This document summarizes a study on how changes at the manufacturing plant level can affect other plants within a manufacturing network. The researchers investigated three companies in Denmark to understand how the evolution of one plant impacts others. They found that as products and processes were transferred between plants over time, the strategic roles of both the transferring and receiving plants changed simultaneously. They concluded that plant evolutions are interdependent, and can lead to transformations in the overall configuration of a company's manufacturing network.

1. By
Yang Cheng, Sami Farooq and John Johansen
Center for Industrial Production, Aalborg University, Aalborg, Denmark
Vicky F. Fakhrurrazi
122100154
MM Produksi Univ. Trisakti Angk. 36

2.  Meneliti efek dari perubahan yang terjadi
pada level manufaktur pada suatu pabrik
terhadap pabrik yang lain dalam satu jaringan
manufaktur dan juga melakukan investigasi
mengenai peranan dari pabrik dalam evolusi
jaringan manufaktur.

3.  Jaringan manufaktur adalah kumpulan dari
pabrik-pabrik yang berlokasi pada tempat
yang berbeda-beda (Ferdows, 1989; Rudberg
and Olhager, 2003).

4.  Literature on the manufacturing plant level
 Each plant was treated as a separate single facility and networking
issues were ignored (Schmenner, 1982).
 Literature on the manufacturing network level
 Dalam proses pembuatan keputusan yang berhubungan dengan
jaringan manufaktur ada 2 keputusan yang harus dibedakan, yaitu:
Konfigurasi dan Koordinasi (Porter, 1986; Fawcett et al., 1993).
 Konfigurasi berhubungan dengan lokasi pabrik dan alokasi sumberdaya
yang saling berhubungan dalam rantai supply (Meijboom and
Vos, 1997).
 Koordinasi berhubungan dengan pengaturan jaringan dan pertanyaan
mengenai bagaimana caranya menhubungkan atau mengintegrasikan
fasilitas yang ada agar dapat mencapai tujuan stratejik dari perusahaan
(Gailbraith, 1990; Flaherty, 1996; Ferdows, 2006).

5.  Bagaimana evolusi dari suatu pabrik
mempengaruhi pabrik yang lain dalam suatu
jaringan manufaktur?
 Bagaimana evolusi dari suatu pabrik
menyebabkan perubahan yang lain dalam
suatu jaringan manufaktur secara lebih luas?

6.  Metode Penelitian: Case Study.
 3 perusahaan di Denmarks (Kantor dan pabrik)
 Empirical data dikumpulkan dari August 2008
and July 2009 dengan menggunakan 3 langkah
pendekatan:
 Longitudinal secondary sources such as annual
reports, press releases, presentation material for
customers and stakeholders, and media materials.
 Semi-structured interviews.
 Document reviews and data from interviewees.

7. Key characteristics of the case companies

11.  Berdasarkan ketiga kasus, setiap pabrik sama-
sama melakukan perpindahan dan relokasi
produk dan proses ke pabrik lain.
 Dynamics of Products/Proces
▪ In Case C, The Danish plant is responsible for developing new
products. However, during the course of their life cycle, their
productions are normally transferred to the Hungarian and
Chinese plants for low cost and market proximity.
▪ Process is similar as well.
 Dynamics of plant capability
▪ Started their operations from simple products and basic
processes.
▪ Head quarter's R&D for remote/outward plants.

12.  Dynamics of location condition
▪ Situation and factors that makes the plants moved or
produced specific products.
 Dynamics of decisions about networks
▪ Real changes in either plant or networks are enabled
when top managers recognize opportunities and
attempt to make relevant decisions, which are unlikely
to be initiated by local managers.

13.  From a plant perspective, plant evolutions are often
interdependent. As the portfolios of products and
processes flows among plants, strategic roles of
related plants (i.e. transferors and receivers) are being
changed simultaneously and gradually.
 From a manufacturing network perspective, inter-
related evolutions of plants can also lead to the
portfolio of plants (with different strategic roles)
being changed from time to time, which further
represents the transformation of the configuration of
a manufacturing network.