Mohammad Valipour Khatir; Zeinolabedin Akbarzadeh
Abstract
Manufacturing strategies as the most common internal controllable capability of companies, play a key role in achieving sustainable competitive advantage. The identification and development of these strategies requires a clear understanding of their role in gaining competitive advantage and their mutual ...
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Manufacturing strategies as the most common internal controllable capability of companies, play a key role in achieving sustainable competitive advantage. The identification and development of these strategies requires a clear understanding of their role in gaining competitive advantage and their mutual effects on each other. In this regard, this paper has presented practical approach to evaluate manufacturing strategies using fuzzy Quality Function Deployment (QFD) and Interpretive Structure Modeling (ISM) techniques. The results of fuzzy QFD show that the studied company has suitable situation in competitive factors contains facilities for sale, the product variety and production technology, while the cost and delivery speed are not desirable. In the following, the ISM technique was used to prioritize the resource allocation in manufacturing strategies; the findings show that human resource empowerment has the highest implementation priority in the Foladin Zob Amol (FZA) company
Mohammad Hoseyn Karimi; Nima Esfandiari; Mahmoud Moradi
Volume 13, Issue 39 , January 2016, , Pages 145-170
Abstract
Many companies are pursuing agile manufacturing in order to reduce costs, improve customer service and attaining competitive advantage. After reviewing theoretical background and literature on agility, this paper presents agility attributes, criteria and enablers. Then a framework developed in order ...
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Many companies are pursuing agile manufacturing in order to reduce costs, improve customer service and attaining competitive advantage. After reviewing theoretical background and literature on agility, this paper presents agility attributes, criteria and enablers. Then a framework developed in order to prioritize and analyze agility indices with considering major competitive advantage. Hybrid Fuzzy Quality Function Deployment (FQFD) and Gap Analysis (GA) approach used to prioritize indices based on experts in an organization. Findings point out that “manufacturing management agility” has lowest maturity among agility enablers that lead this enabler to takes maximum importance. Furthermore, “manufacturing management agility” obtained most weight by FQFD, meaning this enabler has maximum priority and importance for organization. Interestingly, “knowledge management criterion” got first priority among all criteria by regarding maximum gap in gap analysis approach
Mohammad Jafar Tarokh; Rahmat Mirzai; Naghmeh Alvandi
Volume 9, Issue 25 , July 2012, , Pages 51-84
Abstract
Knowledge has widely been acknowledged as one of the mostimportant factors for corporate competitiveness, and we havewitnessed an explosion of IT solutions claiming to provide support forknowledge management. Due to the rapid development of knowledgeand information technology (IT), business environments ...
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Knowledge has widely been acknowledged as one of the mostimportant factors for corporate competitiveness, and we havewitnessed an explosion of IT solutions claiming to provide support forknowledge management. Due to the rapid development of knowledgeand information technology (IT), business environments have becomemuch more complicated. In order to cope with ensuing complications,enterprises ought to incessantly innovate; otherwise, it will be verydifficult for them to survive in the marketplace. Hence, IT can help afirm aiming to gain a competitive advantage. In addition, many studieshave argued that business value comes mainly from intangible assets,such as knowledge. Thus, knowledge workers will be able to replaceclerical workers as the new mainstream of manpower resources, afield in which the development of IT is the major force for change inknowledge management system (KMS). Therefore, based on thedefinition of the six gaps in KMS, this study explores the role andeffect of IT in the implementation of KMS in the IK company. EachGap is discussed and the results of an empirical assessment employedto evaluate them are then reported in order to identify each gap'ssituation in a company and which one has to be improved first.moreover, relationships between KMS and IT are analyzed anddemonstrated by means of the literature reviews, expert interviews andquestionnaire analyses. Furthermore, this study discusses how toenhance the effectiveness and efficiency of implementing KMSthrough appropriate IT tools.