The Focus Factory: Difference between revisions
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*1. Viewing objectives in terms of how shall we compete not raise productivity | The Focus Factory is a paper written by [[Author::Wickham Skinner]] in [[Date::1974]] in the Harvard Business Review | ||
*1. Viewing objectives in terms of how shall we compete not how we raise productivity | |||
*2. Seeing the problem as encompassing the entire product cost not just direct labor | *2. Seeing the problem as encompassing the entire product cost not just direct labor | ||
*3. Focus on a few manageable set of products and get very good at them | *3. Focus on a few manageable set of products and get very good at them | ||
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*4. Reorganise elements so they become congruent | *4. Reorganise elements so they become congruent | ||
5 | 5 | ||
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[[Category:Operations]] | [[Category:Operations]] | ||
Latest revision as of 08:01, 15 May 2015
The Focus Factory is a paper written by Wickham Skinner in 1974 in the Harvard Business Review
- 1. Viewing objectives in terms of how shall we compete not how we raise productivity
- 2. Seeing the problem as encompassing the entire product cost not just direct labor
- 3. Focus on a few manageable set of products and get very good at them
- 4. structure and align policies so that they focus on explicit mfg tasks and not conflicting implicit tasks.
Points
- 1. There are many ways to compete other than low cost
- 2. A company can not succeed on every yardstick
- 3. Simplicity and repetition build competence
Mfg policies should be determined based upon
- 1. Size, capacity and location of plant
- 2. Plant layout
- 3. PT
- 4. Wage system
- 5. Use of inventories
Reasons for failure
- 1. Goals were not congruent
- 2. Mfg task subtly changed over time but dept's did not change
- 3. mfg task was never made explicit
Steps
- 1. Draft corporate objectives
- 2. Decide what this means for mfg
- 3. Carefully examine each element of production system
- 4. Reorganise elements so they become congruent
5
