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High Value Manufacturing (HVM) in the UK: Case studies and focus group insights

Research output: Contribution to journalArticle

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High Value Manufacturing (HVM) in the UK: Case studies and focus group insights. / Huaccho Huatuco, Luisa Delfa; Martinez, Veronica; Burgess, Thomas; Shaw, Nicky.

In: Production Planning and Control, Vol. 30, No. 1, 22.03.2019, p. 60-75.

Research output: Contribution to journalArticle

Harvard

Huaccho Huatuco, LD, Martinez, V, Burgess, T & Shaw, N 2019, 'High Value Manufacturing (HVM) in the UK: Case studies and focus group insights', Production Planning and Control, vol. 30, no. 1, pp. 60-75. https://doi.org/10.1080/09537287.2018.1524162

APA

Huaccho Huatuco, L. D., Martinez, V., Burgess, T., & Shaw, N. (2019). High Value Manufacturing (HVM) in the UK: Case studies and focus group insights. Production Planning and Control, 30(1), 60-75. https://doi.org/10.1080/09537287.2018.1524162

Vancouver

Huaccho Huatuco LD, Martinez V, Burgess T, Shaw N. High Value Manufacturing (HVM) in the UK: Case studies and focus group insights. Production Planning and Control. 2019 Mar 22;30(1):60-75. https://doi.org/10.1080/09537287.2018.1524162

Author

Huaccho Huatuco, Luisa Delfa ; Martinez, Veronica ; Burgess, Thomas ; Shaw, Nicky. / High Value Manufacturing (HVM) in the UK: Case studies and focus group insights. In: Production Planning and Control. 2019 ; Vol. 30, No. 1. pp. 60-75.

Bibtex - Download

@article{c1008a8481ed48e0b16e53603cb39d6d,
title = "High Value Manufacturing (HVM) in the UK: Case studies and focus group insights",
abstract = "This paper studies the internal mechanisms that allow organisations to become high value manufacturing (HVM). Using a qualitative methodology, three UK manufacturing companies formed in-depth case studies with semi-structured interviews, observations and historical data. The HVM value matrix of Martinez and co-workers is used to categorise each organisation’s value proposition. Wider benchmarking of the three organisations was carried out against a focus group with an additional seven manufacturing organisations. Thus, data from 10 manufacturing organisations are included in this research. The cases follow the ‘customer intimacy’ HVM discipline. The business processes supporting these value propositions were identified. Interestingly, each organisation’s desired value proposition differs from their current one. ‘Technological integrators’ predominantly rely on new product development (NPD) and Strategy processes, whereas ‘Socialisors’ rely predominantly on Strategy and Customer Relationship processes. Companies can use the findings to better understand their current HVM value proposition and, where necessary, plan their transition to a future desired HVM value proposition.",
keywords = "Value proposition, business processes, high value manufacturing, manufacturing, strategic choice theory",
author = "{Huaccho Huatuco}, {Luisa Delfa} and Veronica Martinez and Thomas Burgess and Nicky Shaw",
note = "{\circledC} 2019 Informa UK Limited, trading as Taylor & Francis Group. This is an author-produced version of the published paper. Uploaded in accordance with the publisher’s self-archiving policy. Further copying may not be permitted; contact the publisher for details.",
year = "2019",
month = "3",
day = "22",
doi = "10.1080/09537287.2018.1524162",
language = "English",
volume = "30",
pages = "60--75",
journal = "Production Planning and Control",
issn = "0953-7287",
publisher = "Taylor and Francis Ltd.",
number = "1",

}

RIS (suitable for import to EndNote) - Download

TY - JOUR

T1 - High Value Manufacturing (HVM) in the UK: Case studies and focus group insights

AU - Huaccho Huatuco, Luisa Delfa

AU - Martinez, Veronica

AU - Burgess, Thomas

AU - Shaw, Nicky

N1 - © 2019 Informa UK Limited, trading as Taylor & Francis Group. This is an author-produced version of the published paper. Uploaded in accordance with the publisher’s self-archiving policy. Further copying may not be permitted; contact the publisher for details.

PY - 2019/3/22

Y1 - 2019/3/22

N2 - This paper studies the internal mechanisms that allow organisations to become high value manufacturing (HVM). Using a qualitative methodology, three UK manufacturing companies formed in-depth case studies with semi-structured interviews, observations and historical data. The HVM value matrix of Martinez and co-workers is used to categorise each organisation’s value proposition. Wider benchmarking of the three organisations was carried out against a focus group with an additional seven manufacturing organisations. Thus, data from 10 manufacturing organisations are included in this research. The cases follow the ‘customer intimacy’ HVM discipline. The business processes supporting these value propositions were identified. Interestingly, each organisation’s desired value proposition differs from their current one. ‘Technological integrators’ predominantly rely on new product development (NPD) and Strategy processes, whereas ‘Socialisors’ rely predominantly on Strategy and Customer Relationship processes. Companies can use the findings to better understand their current HVM value proposition and, where necessary, plan their transition to a future desired HVM value proposition.

AB - This paper studies the internal mechanisms that allow organisations to become high value manufacturing (HVM). Using a qualitative methodology, three UK manufacturing companies formed in-depth case studies with semi-structured interviews, observations and historical data. The HVM value matrix of Martinez and co-workers is used to categorise each organisation’s value proposition. Wider benchmarking of the three organisations was carried out against a focus group with an additional seven manufacturing organisations. Thus, data from 10 manufacturing organisations are included in this research. The cases follow the ‘customer intimacy’ HVM discipline. The business processes supporting these value propositions were identified. Interestingly, each organisation’s desired value proposition differs from their current one. ‘Technological integrators’ predominantly rely on new product development (NPD) and Strategy processes, whereas ‘Socialisors’ rely predominantly on Strategy and Customer Relationship processes. Companies can use the findings to better understand their current HVM value proposition and, where necessary, plan their transition to a future desired HVM value proposition.

KW - Value proposition

KW - business processes

KW - high value manufacturing

KW - manufacturing

KW - strategic choice theory

UR - http://www.scopus.com/inward/record.url?scp=85059515469&partnerID=8YFLogxK

U2 - 10.1080/09537287.2018.1524162

DO - 10.1080/09537287.2018.1524162

M3 - Article

VL - 30

SP - 60

EP - 75

JO - Production Planning and Control

JF - Production Planning and Control

SN - 0953-7287

IS - 1

ER -