This document discusses competitiveness, strategy, and productivity. It defines competitiveness as how effectively an organization meets customer needs relative to competitors. Businesses compete using marketing, operations strategies like cost, quality and flexibility. The document outlines why some organizations fail, such as neglecting operations strategy. It defines mission, strategies and tactics, with strategies as plans to achieve goals and tactics as methods. Different types of strategies like low cost, quality and time-based are presented. The document concludes with definitions and examples of productivity, factors affecting productivity, and ways to improve it.
Operations strategy for MBA, CA, CMA, B COM, M COM Bibek Prajapati
Product and Service Management. What good or service do we offer and what is the design of it?
Operations and Supply Chain Management. ...
Inventory Management. ...
Forecasting and Capacity Planning. ...
Operations Scheduling. ...
Management of Quality. ...
Facilities Planning and Management.Many historical milestones have shaped OM. Some of these are the Industrial Revolution, scientific management, the human relations movement, management science, and the computer age
OM is highly important function in today’s dynamic business environment. Among the trends with significant impact are just-in-time, TQM, reengineering, flexibility, time-based competition, SCM, global marketplace, and environmental issues
OM works closely with all other business functions
The 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
Operations strategy for MBA, CA, CMA, B COM, M COM Bibek Prajapati
Product and Service Management. What good or service do we offer and what is the design of it?
Operations and Supply Chain Management. ...
Inventory Management. ...
Forecasting and Capacity Planning. ...
Operations Scheduling. ...
Management of Quality. ...
Facilities Planning and Management.Many historical milestones have shaped OM. Some of these are the Industrial Revolution, scientific management, the human relations movement, management science, and the computer age
OM is highly important function in today’s dynamic business environment. Among the trends with significant impact are just-in-time, TQM, reengineering, flexibility, time-based competition, SCM, global marketplace, and environmental issues
OM works closely with all other business functions
The 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
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David Beard
CRM Evangelist - Sage CRM Solutions
"With over 10 years involvement in business analyst & project management roles for a variety of companies in the IT, telecommunications & banking sectors, David brings a wealth of experience in helping companies define what a customer means and how best to interact - across both cultural & systemic contexts"
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David Beard, from the business software company Sage UK, looks at market place trends driving the thoughts of software vendors. He then considers why businesses often fail to realise the measurable benefits from ERP and CRM software implementations and what they can do to widen, and thus, improve their approach.
In the field of business and management, data science is transforming how companies organize, operate, manage talent, and create value. In this talk, David will share his experience as a data scientist and consultant on data science in business – from business experimentation to planning process optimization. He will also reflect on the career progress as a data scientist and provide suggestions to young data scientists
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
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Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
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3. 2-3 Competitiveness, Strategy, and Productivity
Competitiveness:
How effectively an organization meets the
wants and needs of customers relative to
others that offer similar goods or services
4. 2-4 Competitiveness, Strategy, and Productivity
Businesses Compete Using Marketing
Identifying consumer wants and needs
Pricing
Advertising and promotion
5. 2-5 Competitiveness, Strategy, and Productivity
Businesses Compete Using Operations
Product and service design
Cost
Location
Quality
Quick response
6. 2-6 Competitiveness, Strategy, and Productivity
Businesses Compete Using Operations
Flexibility
Inventory management
Supply chain management
Service
7. 2-7 Competitiveness, Strategy, and Productivity
Why Some Organizations Fail
Too much emphasis on short-term financial
performance
Failing to take advantage of strengths and
opportunities
Failing to recognize competitive threats
Neglecting operations strategy
8. 2-8 Competitiveness, Strategy, and Productivity
Why Some Organizations Fail
Too much emphasis in product and service
design and not enough on improvement
Neglecting investments in capital and human
resources
Failing to establish good internal
communications
Failing to consider customer wants and needs
9. 2-9 Competitiveness, Strategy, and Productivity
Mission/Strategy/Tactics
How does mission, strategies and tactics relate to
decision making and distinctive competencies?
Strategy Tactics
Mission
10. 2-10 Competitiveness, Strategy, and Productivity
Strategy
Strategies
Plans for achieving organizational goals
Mission
The reason for existence for an organization
Mission Statement
Answers the question “What business are we in?”
