Презентация на тему Operations strategy and competitiveness

Strategy
Explain how a Business strategy is developed
Explain the role

of Operations Strategy in the organization
Explain the relationship between business strategy and operations strategy
Describe how an operations strategy is developed

the operations function
Explain the strategic role of technology
Define productivity

and identify productivity measures
Compute productivity measures

plan that makes best use of resources which;
Specifies the

policies and plans for using organizational resources
Supports Business Strategy as shown on next slide

operational efficiency and strategy:
Operational efficiency is performing tasks well,

even better than competitors
Strategy is a plan for competing in the marketplace
Operations strategy ensures all tasks performed are the right tasks

factors and strategic decisions:
What business in the company in

(mission)
Analyze and understand the market (environmental scanning)
Identify the company strengths (core competencies)

be the most successful computer company

in the world”
Environmental Scanning: political trends, social trends, economic trends, market place trends, global trends
Core Competencies: strength of workers, modern facilities, market understanding, best technologies, financial know-how, logistics

plan for the design and management of operations functions

is developed after the business strategy
focuses on specific capabilities which give it a competitive edge – competitive priorities

Function

Questions:
Will you compete on –
Cost?

Quality?
Time?
Flexibility?
All of the above? Some? Tradeoffs?

low price relative to competition
Typically high volume products
Often limit

product range & offer little customization
May invest in automation to reduce unit costs
Can use lower skill labor
Probably uses product focused layouts
Low cost does not mean low quality

is defined differently depending on who is defining it
Two

major quality dimensions include
High performance design:
Superior features, high durability, & excellent customer service

Product & service consistency:
Meets design specifications
Close tolerances
Error free delivery
Quality needs to address
Product design quality – product/service meets requirements
Process quality – error free products

important competition priorities
First that can deliver often wins the

race
Time related issues involve
Rapid delivery:
Focused on shorter time between order placement and delivery
On-time delivery:
Deliver product exactly when needed every time

must accommodate change by being flexible
Product flexibility:
Easily switch

production from one item to another
Easily customize product/service to meet specific requirements of a customer

Volume flexibility:
Ability to ramp production up and down to match market demands

priorities that support business strategy
Decisions often required trade offs
Decisions

must focus on order qualifiers and order winners
Which priorities are “Order Qualifiers”?
Must have excellent quality since everyone expects it

Which priorities are “Order Winners”?
Dell competes on all four priorities
Southwest Airlines competes on cost
McDonald’s competes on consistency
FedEx competes on speed
Custom tailors compete on flexibility

include two general categories
Structure – decisions related to the

production process, such as characteristics of facilities used, selection of appropriate technology, and the flow of goods and services
Infrastructure – decisions related to planning and control systems of operations

– structure & infrastructure
They focus on customer service, cost,

and speed
ERP system developed to allow customers to order directly from Dell
Product design and assembly line allow “make to order” strategy – lowers costs, increases turns
Suppliers ship components to a warehouse within 15 minutes of the assembly plant - VMI
Dell set up a shipping arrangement with UPS

competitive priorities
Three Applications: product technology, process technology, and information

technology
Products - Teflon, CD’s, fiber optic cable
Processes – flexible automation, CAD
Information Technology – POS, EDI, ERP, B2B

and negative potentials
Positive
Improve processes
Maintain up-to-date standards
Obtain competitive advantage
Negative
Costly
Risks such

as overstating benefits

priorities
Can require change to strategic plans
Can require change to

operations strategy
Technology is an important strategic decision

how efficiently inputs are converted to outputs

Productivity = output/input

Total Productivity Measure
Total Productivity = $sales/inputs $

Partial Productivity Measure
Partial Productivity = cars/employee

Multifactor Productivity Measure
Multi-factor Productivity = sales/total $costs

has presented the following data for the past three

years in its annual report. As a potential investor, you are interested in calculating yearly productivity and year to year productivity gains as one of several factors in your investment analysis.

2003 2002 2001
Partial Prod. Measure

Unit Car Sales/Employee 24.1 21.2 18.3

Year-to-year Improvement 13.7% 15.8%

Multifactor Prod. Measures

Total Cost Productivity 1.26 1.24 1.19

Year-to-year Improvement 1.6% 4.2%

Which is the best measurement?

compared to something, i.e. another year, a different company
Raw

productivity calculations do not tell the complete story unless there are no major structure differences.
In the prior automobile business example, it is obvious that some major changes were taking place to yield 15.8% and 13.7% year-to-year cars/employee productivity improvements. What changes could improve car sales per employee? Automation? Out sourcing? Major re-design?

Is this partial productivity measurement enough to make an

investment decision?
Is the Total Cost Productivity measure a better reflection of year to year productivity at 4.2% and 1.6%. Why?
Should you also look at productivity measures for the two major competitors for comparison?
Productivity measure provides information on how the firm is doing relative to what is critical to the firm

is a scorecard on effective resource use
A nation’s Productivity

effects its standard of living
US productivity growth averaged 2.8% from
1948-1973
Productivity growth slowed for the next 25 years to 1.1%
Productivity growth in service industries has been less than in manufacturing

service sector productivity is a unique challenge
Traditional measures focus

on tangible outcomes
Service industries primarily produce intangible outcomes
Measuring intangibles is challenging

defines long-term plan
Operations strategy support the business strategy
Marketing strategy

needs to fully understand operations capability
Financial plans in effect support operations activities.

long range plan and vision. Each individual business function

develop needs to support the business strategy
An organization develops its business strategy by doing environmental scanning and considering its mission and its core competencies.
The role of operations strategy is to provide a long-range plan for the use of the company’s resources in producing the company’s primary goods and services.
The role of business strategy is to serve as an overall guide for the development of the organization’s operations strategy.

focuses on developing specific capabilities called competitive priorities.
There

are four categories of competitive priorities: cost, quality, time, and flexibility
Technology can be sued by companies to gain a competitive advantage and should be acquired to support the company’s chosen competitive priorities
Productivity is a measure that indicates how efficiently an organization is using its resources
Productivity is computed as the ratio or organizational outputs divided by inputs