Titlebook: International Manufacturing Strategies; Context, Content and Per Lindberg,Christopher A. Voss,Kathryn L. Blackm Book 1998 Springer Science+

健壮

Manufacturing Strategy Put in Socio-Economic Contextbusiness (Hill, 1985) and, more specifically, the products produced and the markets served (Hayes and Wheelwright, 1984). The logic in manufacturing strategy development is to link the way in which the firm competes through its products in the market to the design of the manufacturing system—its fac

幸福愉悦感

Manufacturing Strategy in Argentina: The Challenge of Change1 and the process of opening up the economy after decades of an Imports Substitution Process, firms now face low exchange rates and less protection from imports. As a result, businesses are under considerable pressure to adopt best practice in manufacturing management.

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Manufacturing Modernisation in Brazil: Scope and Direction in the Metal Products, Machinery and Equiriod, however, and especially during the last twenty years, much has changed in the way companies organise their manufacturing operations and compete in the marketplace. The lean production concept of manufacturing, developed in Japan by Toyota, is rapidly spreading to the West. The increase in glob

单色

Finland: Changing from Technology-Based Towards Process-Based Manufacturing Strategy, but in the 1990s more emphasis is beginning to be put on the organisational and human aspects of manufacturing. Now companies are trying to leverage both the existing human and fmancial resources. One of the driving forces behind the change seems to be the economic development of the country.

不来

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BRACE

Seizure

The Japanese Model — What is It and to What Extent Has It Diffused to the West?s in the level of both product and production performance in sectors such as electronics and automotives have resulted in Japan being seen as the world leader in manufacturing. These approaches have been known by many names, initially, and still in Japan as Toyota Production System, and in the West

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Manufacturing Strategy of Norwegian ISIC 38 Industry: A Systematic Perspectiveional markets, competitiveness is a key issue. Only by knowing how well competitors perform can companies find the right place to make improvements. In this chapter, we will look at the manufacturing strategy of Norwegian ISIC 38 companies using the IMSS data, comparing the Norwegian sample with the

轻触

The New Strategy for the Portuguese Industryeraging 4.4% per year, although the recession beginning in the early 1990s has restrained this growth. Part of the reason for this growth is that Portugal has an important industrial history. Industry is and will remain the engine of Portugal’s economic and social development. The country’s stronges