gets done; in the skills, capabilities, and tools team members bring to that work; in the support activities required from other groups inside and outside the organization; and in the responsibility and ownership taken by the project leader and core team for creating and executing the concept. This article lays out a framework for organizing and leading heavyweight teams and presents examples of companies that have made heavyweight teams a distinctive advantage.

Reflecting corporate strategy in manufacturing decisions

Abstract Top management often fails to consider manufacturing as a key resource in attaining corporate objectives. The author suggests some ways of meshing corporate and manufacturing decisions.

Accelerating the Design‐build‐test Cycle for Effective Product Development

An understanding of effective problem solving is essential for everyone involved in development teams. For most development projects, the design‐build‐test cycle is the fundamental building block of effective problem solving. Examines the design‐build‐test cycle and describes alternative modes of problem solving and their implications for organizational skills and capabilities. Examines how superior capabilities at conducting the cycle can be used to make dramatic improvements in individual product development efforts. Concludes by considering how a firm can leverage the problem‐solving ability into a competitive advantage.

Competing through development capability in a manufacturing-based organization

I n a competitive environment that is global, intense, and dynamic, developing new products and processes is increasingly a foc,l point of competition. Firms that get to market faster and more efficiently with products that are well matched to the needs and expectations of target customers create significant competitive leverage. Firms that are slow to market with products that match neither customer expectations nor the products of their rivals are destined to see their market position erode and financial performance falter. In a turbulent environment, excelling at product and process development has become a requirement for being a player in the competitive game; doing development extraordinarily well can provide a sustainable competitive advantage.

Restoring the Competitive Edge in U.S. Manufacturing

The single most important explanation for the decline in the competitiveness of U.S. manufacturing is managements view of the role of the manufacturing function. Restoring our competitive edge requires a basic change in the philosophy, perspective, and approach of American companies toward manufacturing. This article examines the traditional U.S. view of manufacturing and describes how it needs to be changed.

Strategic planning in the small business: The procedure in three corporations

Abstract The importance and value of strategic planning is often discussed in management seminars and publications. However, few of the details of how a firm might approach the task of strategic planning have been investigated in a research setting. Taking the importance of strategy as given, this article considers some of the important characteristics of strategy and summarizes the findings of a recent research program on strategy at the Stanford Business School. The author then reports on the application of these research findings to three small but growing companies in order to develop strategies for them. Finally, the factors that should be considered, as a company develops its own approach to strategic planning, are summarized.

An Interactive Forecasting System

Abstract Time sharing computer configurations have introduced a new dimension in applying statistical and mathematical models to sequential decision problems. When the outcome of one step in the process influences subsequent decisions, then an interactive time-sharing system is of great help. Since the forecasting function involves such a sequential process, it can be handled particularly well with an appropriate time-shared computer system. This paper describes such as system which allows the user to do preliminary analysis of his data to identify the forecasting technique or class of techniques most appropriate for his situation and to apply those in developing a forecast. This interactive forecasting system has met with excellent success both in teaching the fundamentals of forecasting for business decision making and in actually applying those techniques in management situations.

Applying Decision Theory to Improve Corporate Management of Currency-Exchange Risks

The tremendous increase in international business over the past decade has required a substantial number of corporations to deal with the risks arising from fluctuations in currency values. To do this, corporate treasurers have developed a number of decision rules to guide them in hedging against these risks. Based on the author9s experience with many financial officers involved in conducting these activities, several major alternative decision rules have been identified. Using decision theory as a reference point, this article discusses these practices in terms of their benefits and costs to the firm. A description of how many of the practical problems can be handled with decision theory and some suggested changes in corporate control procedures in this area are provided.

Integrating forecasting and planning

Abstract Specialization inhibits or prohibits interdisciplinary communication among diverse areas. It contributes to segmentation, which becomes a serious problem when several of those areas should depend upon knowledge which exists in other fields. Forecasting and Planning are two such areas, and it is the purpose of this article to show how planning can benefit by the proper utilization of existing knowledge in the field of forecasting.