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Strategy and Performance

Strategy and Performance
3 Volume Paperback Set

$384.00 (P)

Part of Strategy and Performance

  • Date Published: July 2002
  • availability: Available
  • format: Mixed media product
  • isbn: 9780521750325

$ 384.00 (P)
Mixed media product

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About the Authors
  • This unique industry guide consists of a three-volume set which explains in practical terms how to develop effective manufacturing strategy for your business, how to measure the performance of your processes and procedures, and how to assess and manage the capabilities of your business to provide a sustainable competitive advantage. Worksheets, examples and practical advice are included throughout, and a CD provided with the set contains printable versions of the worksheets, plus implementation advice and background material.

    • Step-by-step guide to developing and implementing strategy for manufacturing organisations
    • Developed by the Cambridge Institute for Manufacturing with major industrial clients
    • Part of three volume set covering business strategy, performance and competencies
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    Reviews & endorsements

    'This well written series based on extensive research is a valuable addition to the new area of business performance measurement, in pursuit of excellence.' Measuring Business Excellence

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    Product details

    • Date Published: July 2002
    • format: Mixed media product
    • isbn: 9780521750325
    • length: 420 pages
    • dimensions: 247 x 175 x 29 mm
    • weight: 1.095kg
    • availability: Available
  • Table of Contents

    1. Strategy and performance: creating a winning business formula
    2. Strategy and performance: getting the measure of your business
    3. Strategy and performance: managing resources, competencies and capabilities.

  • Resources for

    Strategy and Performance

    Michael Bourne, John Mills, Andy Neely, Ken Platts, Huw Richards

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  • Authors

    Michael Bourne, Cranfield University, UK
    Dr Mike Bourne joined the faculty at Cranfield School of Management in October 2000 and works on a number of projects involving assisting a number of blue chip companies with the development of their use of data and performance measures. Mike's career includes a research post at the Institute for Manufacturing, Cambridge and a wide variety of positions in industry, including periods in production management, business systems, strategy and acquisitions.

    John Mills, University of Cambridge
    John Mills spent 20 years with Shell International and Philips Electronics, initially in consultancy roles and then in factory, development and business management, especially in electronics and mobile communications industries. He joined Cambridge University in 1992 and is based at the Institute for Manufacturing in Cambridge.

    Andy Neely, University of Cambridge
    Andy Neely is Director of the Centre for Business Performance at Cranfield School of Management and Professor of Operations Strategy and Performance. He has consulted to and worked with numerous organisations including 3M, Andersen Consulting, Aventis, British Aerospace, British Airways, British Telecom, DHL, Diageo, KPMG, NatWest Bank, Pilkington, Reckitt and Colman, and Rolls Royce Aerospace.

    Ken Platts, Cranfield University, UK
    Dr Ken Platts spent the first part of his career working in manufacturing engineering and manufacturing management with companies making shoe machinery, ac generators, bicycles and cranes. Following an 18 month Fellowship in Manufacturing Management at Cranfield University, he went on to head the Computer Aided Manufacturing Group at TI Research labs before joining the University of Cambridge where he has just completed a three year term as the Director of the Manufacturing Engineering Tripos BA and MEng programmes.

    Huw Richards, University of Cambridge
    Huw Richards worked in a variety of roles before studying mechanical and production engineering. After more than 10 years as a freelance consultant in training and communications, he joined a research project at the University of Cambridge in 1992 to develop processes to help manufacturing companies formulate strategy and design appropriate performance measurement systems. He is currently based at the Institute for Manufacturing in Cambridge.

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