The Planning of Manufacturing Change in a Period of Contraction

Abstract

This paper considers the process of planning for manufacturing change in the context of a company engaged in retrenchment policies. The difficulties of planning for contraction are emphasized and the central role of the production system in influencing the success of management responses underlined. The need for a formal evaluation mechanism which enables management to evaluate alternative responses is argued. Such a mechanism is described and its application in the case of a specific company undergoing contraction is described.