网络化制造技术的研究.docx

1、网络化制造技术的研究窗体顶端Search in this title:窗体底端International Journal of Operations & Production ManagementISSN: 0144-3577Online from: 1980Subject Area: Operations and Logistics ManagementContent: Latest Issue | Latest Issue RSS | Previous IssuesOptions: To add Favourites and Table of Contents Alerts please

2、take a Emerald profileManufacturing network evolution: a manufacturing plant perspectiveDownloads: The fulltext of this document has been downloaded 789 times since 2011DOI (Permanent URL): 10.1108/01443571111187466Article citation: Yang Cheng, Sami Farooq, John Johansen, (2011) Manufacturing networ

3、k evolution: a manufacturing plant perspective, International Journal of Operations & Production Management, Vol. 31 Iss: 12, pp.1311 - 1331OptionsAbstractView PDF(136kb)Print ViewReferences References (52)Citations Scopus (1)Further reading Related ContentSearch our articles for similar content Key

4、 readingsSearch our reviews for related itemsMarked list窗体顶端Add to marked list:窗体底端Bookmark & shareReprints & permissions RequestThe AuthorsYang Cheng, Center for Industrial Production, Aalborg University, Aalborg, DenmarkSami Farooq, Center for Industrial Production, Aalborg University, Aalborg, De

5、nmarkJohn Johansen, Center for Industrial Production, Aalborg University, Aalborg, DenmarkAcknowledgementsThe authors would like to thank Professor Harry Boer of Aalborg University, Denmark, for his comments on and suggestions for improving a previous version of this article.AbstractPurpose The purp

6、ose of this paper is to examine the effect of changes at the manufacturing plant level on other plants in the manufacturing network and also investigate the role of manufacturing plants on the evolution of a manufacturing network.Design/methodology/approach The research questions are developed by id

7、entifying the gaps in the reviewed literature. The paper is based on three case studies undertaken in Danish manufacturing companies to explore in detail their manufacturing plants and networks. The cases provide a sound basis for developing the research questions and explaining the interaction betw

8、een different manufacturing plants in the network and their impact on network transformation.Findings The paper highlights the dominant role of manufacturing plants in the continuously changing shape of a manufacturing network. The paper demonstrates that a product or process change at one manufactu

9、ring plant affects the other plants in the same network by altering their strategic roles, which leads to the subsequent transformation of the manufacturing network.Originality/value A review of the existing literature investigated different elements of a manufacturing network independently. In this

10、 paper, the complex phenomenon of a manufacturing network evolution is observed by combining the analysis of a manufacturing plant and network level. The historical trajectories of manufacturing networks that are presented in the case studies are examined in order to understand and determine the fut

11、ure shape of the networks. This study will help industrial managers make more knowledgeable decisions regarding manufacturing network management.Article Type:Research paperKeyword(s):Denmark; Manufacturing industries; Operations management; Manufacturing network; Manufacturing plant; Global operatio

12、ns management.Journal:International Journal of Operations & Production ManagementVolume:31Number:12Year:2011pp:1311-1331Copyright Emerald Group Publishing LimitedISSN:0144-35771 IntroductionSince the late 1980s, manufacturing has become more international because it is the single largest type of for

13、eign direct investment in most countries (Yip, 1989; Kogut, 1990; Ferdows, 1997a). In fact, as trade barriers fell, transportation became easier, and communication technologies improved, manufacturers benefited from the advantages of choosing globalisation (Ferdows, 1997a; Ghoshal and Bartlett, 1990

14、). Therefore, during the last 20 years, multinational corporations have attempted to globalise their geographically dispersed plants by coordinating them with a synergetic network (Ferdows, 1997a, b; Shi and Gregory, 1998). This integration has resulted in a rapid change in manufacturing system conc

15、epts, which have moved from a focus on the plant focus to one on international manufacturing networks (Ferdows, 1989; Rudberg and Olhager, 2003). Accordingly, this shift has had a considerable impact on a companys future performance and profitability. Thus, managing an integrated international netwo

