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Manufacturing Systems Foundations of World-Class Practice (1992) / Chapter Skim
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Constant Change, Constant Challenge
Pages 196-203

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From page 196...
... The factory structure was essentially fixed for long periods of time, and product life cycles were much longer than they are today. Relatively small capital expenditures were required between major modernization projects.
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From page 197...
... Far from everyone, however, can effectively execute the next step in converting visions or dreams into tangible results. We are speaking of the ability to work backward from the desired future state to the present state in a way that clearly and unambiguously delineates an achievable action path.
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From page 198...
... Done off-line, with transition to full production requiring 3 to 9 months 2. High rejects initially expected 3.
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From page 199...
... STRATEGIC CONTROL: THE LEARNING ORGANIZATION The early practice of strategic planning amounted to little more than extrapolation of the past into the future. Most formal planning processes attempt to characterize the future several years out and then monitor the organization's progress toward the vision on a rolling basis.
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From page 200...
... Second, a feedback control loop tracks actual results, compares them with the planned results emanating from the organization strategy, and determines appropriate corrective action relative to operational performance. It is important to note that this model captures corporate experience and imbeds the "knowledge" accumulated from strategic and operational experience in the "corporate memory" for use in future planning.
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From page 201...
... Daily ~ I ~ Adaptive Control Operations I Control System ~ FIGURE 2 Strategic control model: Continuous learning and improvement.
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From page 202...
... Because human beings are not able to remember details of hundreds of prior decisions, let alone the consequences of those decisions, there is a critical need for research in "corporate memory processes." Another shortcoming in available methodology is evident from a close examination of the strategic control model depicted in Figure 2. Our ability Current modeling and simulation methods are grossly lacking in this regard, and research should be directed toward filling this void (see also Mize and Beaumariage, 1988, for related research needs)
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From page 203...
... Central to this ability will be three critical characteristics: 1. The ability to create a realistic vision of the future state of affairs.
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Key Terms

  • future state
  • strategic control
  • management paradigm
  • control loop
  • control model

  • organizational learning
  • continuous learning
  • control function
  • learning organization
  • planning processes

  • organizational strategy
  • past decisions
  • traditional formal
  • minimal learning
  • desired future

  • model captures
  • rapidly losing
  • interrelated subsystems
  • management planning
  • future vision

  • changing outcomes
  • major modernization
  • modernization projects
  • essentially fixed
  • corporate experience

  • project oneself
  • backward interpolation
  • pertinent opportunities
  • life cycles
  • suggested framework


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