The linkage among management systems, practices and behaviour in successful manufacturing strategy

Abstract

Examines the role and influence of management systems, practices and behaviour in successful manufacturing strategy, based on the development of manufacturing strategy into a comprehensive concept which contains three paradigms: manufacturing as a source of competitive advantage, that the choices of manufacturing processes and other related characteristics are contingent on one another, and there is a relationship between best practice and performance. The study employed a survey of 46 Japanese factories in the machinery, electronics and automotive industries, with 26 people in each factory. The factories were examined on how closely they used “best practices” management. In addition, factor analysis, cluster analysis, t‐tests on differences between the groups and correlations among clusters, practices and performance were conducted. The results supported the study’s three hypotheses: factories report different levels of use of the best practices; best practices are linked into certain sets of practices; and the use of best practices is related to performance. The discussion and conclusions address these findings and are used to offer support for Voss’s recent claim that manufacturing strategy should be considered “a continuous loop” among the three paradigms of manufacturing strategy.

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