This book concentrates on the strategic role and importance of production / operations, enabling the firm to be competitive in global markets. The first chapter, on strategic issues, provides an important framework for the rest of the book. Human resource management and new product development are given chapters of their own, and the chapter on manufacturing strategy provides an exhaustive discussion of key areas. Endorsements qThere is no single text that I can think of which is as soundly written on the subject as this one. The perspective is clearly based on 20/20 vision, the toolkit is knowledgeably and freshly laid out and the supporting evidence described by a person obviously and freshly laid out and the supporting evidence described by a person obviously master of his subject.q Dr Tom Mullen, Strathclyde Graduate Business School, University of Strathclyde qA timely book which is a step ahead of competing texts by demanding proper consideration be given to production and human resource operations in the top planners' inner sanctum. This text demonstrates how to achieve competitive and desired results. Strategy and tactics are rarely so thoroughly examined in a way to help the manager and employer alike to meet the new global challenge of the 21st century.q Dr Manton C Gibbs, Professor of Strategic Studies, International Journal of Commerce and ManagementFord had to suspend production of the Mustang sports car temporarily, because of bad welding on the wiring harness, ... In 1993, the Saturn plant had to recall over 350, 000 cars because of faulty generator problems (34 fires were reportedanbsp;...
|Title||:||Strategic Manufacturing for Competitive Advantage|
|Publisher||:||Prentice Hall PTR - 1996|