16、rk has become an increasingly important task for manufacturing companies (Bartlett and Ghoshal, 1989; Hayter, 1997).Nevertheless, in the expansion from an individual plant to an international manufacturing network, many constructs need to be taken into consideration, which makes analysing and managi

17、ng the network a complex task. Therefore, it is essential to understand both the network transformation and the relational interactions among the different network constructs. In most cases, the global positioning of manufacturing organisations in terms of establishing a new facility, relocating or

18、closing a production facility has resulted in an extended network or formulation of a new network that has left behind a footprint that can be evaluated. This historical trace provides an opportunity to develop a better understanding of the evolution and development of a manufacturing network and it

19、s constituent network constructs. The future decision-making capacity of a manufacturing company can be greatly improved by learning historical lessons from the well-traced footprint of a constantly evolving manufacturing network.According to various researchers, a manufacturing network is an aggreg

20、ation of plants located in different places (Ferdows, 1989; Rudberg and Olhager, 2003). Thus, the plant may be viewed as the basic construct in a manufacturing network. In this paper, we focus on plants in the context of the manufacturing network and attempt to understand the interactive relationshi

21、p between the evolutions of plants and the entire network. We consider a plant to be the integral part of a manufacturing network and assume that whenever part of a network changes, it is unlikely to happen in isolation; instead, it has implications for the entire network.This paper is structured as

22、 follows. The literature review first investigates existing studies that have examined relationships between plants and manufacturing networks and then highlights the gap in theory and practice. With the aim of bridging this gap, the research question is then formulated. After some methodological co

23、nsiderations, industrial cases of three Danish manufacturing companies are presented. These three cases illustrate the evolution of manufacturing plants and global manufacturing networks from a historical perspective and are analysed in detail. The essential nature of the interactive relationship be

24、tween the evolution of a manufacturing network and its plants is described and further elaborated by a process map. We conclude this paper with suggestions for the management of manufacturing networks and possible directions of future research.2 Literature review2.1 Literature on the manufacturing p

25、lant levelDuring the late 1970s and the early1980s, more scholars noticed the need to manage not only the single plant but also multi-plant organisations. However, research during this period was mainly concerned with location decisions (Shi and Gregory, 1998; Meijboom and Voordijk, 2003). Each plan

26、t was treated as a separate single facility and networking issues were ignored (Schmenner, 1982). At that time, plant location decision making referred merely to the selection of a site for a new plant. For some plants, the choice was straightforward, involving only the selection of the least costly

27、 site (Schmenner, 1979). However, more recent research argued that cost evaluation does not reveal the complete story. Furthermore, it sometimes does not show differences that are significant enough to make a location choice strictly on its merit. Researchers and managers should therefore look beyon

28、d the obvious in plant location.Because plants are expected to contribute more than lower costs to companies, they are recognised as being capable of playing different roles in manufacturing networks (Ferdows, 1989, 1997b). Although the concept of plant roles was first introduced by Ferdows (1989, 1

29、997b), discussions on plant roles generally began with the roles of subsidiaries in multinationals. The literature on international strategy provides several taxonomies describing the strategic roles of these subsidiaries (Bartlett and Ghoshal, 1989; Roth and Morrison, 1992; Ghoshal and Nohria, 1993

30、; Taggart, 1998), giving rich insights into the distinct strategic roles subsidiaries may play in multinationals. Ferdows (1989, 1997b) translated the strategic classifications of subsidiaries into the manufacturing classification of plants. His model distinguishes plants on the basis of plant compe

31、tences and location advantages, and identifies six types of plants, which he labels offshore, source, server, contributor, outpost, and lead plant. Ferdowss model gained academic recognition and many researchers have taken it as a point of departure for their research (Vereecke and Van Dierdonck, 20

32、02; Fusco and Spring, 2003; Meijboom and Voordijk, 2003; Meijboom and Vos, 2004; Maritan et al., 2004). For example, Vereecke and Van Dierdonck (2002) discussed and tested this model. Their data showed that the role of the centre of excellence in a manufacturing network is not restricted to plants with know-how as the primary location advantage, but is a common role of plants with market proximity as the primary advantage. They also proved that the model is useful