2nd Edition
Vanishing Boundaries How Integrating Manufacturing and Services Creates Customer Value, Second Edition
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Businesses need to become more consumer-centric, efficient, and quality conscious. Yet global competition and supply chain complexity are increasing so rapidly that managers must reach across the manufacturing and service boundary to gather more universally applicable ideas. Vanishing Boundaries: How Integrating Manufacturing and Services Creates Customer Value, Second Edition addresses the unprecedented array of new conditions that today’s business managers must face.
The book is a revision of the authors’ previous book, New Methods of Competing in the Global Marketplace, Critical Success Factors from Service and Manufacturing. The concepts underpinning the first edition continue to be relevant today and, in this revised edition, are complemented with coverage of additional emerging issues in today’s business environment. The basic theme of the book is captured in its title and illustrated with the addition of case studies of some of today’s most prominent companies.
See What’s New in the Second Edition:
- The emerging relationship between risk management and supply management
- Risk management, and its corollary, crisis management
- Trends in outsourcing, such as near-sourcing and in-sourcing
- Health care improvement programs to reduce cost and improve quality
- Sustainability – alternative energy infrastructure and the triple bottom line
- Integration of supply chain services to align goods, information and funds flows
- Advances in information technology, i.e., cloud computing, videoconferencing
- Present, and potential, role of social media in attracting customers, servicing customers and building network trading partners.
This second edition creates greater awareness of the benefits that businesses can gain by sharing techniques and methodologies across the manufacturing/services boundary. The book emphasizes that successful change management requires a holistic focus on three levels of an organization - its technology, infrastructure, and organizational culture. It includes solutions and implementation strategies for risk and crisis management, sourcing, healthcare, alternative energy infrastructure, integration of supply chain services, advances in IT, social media, and customer relationship building.
The Vanishing Manufacturing/Services Boundary
Differences between Manufacturing and Service
Forces That Are Eliminating the Boundary
The Vanishing Manufacturing/Services Boundary
Critical Success Factors and Strategic Planning
What Are Critical Success Factors?
The Evolution of CSFs in the United States
Other Changes during a Country’s Economic Life Cycle
The Need to Be Effective
A Hierarchy of the Planning Process
A Hierarchy of Critical Success Factors
The Role of CSFs in Operational Planning
Role of CSFs in Selecting Management Programs
Performance Measurement and CSFs
Summary
References
The ITO Model
The Basic ITO Model—Inputs, Transformation, and Outputs
Extending the Basic ITO Model into Supply Chain Configurations
The Concept of Reverse Logistics
The Role of Management Programs in Continuous Improvement
What Are Management Programs?
Management Program Life Cycles
Why Are Management Programs Important?
Where Do Management Programs Come From?
Why Are Some Programs Successful and Some Not?
Future of Management Programs
Adapting Manufacturing Techniques to Services
Introduction
Description of Manufacturing Process Types
Product–Process Relationship
Service Industry Classifications
Comparison of Manufacturing and Services
Manufacturing Objectives
Service Objectives
Programs That Work in Services
Programs More Difficult to Adapt to Service Operations
Keys to Extending Manufacturing Techniques to Services
Conclusions
References
Appendix 5A: Amazon
Appendix 5B: United Parcel Service (UPS)
Extending Service Techniques to Manufacturing
Introduction
What Are Services?
Knowledge Transfer from Services to Manufacturing
Examples of Programs Developed in Services
Summary
Conclusion
ReferencesAppendix 6A: GE—An Example of How to Blend Services into a Manufacturing Company
References
Appendix 6B: Hewlett-Packard—From Scientific Instrumentation to Business and Consumer Products and Services
The Role of Technology in Continuous Improvement
Definitions
The Role of Technology in Continuous Improvement
Technology for Process Improvement
Technology for Resource Enhancement
Criteria Used in Decision Making
Steps in Adding Technology to the Process
Future Considerations for Technology
Summary
References
The Role of Infrastructure in Continuous Improvement
What Is Infrastructure?
Strategies
The Four Classical Management Functions
Organization Structure
Alternate Organizational Structures
Trends in Organizational Structures
The Role of the Internet in Changing Organizational Structure
The Integration of Knowledge Management into Organizational Structure
Does Your Business Need a Change in Its Infrastructure?
Notes
Understanding Organizational Culture—The Elusive Key to Change
Introduction
What Is Organizational Culture?
Why Is Organizational Culture So Important?
What Are the Components of Organizational Culture?
What Types of Organizational Culture Are There?
Changing Organizational Culture
Conclusion
Notes
Integrated Supply Chains—From Dream to Reality
Introduction
Setting the Stage
Supply Chain Models
Steps to Achieve a Lean and Agile Supply Chain
Steps in the Change Process
A Look Ahead
Conclusions
References
The Role of Services to Complement the Supply Chain
Introduction
What Are Producer Services?
What Are Social Services?
What Are Consumer Services?
Integrated Service Package
Summary
References
The Future of Improvement Programs
Introduction
The Background to Improvement Programs
Future Areas of Emphasis
Future of Improvement Programs
The Drivers of Change
Most Likely Future Methodologies
Most Likely Improvement Programs
Industries Most Likely to Stress Continuous Improvement
Knowledge Management: Where Does It Fit?
Notes
"Vanishing Boundaries presents a coherent approach that brings together the best of manufacturing and service processes to provide solutions that address the pressing trends of the 21st century. Authors Richard E. Crandall, a professor in the College of Business at Appalachian State University and an IIE member, and William Crandall, professor of management and director of accreditation in the School of Business at the University of North Carolina at Pembroke, have included case studies of manufacturing companies that added services to benefit customers and case studies of service companies that have used manufacturing techniques to enhance their offerings."
—Industrial Engineer-Front Line, September 2014
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