Chap002
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The document discusses key concepts in operations strategy and competitiveness. It covers competitive dimensions like cost, quality, delivery speed and flexibility. It defines order qualifiers and order winners and how they relate to customer needs and corporate strategy. The document also outlines Kaplan and Norton's generic strategy map and its components related to financial perspective, customer perspective, internal perspective, and learning and growth perspective. It provides examples of productivity measures and how outputs and inputs are used to calculate total, partial and multifactor productivity.
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This document discusses operations strategy and competitiveness. It defines key terms like operations strategy, competitive dimensions, order qualifiers and winners. It describes Kaplan and Norton's generic strategy map and the four perspectives of financial, customer, internal and learning & growth. It also outlines steps in developing a manufacturing strategy and discusses different measures of productivity like total, partial and multifactor productivity.
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The document discusses strategic planning and operations strategy. It provides an overview of the strategic planning process, including preparing a mission statement, creating a vision, setting goals, formulating strategies, designing tactics, evaluating performance, and measuring results. It also discusses different types of operations strategies such as competing on price, quality, time, and flexibility. Examples are provided of strategic plans for individuals and companies. The document also covers topics like measuring productivity, types of productivity measures, and ways to improve productivity.
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This slide is all about the :
1. Operations strategy or Strategy
2. Global View of Operations
3. Developing of Mission and Strategy
3.1. Mission
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4. Types of Strategy (Operational and Competitive)
5. Achieving Competitive Advantage Through Operations
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This slide is all about the :
1. Operations strategy or Strategy
2. Global View of Operations
3. Developing of Mission and Strategy
3.1. Mission
3.2. Strategy
4. Types of Strategy (Operational and Competitive)
5. Achieving Competitive Advantage Through Operations
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8. Implementation of Strategy (Process)
9. References
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The document discusses operation and supply strategy. It defines operation strategy as setting policies and plans for using a firm's resources to support its long-term competitive strategy. Operation strategy involves strategic decisions about planning, quality control, and organizing the operations function. It also discusses several competitive dimensions firms consider, including cost, quality, delivery speed and reliability, flexibility, and other product-specific criteria. Firms must decide which dimensions are most critical and focus resources accordingly, as excelling at all dimensions simultaneously is not possible due to trade-offs. The document also outlines frameworks for developing manufacturing and service operation strategies that fit with a firm's overall corporate strategy.
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1) The document discusses operations strategy and how it fits within the overall operations management philosophy and supports the corporate strategy. It links long-term and short-term operations decisions to achieving corporate goals.
2) Key aspects of operations strategy covered include process strategy, quality management, supply chain management, location strategy, and integrating operations with sales and resource planning.
3) Developing an effective operations strategy involves analyzing the environment, identifying core competencies, determining core processes, and developing strategies to support the overall corporate strategy and priorities.
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Key component of strategy execution is alignment of operations strategy with business strategy. This document explains the focus points for aligning operations strategy.
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This document discusses operations strategies in a global economy. It outlines factors affecting global business conditions like quality, costs, technology growth and resource scarcity. It then describes how corporate mission and business strategy are developed based on an assessment of these conditions. Competitive priorities like costs, delivery, quality and service are discussed. The chapter concludes that an operations strategy is needed to achieve the business strategy through elements like production positioning, product plans, outsourcing and facility allocation.
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Operations managers must develop an operations strategy that is consistent with the firm's corporate strategy. An operations strategy involves key decisions such as which products to produce internally and which to purchase, how many facilities are needed and where to locate them, what processes and technologies to use, how to distribute products to customers, which suppliers to use and how much to source from them, what human resources and skills are required, and quality measures. The operations strategy provides support for the firm's overall differentiated strategy and competitive approach through efficient and effective execution of operations.
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The document describes the phases of product management for IT and telecom services after launch. It discusses standardizing sales, delivery, and billing processes to provide benefits to customers like optimization of costs and transparency of offerings. The key phases of product management are outlined as monitor, analyze, correct, improve, and innovate in a continuous cycle. Specific activities are described for each phase like data collection, analyzing the current state against goals, taking actions to address issues, enhancing offerings, and innovating with new features. The overall approach is to regularly review the product status, compare it to market trends, and evolve the product to meet changing business needs and stay ahead of competitors.
