Vanishing Boundaries How Integrating Manufacturing and Services Creates Customer Value, Second Edition

Businesses need to become more consumer-centric, efficient, and quality conscious. Yet global competition and supply chain complexity are increasing so rapidly that managers must reach across the manufacturing and service boundary to gather more universally applicable ideas. Vanishing Boundaries: How Integrating Manufacturing and Services Creates Customer Value, Second Edition addresses the unprecedented array of new conditions that today’s business managers must face. The book is a revision of the authors’ previous book, New Methods of Competing in the Global Marketplace, Critical Success Factors from Service and Manufacturing. The concepts underpinning the first edition continue to be relevant today and, in this revised edition, are complemented with coverage of additional emerging issues in today’s business environment. The basic theme of the book is captured in its title and illustrated with the addition of case studies of some of today’s most prominent companies. See What’s New in the Second Edition: The emerging relationship between risk management and supply management Risk management, and its corollary, crisis management Trends in outsourcing, such as near-sourcing and in-sourcing Health care improvement programs to reduce cost and improve quality Sustainability – alternative energy infrastructure and the triple bottom line Integration of supply chain services to align goods, information and funds flows Advances in information technology, i.e., cloud computing, videoconferencing Present, and potential, role of social media in attracting customers, servicing customers and building network trading partners. This second edition creates greater awareness of the benefits that businesses can gain by sharing techniques and methodologies across the manufacturing/services boundary. The book emphasizes that successful change management requires a holistic focus on three levels of an organization - its technology, infrastructure, and organizational culture. It includes solutions and implementation strategies for risk and crisis management, sourcing, healthcare, alternative energy infrastructure, integration of supply chain services, advances in IT, social media, and customer relationship building.

The Vanishing Manufacturing/Services BoundaryDifferences between Manufacturing and ServiceForces That Are Eliminating the BoundaryThe Vanishing Manufacturing/Services BoundaryCritical Success Factors and Strategic PlanningWhat Are Critical Success Factors?The Evolution of CSFs in the United StatesOther Changes during a Country’s Economic Life CycleThe Need to Be EffectiveA Hierarchy of the Planning ProcessA Hierarchy of Critical Success FactorsThe Role of CSFs in Operational PlanningRole of CSFs in Selecting Management ProgramsPerformance Measurement and CSFsSummaryReferencesThe ITO ModelThe Basic ITO Model—Inputs, Transformation, and OutputsExtending the Basic ITO Model into Supply Chain ConfigurationsThe Concept of Reverse LogisticsThe Role of Management Programs in Continuous ImprovementWhat Are Management Programs?Management Program Life CyclesWhy Are Management Programs Important?Where Do Management Programs Come From?Why Are Some Programs Successful and Some Not?Future of Management ProgramsAdapting Manufacturing Techniques to ServicesIntroductionDescription of Manufacturing Process TypesProduct–Process RelationshipService Industry ClassificationsComparison of Manufacturing and ServicesManufacturing ObjectivesService ObjectivesPrograms That Work in ServicesPrograms More Difficult to Adapt to Service OperationsKeys to Extending Manufacturing Techniques to ServicesConclusionsReferencesAppendix 5A: AmazonAppendix 5B: United Parcel Service (UPS)Extending Service Techniques to ManufacturingIntroductionWhat Are Services?Knowledge Transfer from Services to ManufacturingExamples of Programs Developed in ServicesSummaryConclusionReferencesAppendix 6A: GE—An Example of How to Blend Services into a Manufacturing CompanyReferencesAppendix 6B: Hewlett-Packard—From Scientific Instrumentation to Business and Consumer Products and ServicesThe Role of Technology in Continuous ImprovementDefinitionsThe Role of Technology in Continuous ImprovementTechnology for Process ImprovementTechnology for Resource EnhancementCriteria Used in Decision MakingSteps in Adding Technology to the ProcessFuture Considerations for TechnologySummaryReferencesThe Role of Infrastructure in Continuous ImprovementWhat Is Infrastructure?StrategiesThe Four Classical Management FunctionsOrganization StructureAlternate Organizational StructuresTrends in Organizational StructuresThe Role of the Internet in Changing Organizational StructureThe Integration of Knowledge Management into Organizational StructureDoes Your Business Need a Change in Its Infrastructure?NotesUnderstanding Organizational Culture—The Elusive Key to ChangeIntroductionWhat Is Organizational Culture?Why Is Organizational Culture So Important?What Are the Components of Organizational Culture?What Types of Organizational Culture Are There?Changing Organizational CultureConclusionNotesIntegrated Supply Chains—From Dream to RealityIntroductionSetting the StageSupply Chain ModelsSteps to Achieve a Lean and Agile Supply ChainSteps in the Change ProcessA Look AheadConclusionsReferencesThe Role of Services to Complement the Supply ChainIntroductionWhat Are Producer Services?What Are Social Services?What Are Consumer Services?Integrated Service PackageSummaryReferencesThe Future of Improvement ProgramsIntroductionThe Background to Improvement ProgramsFuture Areas of EmphasisFuture of Improvement ProgramsThe Drivers of ChangeMost Likely Future MethodologiesMost Likely Improvement ProgramsIndustries Most Likely to Stress Continuous ImprovementKnowledge Management: Where Does It Fit?Notes