KotkinJ., “Made in USA: The Case for Manufacturing in America,”INC, 7 (March 1985): 48–68.
2.
NicholsJ.D., “How Customer Needs are Shaping the ‘Factory of the Future,”’Management Review, 73 (December 1984): 29, 35.
3.
WilsonJ.W., “Intel's Mad Dash to Keep up with Japan,”Business Week, August 12, 1985, pp. 25, 28.
4.
Kotkin, op. cit.
5.
MeredithJ., “Peerless Laser Processors,” case study funded by the Cleveland Foundation under a grant entitled Management Issues in High-Technology Manufacturing Industries, December 1984.
6.
For example, see FlaxS., “An Auto Man Tunes Up Warner-Lambert,”Fortune, March 4, 1985, pp. 70–78.
7.
For further explanations of the hardware, see GrooverM.P., Automation, Production Systems, and Computer-Aided Manufacturing (Englewood Cliffs, NJ: Prentice-Hall, 1980).
8.
Refer to HyerN.L.WemmerlovU., “Group Technology and Productivity,”Harvard Business Review, 62 (July/August 1984): 140–149; or SureshN. C.MeredithJ. R., “Achieving Factory Automation Through Group Technology Principles,”Journal of Operations Management, 5 (February 1985): 151–182.
9.
SchonbergerR.J., Japanese Manufacturing Techniques: Nine Hidden Lessons in Simplicity (New York, NY: Free Press, 1982).
10.
MondenY., “What Makes the Toyota Production System Really Tick?”Industrial Engineering, 13 (January 1981): 36–46.
11.
HallR., Zero Inventories (Homewood, IL: Dow Jones-Irwin, 1983).
12.
Table 2 is based on a number of sources: BessantJ.LammingR.SenkerP., “The Challenge of Computer-Integrated Manufacturing,”Technovation, 3 (1985): 283–295; GoldharJ.D.JelinekM., “Computer Integrated Flexible Manufacturing: Organizational, Economic, and Strategic Implications,”Interfaces, 15 (May/June 1985): 94–105; GoldharJ.D.JelinekM., “Plan for Economies of Scope,”Harvard Business Review, 61 (November/December 1983): 141–148; MeredithJ., “The Strategic Advantages of New Manufacturing Technologies for Small Firms,”Strategic Management Journal (forthcoming); RosenthalS.R., “A Survey of Factory Automation in the U.S.,”Operations Management Review, 2 (Winter 1984): 3–13; and Yankee Group, “Flexible Manufacturing Systems,”Factory Systems Planning Service: Industry Research Report, December 1984. The impact of specific technologies on specific measures are not listed in Table 2 but can be obtained from Meredith (forthcoming).
13.
Based on BloisK.J., “Matching New Manufacturing Technologies to Industrial Markets and Strategies,”Industrial Marketing Management, 14 (1985): 43–47.
14.
From GoldharJelinek, (1983, 1985), op. cit.
15.
SureshMeredith, (1985), op. cit.
16.
GerwinD., “The Do's and Don'ts of Computerized Manufacturing,”Harvard Business Review, 60 (March/April 1982): 107–116.
EklundC.S., “Why Black & Decker is Cutting Itself Down to Size,”Business Week, November 25, 1985, pp. 42, 44.
21.
MeredithJ., “The Implementation of Computer Based Systems,”Journal of Operations Management, 2 (October 1981): 11–21.
22.
For some mild examples, see JablonowskiJ., “Special Report 774: Reexamining FMSs,”American Machinist (March 1985), pp. 125–140.
23.
MeredithJ., “Automation Strategy Must Give Careful Attention to the Finn's Infrastructure,”Industrial Engineering (May 1986), pp. 68–73.
24.
Based on Rosenthal, (1984), op. cit.
25.
Nichols, (1984), op. cit.
26.
For discussions of the championing concept in automation, see MeredithJ., “A Champion for Automation,”Industrial Engineering, May 25, 26, 1985; or MeredithJ., “Strategic Planning for Factory Automation by the Championing Process,”IEEE, Transactions on Engineering Management, (November 1986), pp. 229–232.
27.
Meredith, (forthcoming), op. cit.
28.
JonasN., “The Hollow Corporation,”Business Week, March 3, 1986, pp. 57–86; ReichR.B.MankinE.D., “Joint Ventures With Japan Give Away Our Future,”Harvard Business Review, 64 (March/April 1986): 78–86.