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WHAT TO MANUFACTURE AND HOW?: SOME STRATEGICDECISIONS TO TAKE

机译：制造什么以及如何做：需要采取一些战略决策

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One of the most relevant decisions about manufacturing is precisely what tornmanufacture. The question might seem very simple, but the distinction between arnstrategic component and another that is not, when a component is not any morernstrategic, how and to whom subcontracting the “non differential” components and up tornwhich point a manufacturer becomes and integrator, are some of the questions that canrnmake the difference between success or failure. Some thoughts about those facts fromrnthe perspective of the aeronautical industry, where the traditional Manufacturersrnbecome integrators, but keeping the control on those systems and components criticalrnfor the evolution of the products (and therefore the future of their activities), are leftrnalong the paper with the only purpose to allow the reader to make his own judgementrnand apply them to their reality whenever is convenient.rnThe concept of “centre of excellence” is also briefly discussed, as it is very closelyrnrelated to the answers that can be provided to some of the aforementioned questions.rnOnce the strategy has been determined, and subsequently the components or systemsrnwhere the focus is going to be on, the key of success is to become a world classrnmanufacturer. The “centre of excellence” is a concept that might help to achieve thisrngoal.
机译：关于制造的最重要的决定之一就是制造什么。这个问题看似很简单，但是，有学问的组成部分与没有学问的组成部分之间的区别是，当一个组成部分不再具有更大的战略意义时，如何和由谁来分包“非差异”组成部分，以及制造商和集成商之间的分歧是多少？可能使成功或失败之间产生差异的问题。从航空业的角度对这些事实的一些思考是传统的制造商成为集成商，但保持对那些系统和组件的控制对于产品的发展（以及它们的活动的未来）至关重要的想法，这在论文中是唯一的。目的是让读者做出自己的判断，并在方便时将其应用到现实中。rn还简要讨论了“卓越中心”的概念，因为它与上述某些问题的答案密切相关一旦确定了战略，随后确定了重点的组件或系统，成功的关键就是成为世界一流的制造商。 “卓越中心”的概念可能有助于实现这一目标。

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