Manufacturing strategy and its impact on manufacturing performance - evidence from 29 manufacturing plants in three industries

Brown, S. (1998) Manufacturing strategy and its impact on manufacturing performance - evidence from 29 manufacturing plants in three industries. Performance Measurement - Theory and Practice, Cambridge, UK. 13 - 16 Jul 1998.

Abstract

There is now a considerable amount of literature on manufacturing strategy, some of which speaks of the need to link together business and manufacturing strategies. However, there has been little forthcoming evidence to suggest how manufacturing strategy impacts on subsequent performance of the manufacturing plant. Conversely, a number of recent studies have revealed major differences in operations performance between those plants able to achieve lean or world-class capabilities and those that are not. The role and contribution that manufacturing strategy plays in achieving these high levels of manufacturing performance is either absent or, at best, only implied in these investigations. This paper examines the contribution that manufacturing strategy can have on subsequent plant performance. It concludes that manufacturing capabilities do not come about purely by chance and suggests that strategy must become a means by which a range of competitive enablers are put in place, thus allowing the firm to compete in increasingly competitive environments

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