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Modelling Framework to Support Decision-Making in Manufacturing Enterprises  [PDF]
Tariq Masood,Richard H. Weston
Advances in Decision Sciences , 2013, DOI: 10.1155/2013/234939
Abstract: Systematic model-driven decision-making is crucial to design, engineer, and transform manufacturing enterprises (MEs). Choosing and applying the best philosophies and techniques is challenging as most MEs deploy complex and unique configurations of process-resource systems and seek economies of scope and scale in respect of changing and distinctive product flows. This paper presents a novel systematic enhanced integrated modelling framework to facilitate transformation of MEs, which is centred on CIMOSA. Application of the new framework in an automotive industrial case study is also presented. The following new contributions to knowledge are made: (1) an innovative structured framework that can support various decisions in design, optimisation, and control to reconfigure MEs; (2) an enriched and generic process modelling approach with capability to represent both static and dynamic aspects of MEs; and (3) an automotive industrial case application showing benefits in terms of reduced lead time and cost with improved responsiveness of process-resource system with a special focus on PPC. It is anticipated that the new framework is not limited to only automotive industry but has a wider scope of application. Therefore, it would be interesting to extend its testing with different configurations and decision-making levels. 1. Need for Responsive Manufacturing Enterprises Making well-informed decisions that lead to timely responses to change is vital to the long-term existence of many MEs [1–3]. Present day MEs cannot sustain if they concentrate only on their current set of products and services and on their current operational procedures, processes, and systems. Over shortening life spans of products the profits that can be gained from fixed production systems will vary significantly over time. Hence the long-term success of a company lies not only in the capabilities and attractiveness of its products but also in the product realising systems it uses to make products and in the processes it uses to engineer change to its product realising systems [4]. According to a survey of manufacturers [5], it is evident that many companies need to continue to transform their systems (see Figure 1). For instance, in 2006, 57% of manufacturers thought that new product development was a key priority in their business. This kind of enterprise transformation will often lead to needed changes in production lines, raw materials, and/or supply chains, and this was reported to be another strategic area of importance for 58% of manufacturers in 2006. There are many other
Transformational Leadership in Operational Competitiveness Improvement: A Case Study in Malaysian Automotive Industry
Qian Wu , Alina Shamsuddin , Rosmaini Tasmin , Josu Takala , Yang Liu
Management and Production Engineering Review , 2012, DOI: 10.2478/v10270-012-0007-z
Abstract: The purpose of this paper is to analyze operational competitiveness by two core factors, i.e. manufacturing strategy and transformational leadership with technology level. In additional, CFI models in sense and respond (S&R) method are introduced to optimize strategic adjustments, which give supports in fast strategic decision-making process. The analysis results of case study show that leaders in automobile companies in Malaysia should deeply develop their leadership by inspirational motivation, intellectual stimulation and building trust and confidence etc. to improve operational competitiveness. Agile operations strategy should be utilized towards automobile enterprises in Malaysia in order to be competitive under dynamic and tightrope business situations.
An Overview of Pakistan’s Textile Sector from Operational Competitive Perspective—A Suggestive Analysis!  [PDF]
Syeda Asiya Zenab Kazmi, Josu Takala
World Journal of Engineering and Technology (WJET) , 2014, DOI: 10.4236/wjet.2014.22014
Abstract: The basic aim of this paper is to study and analyze the current level of operational competitiveness of Pakistani Private Sector—Textile Manufacturing Enterprises. The subject research area will be probed on the basis of making cross reference comparison between the Pakistani Private Sector (PPS)—Textile Manufacturing Enterprises (TME) with the global Textile Manufacturing players in global manufacturing strategies databases. The results revealed that the “quality” is the most important competitive priority of the case PPS-TME and it also pointed towards having some competitive advantages in prospector group. However, it will take considerable amount of time for Pakistani Private Sector—Textile Manufacturing Enterprises to regain their previous global recognition and then further improve their operational competitiveness due to the weak and faulty organizational management structure and practices, currently being affected by nation’s political, economic, energy and security situation.

Marketing Capability Development in Micro Manufacturing Enterprises  [PDF]
Guven Gurkan Inan, Aysegul Eda Kop
American Journal of Industrial and Business Management (AJIBM) , 2018, DOI: 10.4236/ajibm.2018.81001
Abstract: Marketing capability is defined as the ability of an organization to understand and fulfil customers’ needs at the right time, right place and right cost. Marketing capability is essential for sustainable business performance. Many micro enterprises do not have any marketing strategy and/or have limited marketing activities. A conceptual framework is developed with a view to develop the marketing capability of micro manufacturing enterprises in this research. In this study, four micro manufacturing enterprises were observed over a year. Action research methodology was adopted to test effectiveness of interventions. Some interventions and capabilities were found to be related with marketing capability in micro manufacturing enterprises. Findings showed that empowerment, operational excellence, strategy development and implementation, and collaboration capabilities could enhance marketing capability in micro manufacturing enterprises.
