Parikalpana: KIIT Journal of Management

Open Access Open Access  Restricted Access Subscription Access

Refinement of Strategic Action in Working Firm:An Instrumental Framework


Affiliations
1 Institute of Management Development & Research, Pune, India
 

This article presents a proposal of a conceptual model for process management of deploying actions for improvement by business processes. From the expectation of the customers and strategic decisions of the company, the model proposes a system of unfolding and prioritization of improvement actions that most can contribute to the achievement of the strategic objectives. The proposal presented integrates several managerial concepts and practices such as and benchmarking, and suggests the use of QFD matrices as an instrument of the deployment process and prioritization of improvements. The presentation of the proposal and its detailing are preceded by an introductory discussion on manufacturing strategy and improvement management. Finally, some considerations are made about benefits and limitations of the proposal.


User
Notifications
Font Size

  • Collins, B., & Huge, E. C. (1993). Management by Policy: How Companies Focus Their Total Quality Efforts to Achieve Competitive Advantage. U.S.: Brown (William C.).

  • Dettmer, H. W. (1997). Goldratt’s theory of constraints: A systems approach to continuous improvement. Milwaukee, Wisconsin: ASQ Quality Press.

  • Firenze, R., Ahmed, N., & Montagno, R. (1996). Operations Strategy And Organizational Performance: An Empirical Study. United Kingdom: Emerald Group Publishing.

  • Garvin, D. A. (1988). Managing quality: The strategic and competitive edge. New York: Free Press.

  • Hammer, M., & Champy, J. (1993). Reengineering the corporation: A manifesto for business revolution. New York, NY: Harper Business.

  • Hauser, J. R. and D. P. Clausing. (1988). “The House of Quality”, Harvard Business Review,

  • Hill, T. (1999). Manufacturing strategy: The strategic management of the manufacturing function. Basingstoke, Hampshire: Macmillan.

  • Ishikawa, K., & Loftus, J. H. (1990). Introduction to quality control. Tokyo: 3A Corporation.

  • Kaplan, Robert S., and David Norton. (1992) “The Balanced Scorecard: Measures that Drive Performance.” Harvard Business Review 70, no. 1: 71–79

  • Slack, N., Brandon-Jones, A., & Johnston, R. (2017). Operations management. Cape Town: Pearson.

  • Thomas McDonald, Eileen M. Van Aken & Antonio F. Rentes (2002) Utilising Simulation to Enhance Value Stream Mapping: A Manufacturing Case Application, International Journal of Logistics Research and Applications, 5:2, 213-232


Abstract Views: 434

PDF Views: 1




  • Refinement of Strategic Action in Working Firm:An Instrumental Framework

Abstract Views: 434  |  PDF Views: 1

Authors

Ajit Shrivastava
Institute of Management Development & Research, Pune, India

Abstract


This article presents a proposal of a conceptual model for process management of deploying actions for improvement by business processes. From the expectation of the customers and strategic decisions of the company, the model proposes a system of unfolding and prioritization of improvement actions that most can contribute to the achievement of the strategic objectives. The proposal presented integrates several managerial concepts and practices such as and benchmarking, and suggests the use of QFD matrices as an instrument of the deployment process and prioritization of improvements. The presentation of the proposal and its detailing are preceded by an introductory discussion on manufacturing strategy and improvement management. Finally, some considerations are made about benefits and limitations of the proposal.


References





DOI: https://doi.org/10.23862/kiit-parikalpana%2F2018%2Fv14%2Fi2%2F177866