Goals
Provide detail and scope of mission
Tactics
The methods and actions taken to accomplish strategies
12. 2-12 Competitiveness, Strategy, and Productivity
Strategy Example
Rita is a high school student. She would like to have a
career in business, have a good job, and earn enough
income to live comfortably
Mission: Live a good life
Goal: Successful career, good income
Strategy: Obtain a college education
Tactics: Select a college and a major
Operations: Register, buy books, take
courses, study, graduate, get job
Example 1
13. 2-13 Competitiveness, Strategy, and Productivity
Examples of Strategies
Low cost
Scale-based strategies
Specialization
Flexible operations
High quality
Service
14. 2-14 Competitiveness, Strategy, and Productivity
Strategy and Tactics
Distinctive Competencies
The special attributes or abilities that give an
organization a competitive edge.
Price
Quality
Time
Flexibility
Service
Location
15. 2-15 Competitiveness, Strategy, and Productivity
Banks, ATMs
Convenience
Location
Disneyland
Nordstroms
Superior customer
service
Service
Burger King
Supermarkets
Variety
Volume
Flexibility
Express Mail, Fedex,
One-hour photo, UPS
Rapid delivery
On-time delivery
Time
Sony TV
Lexus, Cadillac
Pepsi, Kodak, Motorola
High-performance design
or high quality Consistent
quality
Quality
U.S. first-class postage
Motel-6, Red Roof Inns
Low Cost
Price
Examples of Distinctive Competencies
Table 2.2
16. 2-16 Competitiveness, Strategy, and Productivity
Operations Strategy
Operations strategy – The approach,
consistent with organization strategy, that is
used to guide the operations function.
17. 2-17 Competitiveness, Strategy, and Productivity
Strategy Formulation
Distinctive competencies
Environmental scanning
SWOT
Order qualifiers
Order winners
18. 2-18 Competitiveness, Strategy, and Productivity
Strategy Formulation
Order qualifiers
Characteristics that customers perceive as
minimum standards of acceptability to be
considered as a potential purchase
Order winners
Characteristics of an organization’s goods or
services that cause it to be perceived as better
than the competition
20. 2-20 Competitiveness, Strategy, and Productivity
Human Resources
Facilities and equipment
Financial resources
Customers
Products and services
Technology
Suppliers
Key Internal Factors
21. 2-21 Competitiveness, Strategy, and Productivity
Quality and Time Strategies
Quality-based strategies
Focuses on maintaining or
improving the quality of an
organization’s products or
services
Quality at the source
Time-based strategies
Focuses on reduction of time
needed to accomplish tasks
22. 2-22 Competitiveness, Strategy, and Productivity
Time-based Strategies
JAN FEB MAR APR MAY JUN
Planning
Processing
Changeover On time!
Designing
Delivery
23. 2-23 Competitiveness, Strategy, and Productivity
Productivity
Productivity
A measure of the effective use of resources,
usually expressed as the ratio of output to input
Productivity ratios are used for
Planning workforce requirements
Scheduling equipment
Financial analysis
25. 2-25 Competitiveness, Strategy, and Productivity
Productivity Growth
Current Period Productivity – Previous Period Productivity
Previous Period Productivity
Productivity Growth =
26. 2-26 Competitiveness, Strategy, and Productivity
Measures of Productivity
Table 2.4
Partial Output Output Output Output
measures Labor Machine Capital Energy
Multifactor Output Output
measures Labor + Machine Labor + Capital + Energy
Total Goods or Services Produced
measure All inputs used to produce them
27. 2-27 Competitiveness, Strategy, and Productivity
Units of output per kilowatt-hour
Dollar value of output per kilowatt-hour
Energy
Productivity
Units of output per dollar input
Dollar value of output per dollar input
Capital
Productivity
Units of output per machine hour
machine hour
Machine
Productivity
Units of output per labor hour
Units of output per shift
Value-added per labor hour
Labor
Productivity
Examples of Partial Productivity Measures
Table 2.5
28. 2-28 Competitiveness, Strategy, and Productivity
Example 3
7040 Units Produced
Sold for $1.10/unit
Cost of labor of $1,000
Cost of materials: $520
Cost of overhead: $2000
What is the
multifactor
productivity?
Ans. 2.20
31. 2-31 Competitiveness, Strategy, and Productivity
Standardization
Quality
Use of Internet
Computer viruses
Searching for lost or misplaced items
Scrap rates
New workers
Other Factors Affecting Productivity
32. 2-32 Competitiveness, Strategy, and Productivity
Safety
Shortage of IT workers
Layoffs
Labor turnover
Design of the workspace
Incentive plans that reward productivity
Other Factors Affecting Productivity