Methodological Approaches to the Forming of the Competitiveness Management System of Enterprises in Globalized Economy  [PDF]
M. A. Yokhna,,G. O. Sokoliuk
Economics of Development , 2011,
Abstract: Main targets of the competitiveness management system of manufacturing enterprises have been determined in the context of the management of their development. Operation logical chain for structure of competitiveness management system has been formed. In the article has been underlined that the motivational component has to be themost important link in the competitiveness management system of enterprise. Significanceof microeconomic institutes in formation of motivational component of competitivenessmanagement system has been denoted.
Innovative potential of Croatian enterprises in wood processing and furniture manufacturing  [cached]
Denis Jela?i?,Andreja Pirc,Radomila Hornakova
Drvna Industrija , 2008,
Abstract: This paper presents the results of surveys of innovation potential conducted at wood processing and furniture manufacturing enterprises in the Republic of Croatia. The survey was conducted at 30 Croatian enterprises by using a questionnaire containing 89 questions divided in 14 major groups. The survey results showed some differentapproaches and a different current situation in Croatian enterprises. Different results were achieved in small, medium and large enterprises, but total results are below the average mark 3 (good), which can not be satisfactory. Since innovations can be considered as one of the most important factors for competitiveness of Croatian wood processing and furniture manufacturing enterprises on the European and global market, it is obvious that a lot of effort isrequired for making changes that are necessary in order to increase the competitiveness of our enterprises.
Estimation of competitiveness of enterprises of chemical industry: methodical aspects
M.V. Kasatkina
Marketing ì Mened?ment Innovacìj , 2011,
Abstract: Existent approaches and methods of estimation of competitiveness of enterprise are considered. Thrown out suggestions about level classification of descriptions of competitiveness. Offered to recommendation on perfection of estimation of competitiveness of enterprises of chemical industry taking into account the specific of their activity.
International Technology Mergers & Acquisitions and Raising the Competitiveness of China Equipment Manufacturing Industry  [PDF]
Xiuling Liu, Li Cai, Huiping Tan
Technology and Investment (TI) , 2012, DOI: 10.4236/ti.2012.31002
Abstract: Developing and strengthening the competitiveness of the equipment manufacturing industry is that needs solving the weighty problem. China equipment manufacturing enterprises could acquire the core technique with international tech-nology mergers & acquisitions. This is an important strategy that could facilitate raising innovation capital and R&D level of the enterprise by a wide margin. This paper analyses the problems of China equipment manufacturing industry, advantages of international technology mergers & acquisitions and puts forward appropriate proposals and measures.
Technological Innovation Sources and Institutional Supports for Manufacturing Small and Medium Enterprises in Nigeria
Abereijo,I.O; Adegbite,S.A; Ilori,M.O; Adeniyi,A.A; Aderemi,H.A;
Journal of technology management & innovation , 2009, DOI: 10.4067/S0718-27242009000200007
Abstract: the study examined the technological innovation sources, the relevance of these sources as well as institutional supports and their significance to the innovativeness of small and medium manufacturing enterprises (smes) in southwestern nigeria. the data for the study were collected through questionnaire and interview schedule from a sample of 100 manufacturing smes. the results reveal that the key information sources for innovation among these companies are customers; suppliers of equipment and machinery; seminars, training and conferences; market research and business associations. none of the external inputs that the companies needed for internal learning and innovation come from government agencies. the results suggest the urgent need for enterprise-oriented technology transfer from public funded r&d institutions to link the science and technology system with small and medium enterprises production units. similarly, the smes associations should be strengthened to provide opportunities for their members to continuously learn about new technology developments and opportunities to enhance the competitiveness of enterprises in the sector.
Technological Innovation Sources and Institutional Supports for Manufacturing Small and Medium Enterprises in Nigeria  [cached]
Isaac Oluwajoba Abereijo,Stephen Akinade Adegbite,Matthew Oluwagbemiga Ilori,A. A. Adeniyi
Journal of technology management & innovation , 2009,
Abstract: The study examined the technological innovation sources, the relevance of these sources as well as institutional supports and their significance to the innovativeness of small and medium manufacturing enterprises (SMEs) in Southwestern Nigeria. The data for the study were collected through questionnaire and interview schedule from a sample of 100 manufacturing SMEs. The results reveal that the key information sources for innovation among these companies are customers; suppliers of equipment and machinery; seminars, training and conferences; market research and business associations. None of the external inputs that the companies needed for internal learning and innovation come from government agencies. The results suggest the urgent need for enterprise-oriented technology transfer from public funded R&D institutions to link the science and technology system with small and medium enterprises production units. Similarly, the SMEs associations should be strengthened to provide opportunities for their members to continuously learn about new technology developments and opportunities to enhance the competitiveness of enterprises in the sector.
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