Product details

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Published by: Harvard Business Publishing
Originally published in: 1991
Version: 1 October 1998

Abstract

Outlines the evolution of Lilly''s corporate manufacturing strategy over the past decade. The corporate vice president of manufacturing must decide on the next phase of Lilly''s strategy for the early 1990s, as well as to what extent and what role process development will play. Provides data outlining three different points in the product development process at which manufacturing process development might be initiated. Using learning curve concepts and data, students can estimate the economic costs and benefits (as well as organizational issues and challenges) associated with each. Illustrates process improvement''s substantial impact in a capital-intensive industry, describes possible roles of manufacturing process technology in an industry that has viewed product R&D as its primary competitive advantage, illustrates phases through which manufacturing can evolve in pursuit of comparative advantage, and introduces students to a challenging and changing industry.
Location:
Industry:
Size:
Fortune 500, USD5 billion revenues
Other setting(s):
1991

About

Abstract

Outlines the evolution of Lilly''s corporate manufacturing strategy over the past decade. The corporate vice president of manufacturing must decide on the next phase of Lilly''s strategy for the early 1990s, as well as to what extent and what role process development will play. Provides data outlining three different points in the product development process at which manufacturing process development might be initiated. Using learning curve concepts and data, students can estimate the economic costs and benefits (as well as organizational issues and challenges) associated with each. Illustrates process improvement''s substantial impact in a capital-intensive industry, describes possible roles of manufacturing process technology in an industry that has viewed product R&D as its primary competitive advantage, illustrates phases through which manufacturing can evolve in pursuit of comparative advantage, and introduces students to a challenging and changing industry.

Settings

Location:
Industry:
Size:
Fortune 500, USD5 billion revenues
Other setting(s):
1991

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