Many manufacturing professionals are tired of hearing about "strategy," and the word has been so overused that it has lost much of its unique meaning when applied to the practice of manufacturing management. Most definitions of strategy include elements such as establishing purpose, setting direction, developing plans, taking major actions, and securing a distinctive advantage.
Our view is there are at least five important characteristics that are common to the successful use of the term strategy in most manufacturing enterprises:
- Time Horizon: both with regard to the time it takes to carry out activities and the time it takes to observe their impact.
- Impact: the consequences of any strategy may not be apparent for a long time, but it must be assumed that the impact will be significant.
- Concentration of Effort: any effective strategy requires concentration of the firms activity, effort, resources, or attention on a relativity narrow range of pursuits.
- Patterns of Decisions: most (if not all) strategies require that a series of certain types of decisions be made over time. These decisions must be mutually supportive, and follow a consistent pattern.
- Pervasiveness: a great strategy embraces activities from resource allocation to daily operations. All levels of the organization must act in ways that reinforce the strategy.
Synchronous experts are well versed in developing manufacturing strategy, but more importantly - translating strategy into actionable plans. Give us a call, send us an information request at Sales@SynchronousLLC.com , or review our value propositions at our web site www.SynchronousLLC.com
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