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Acknowledgement Memo to: Manufacturing Managers Dedication Part A Creating the Vision Chapter 1 The Strategy Document1.1 Why a Manufacturing Strategy? 1.2 Who Does What in Determining a Manufacturing Strategy? 1.3 Format and Structure 1.4 Background: Function Definition and Current Situation 1.5 Basis for Competitive Advantage 1.6 Key Issues 1.7 Strategic Aims 1.8 Strategic Initiatives 1.9 Strategic Leadership: Communicating the StrategyChapter 2 Core Analysis2.1 Introduction 2.2 Manufacturing and the Competitive Stance of the Business 2.3 Conditions to Initiate Investment or Change 2.4 Strengths Weaknesses Opportunities Threats 2.5 Internal Trends and Events 2.6 External Trends and Events 2.7 Expectations of Interested Parties 2.8 Production Performance Criteria and Analysis 2.9 Strategic ScenariosChapter 3 Further Analysis and Synthesis3.1 Technology 3.2 Myths, Legends and Lessons from the Past 3.3 The Manufacturing Infrastructure 3.4 Cross Functional Synergies 3.5 Contributions from the Workforce 3.6 Plant Location, Capacity and the Link with Logistics 3.7 Distilling the Key Issues: Profiles and Evaluation 3.8 Confronting the Mission StatementPart B Converting Strategy to Reality Chapter 4 The Operating Plan4.1 Introduction 4.2 Operating Plan Structure 4.3 Process to Develop the Operating Plan 4.4 Management Control during the Business Year 4.5 Issues in the Implementation of StrategyPart C Current Topics of Debate Chapter 5 The Role of Manufacturing Management5.1 Perspective 5.2 The True RoleChapter 6 JIT vs OPT vs MRP II vs CIM A Generic Strategy? 6.1 Manufacturing Resources Planning: MRP II 6.2 Just-in-Time: JIT 6.3 Optimised Production Technology: OPT 6.4 Computer Integrated Manufacturing: CIM 6.5 Who Wins? A Senior Management PerspectiveChapter 7 Global Manufacturing Strategies An Overview 7.1 The ProcessAppendix 1: An Example of a Manufacturing Strategy Appendix 2: Format of an Operating Plan Document References Answers to Exercises Index