The Empirical Study on Relationship between Design-Manufacturing Integration and Manufacturing Performance of Chinese Manufacturing Enterprises

Abstract:

Article Preview

Nowadays, researchers’ study on DMI more focus on the influence of DMI to new products or new products development, Few focus on the influence to the manufacturing performance in manufacturing enterprises. Especially it lacks empirical research on how DMI’s various activities influence manufacturing performance and how interact on each other between them. Based on the theoretical analysis on DMI, this paper analyzes the correlations between horizontal organizational integration, design integration, technological integration and the relation between them and manufacturing performance, provides the hypothesis, and carries out the empirical research on 150 enterprises in china in 2009’s International Manufacturing Strategy Survey, it turned out that horizontal organizational integration, design integration between design and manufacturing departments have positive promoting effect on technological integration. Horizontal organizational integration, design integration and technological integration have positive promoting effect on manufacturing performance. Technological integration plays mediating effect between horizontal organizational integration and manufacturing performance. Technological integration plays mediating effect between design integration and manufacturing performance.

Info:

Periodical:

Advanced Materials Research (Volumes 201-203)

Edited by:

Daoguo Yang, Tianlong Gu, Huaiying Zhou, Jianmin Zeng and Zhengyi Jiang

Pages:

1116-1120

DOI:

10.4028/www.scientific.net/AMR.201-203.1116

Citation:

S. Chen and Y. Z. Tian, "The Empirical Study on Relationship between Design-Manufacturing Integration and Manufacturing Performance of Chinese Manufacturing Enterprises", Advanced Materials Research, Vols. 201-203, pp. 1116-1120, 2011

Online since:

February 2011

Export:

Price:

$35.00

[1] Swink, M., Narasimhan, R., Wang, C. Managing beyond the factory walls: Effects of four types of strategic integration on manufacturing plant performance. Journal of Operations Management. 2007, 25(1): 148-164.

DOI: 10.1016/j.jom.2006.02.006

[2] Ettlie, J. Product-Process Development Integration in Manufacturing. Management Science. 1995, 41 (7): 1224–1237.

DOI: 10.1287/mnsc.41.7.1224

[3] Zahra, S.A., Nielsen, A.P. Sources of capabilities, integration and technology commercialization. Strategic Management Journal. 2002, 23(5): 377-398.

[4] Adler, P.S. Interdepartmental interdependence and coordination: the case of the design/manufacturing interface. Organization Science. 1995, 6(2): 147-167.

DOI: 10.1287/orsc.6.2.147

[5] Fleischer, M., Liker, J.K. The hidden professionals: product designers and their impact on design quality. IEEE Transactions on Engineering Management. 1992, 39(3): 254-264.

DOI: 10.1109/17.156559

[6] Swink, M. Threats to new product manufacturability and the effects of development team integration processes. Journal of Operation Management. 1999, 17: 691-709.

DOI: 10.1016/s0272-6963(99)00027-3

[7] Swink, M., Calantone, R. NPD complexity, technology novelty, and new product design quality: the mediating effects of design-manufacturing integration. IEEE Transactions on Engineering Management. 2004, 51 (4): 472-482.

DOI: 10.1109/tem.2004.835088

[8] Swink, M., Nair, A. Capturing the competitive advantages of AMT: Design-manufacturing integration as a complementary asset. Journal of Operations Management. 2007, 25(3): 736-754.

DOI: 10.1016/j.jom.2006.07.001

[9] Ettlie, J., Reza, E. Organizational Integration and Process Innovation. Academy of Management Journal. 1992, 35 (4): 795–827.

[10] Ettlie, J., Reifeis, S. Integration Design and Manufacturing to deploy Advanced Manufacturing Technology. Institute for Operations Research and the Management Sciences. 1987, 17(6): 63–74.

DOI: 10.1287/inte.17.6.63

In order to see related information, you need to Login.