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270 CHAPTER 7 • ImPRovEmEnT sTRATEgy
it will attempt to make a significant strategic contribution. The greater the contribu-
tion it makes, the higher the expectations of the rest of the organisation will be, and
so on. One relatively well-known model for assessing contribution is the Hayes and
Wheelwright four-stage model. This model traces the progression of the operations
function from the largely negative role of Stage 1, to becoming the central element in
competitive strategy in so-called Stage 4 operations.

Further reading

Dale, B.D., van der Wiele, T. and van Iwaarden, J. (2007) Managing Quality, 5th Edition. New
York: Wiley-Blackwell.
Goldratt, E.M., Cox, J. and Whitford, J.C.D. (2004) The Goal: A Process of Ongoing Improve-
ment, 3rd Edition. Great Barrington, MA: North River Press.
Jeston, J. and Nelis, J. (2008) Business Process Management: Practical Guidelines to Successful
Implementations, 2nd Edition. Oxford: Butterworth-Heinemann.
Kaplan, R.S. and Norton, D.P. (2004) Strategy Maps: Converting Intangible Assets into Tangible
Outcomes. Boston, MA: Harvard Business School Publishing.
Kaplan, R.S. and Norton, D.P. (2008) Execution Premium. Linking Strategy to Operations for
Competitive Advantage. Boston, MA: Harvard Business School Press.
Leonard-Bart, D. (1995) Wellsprings of Knowledge: Building and Sustaining the Sources of Innova-
tion. Boston, MA: Harvard Business School Press.
Liker, J. and Franz, J.K. (2011) The Toyota Way to Continuous Improvement: Linking Strategy and
Operational Excellence to Achieve Superior Performance. New York: McGraw-Hill Professional.
MacLennon, A. (2010) Strategy Execution: Translating Strategy into Action in Complex Organisa-
tions. London: Routledge.
Neely, A. (ed.) (2007) Business Performance Measurement: Unifying Theory and Integrating Prac-
tice, 2nd Edition. Cambridge, UK: Cambridge University Press.
Upton, D. (1996) ‘Mechanisms for building and sustaining operations improvement’,
European Management Journal, 14(3).

notes on the chapter

1 Hayes, R.H. and Pisano, G.P. (1996) ‘Manufacturing strategy: At the intersection of two para-
digm shifts’, Production and Operations Management, 5 (1).
2 O’Reilly, Charles A., and Michael L. Tushman (2004) ‘The ambidextrous organisation.’ Harvard
Business Review, 82 (4) pp. 74–83.
3 Sources include: Vasagar, J. (2014) ‘Experiment with a bit of anarchy’, Financial Times
28 January.
4 Skinner, W. (1974) ‘The focused factory’, Harvard Business Review, May–June.
5 Ferdows, K. and A. de Meyer (1990) ‘Lasting Improvement in Manufacturing’, Journal of Opera-
tions Management, 9 (2).
6 Bohn, R.E. (1994) ‘Measuring and managing technical knowledge’, Sloan Management Review,
Fall.
7 Adapted from Bohn (1994) op.cit.
8 Sources: Gawande, A. (2010) ‘The Checklist Manifesto: How to Get Things Right’, Metropolitan.
Aaronovitch, D. (2010) ‘The Checklist Manifesto: Review’, The Times (of London), 23 January.
9 The New Oxford Dictionary of English. Oxford: Oxford University Press.
10 Koenig, M. E. D. (2012) ‘What Is KM? Knowledge Management Explained’, Knowledge Manage-
ment World, 4 May, http://www.kmworld.com/

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