Strategic manufacturing effectiveness: An empirical study based on the Hayes‐Wheelwright framework

Abstract

Hayes and Wheelwright, in postulating a more proactive strategic role of manufacturing, provided a four‐stage framework for the evaluation of manufacturing effectiveness. Reports on some results of an empirical study on the assessment of manufacturing effectiveness based on the Hayes‐Wheelwright (H‐W) framework. Highlights the operationalization of the H‐W framework as a strategic manufacturing audit tool and applies this tool to the manufacturing operations within a specific industry, namely the electronics industry. Aggregates and reports the results of the strategic manufacturing audits. In this way, provides an industry‐wide summary average of the strategic thinking and practices of manufacturing operations. This can then be used as the industry benchmark against which specific operations may be compared. Adds to the empirical database of manufacturing strategy and strategic manufacturing effectiveness as reported in the open literature. Provides a pragmatic strategic manufacturing audit tool that is based on the previously reported works of Hayes and Wheelwright.

Citation

Hum, S. and Leow, L. (1996), "Strategic manufacturing effectiveness: An empirical study based on the Hayes‐Wheelwright framework", International Journal of Operations & Production Management, Vol. 16 No. 4, pp. 4-18. https://doi.org/10.1108/01443579610114040