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This document provides an overview of operations strategy from a textbook. It discusses the role of operations strategy in supporting business strategy through specifying resource allocation plans. Operations strategy focuses on developing competitive priorities like cost, quality, time, and flexibility. It also discusses how operations requirements like structure and infrastructure are determined by the chosen competitive priorities. The document provides examples of measuring productivity and interpreting those measures.
Chapter 02
1. The document discusses operations strategy and how it fits within the overall operations management philosophy and supports the corporate strategy. It links long-term and short-term operations decisions to achieving corporate goals.
2. Key aspects of operations strategy covered include process strategy, quality management, supply chain management, location strategy, and integrating operations strategy with sales and production planning.
3. Developing an effective operations strategy involves analyzing the environment, identifying core competencies, determining critical processes, and ensuring the strategy is customer-driven. It should support competitive priorities around cost, quality, time, and flexibility.
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The document provides an overview of topics covered in week 5 including strategy, balanced scorecard, strategic profitability analysis, and decision making. It discusses basic business strategies of product differentiation and cost leadership. It provides an example of a company, Chipset, pursuing a cost leadership strategy through value engineering and process reengineering. It also discusses implementing strategy through a balanced scorecard and evaluating strategy using measurement. Learning objectives covered include recognizing generic business strategies, understanding what comprises reengineering, understanding the four perspectives of a balanced scorecard, and analyzing changes in operating income to evaluate strategy.
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This document summarizes a presentation by LEXTA GmbH on IT sourcing. It discusses the four main objectives of IT sourcing as optimizing costs, professionalizing services, implementing strategy, and optimizing resources. It also outlines the five phases of an IT sourcing project as strategic monitoring, sourcing strategy, tender, negotiations, and transition. Finally, it provides an overview of approaches for IT provider management and continuous improvement of sourcing arrangements.
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This document discusses operations strategy and competitiveness. It explains that operations strategy can be used as a competitive weapon through factors like shorter product cycles, production flexibility, low costs, product variety, quality, and more. It also discusses competitive dimensions like cost, quality, delivery speed and reliability, flexibility, and product-specific criteria. Order qualifiers are basic criteria that allow a product to be considered for purchase, while order winners differentiate products. The balanced scorecard and Kaplan and Norton's generic strategy map are presented as frameworks for developing operations strategies. Steps in developing manufacturing and service strategies are also outlined.
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Here are the steps to solve this problem:
1. Output = 50,000 cages
2. Inputs:
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Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures such as cost, quality, service and speed. It aims to help companies fundamentally restructure their organizations by focusing on the work and redesigning the work in order to better support the organizational mission and take advantage of technological changes. BPR seeks to achieve breakthrough improvements rather than incremental changes. Common causes of BPR include changes in customer demands, competition and technology. While BPR can dramatically improve performance, it also carries risks if not implemented properly.
13 Measuring Sc Performance
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- 2. Chapter 2 Operations Strategy and Competitiveness
- 4. Operations Strategy Example Strategy Process Customer Needs Corporate Strategy Operations Strategy Decisions on Processes and Infrastructure More Product Increase Org. Size Increase Production Capacity Build New Factory
- 6. Dealing with Trade-offs For example, if we improve customer service problem solving by cross-training personnel to deal with a wider-range of problems, they may become less efficient at dealing with commonly occurring problems. For example, if we reduce costs by reducing product quality inspections, we might reduce product quality. Cost Quality Delivery Flexibility
- 9. Strategy Design Process Strategy Map Financial Perspective Customer Perspective Internal Perspective Learning and Growth Perspective Improve Shareholder Value Customer Value Proposition Build-Increase-Achieve A Motivated and Prepared Workforce What it is about!
- 14. Operations Strategy Framework Customer Needs New product : Old product Competitive dimensions & requirements Quality, Dependability, Speed, Flexibility, and Price Operations & Supplier capabilities R&D Technology Systems People Distribution Support Platforms Financial management Human resource management Information management Enterprise capabilities Operations and Supplier Capabilities R&D Technology Systems People Distribution
- 22. End of Chapter 2