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Charles L. Cooney and Donald Rosenfield. Vallely, Amy S. (Amy Susan), 1974- Leaders for Manufacturing Program. Leaders for Manufacturing Program at MIT Massachusetts Institute of Technology. Department of Chemical Engineering Sloan School of Management 2006-11-08T16:34:04Z 2006-11-08T16:34:04Z 2004 2004 http://hdl.handle.net/1721.1/34763 56714458 Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Chemical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2004. Includes bibliographical references (p. 109-110). The overriding objective of diagnostic assessment is change. Assessment processes are a mechanism to identify areas that merit change. In order to maximize the possibility that a company will adopt recommended changes following a diagnostic assessment, the assessment process itself must be matched to the companies needs. This research presents a model of factors that affect the level of change adoption in firms. From this model, a framework was developed to evaluate the degree to which diagnostic assessment processes facilitate change adoption in a firm. The framework was then applied to the Manufacturing Advisory Service (MAS), a business support service in the UK. Operational aspects of the MAS are also explored. The lessons of the MAS are then applied in the larger context of business support through policy recommendations for the UK Department of Trade and Industry. by Amy S. Vallely. S.M. M.B.A. 110 p. 8260225 bytes 8271366 bytes application/pdf application/pdf eng Massachusetts Institute of Technology M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 Sloan School of Management. Chemical Engineering. Leaders for Manufacturing Program. A comparative analysis of diagnostic tools and techniques for manufacturing business support Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="27f27e89-aca3-4170-9440-cd0f9d8d3e56"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>A comparative analysis of diagnostic tools and techniques for manufacturing business support</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2004</PublicationDate> <Authors> <Author> <DisplayName>Vallely, Amy S. (Amy Susan), 1974-</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>Sloan School of Management.</Keyword> <Keyword>Chemical Engineering.</Keyword> <Keyword>Leaders for Manufacturing Program.</Keyword> <Abstract>The overriding objective of diagnostic assessment is change. Assessment processes are a mechanism to identify areas that merit change. In order to maximize the possibility that a company will adopt recommended changes following a diagnostic assessment, the assessment process itself must be matched to the companies needs. This research presents a model of factors that affect the level of change adoption in firms. From this model, a framework was developed to evaluate the degree to which diagnostic assessment processes facilitate change adoption in a firm. The framework was then applied to the Manufacturing Advisory Service (MAS), a business support service in the UK. Operational aspects of the MAS are also explored. The lessons of the MAS are then applied in the larger context of business support through policy recommendations for the UK Department of Trade and Industry.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>