Final

Operations Management, 2e/Ch. 4 Operations Strategy
©2007 Thomson South-Western
Learning Objectives
• List and briefly discuss the primary ways that business
organizations compete
• List five reasons for the poor competitiveness of some
companies.
• To understand how customer wants and needs drive strategic
thinking in a firm, and their consequences in designing and
managing operations within the value chain.
• To learn the five major competitive priorities important to
business success, and what they mean for operations.
• Define the term strategy and explain why strategy is important
for competitiveness.

Learning Objectives
• Discuss and compare organizational strategy and operations
strategy, and explain why it is important to link the two.
• To understand the process of strategic planning at the
organizational level and its relationship to operations strategy.
• To understand how operations strategy can support and drive the
achievement of organizational objectives, and to learn the key
elements of an operations strategy.
• To understand the operations design choices and infrastructure
decisions from the perspective of defining an operations strategy,
and tradeoffs that need to be made in developing a viable
operations strategy.

Learning Objectives
• Describe and give example of time-based strategies.
• Define the term productivity and explain why it is important to
organizations and to countries.
• A Framework for Manufacturing Strategy
• List some of the reasons for poor productivity and some ways of
improving it.
• To be able to identify and understand the seven decisions areas in
Hill’s operations strategy framework.
• To be able to analyze a real organization's operations strategy and
apply the strategy development framework.

2-4
Competitiveness:
How effectively an organization meets the
wants and needs of customers relative to
others that offer similar goods or services

2-5
Businesses Compete Using
Marketing
 Identifying consumer wants and needs
 Pricing
 Advertising and promotion

2-6
Operations
 Product and service design
 Cost
 Location
 Quality
 Quick response

2-7
Operations
 Flexibility
 Inventory management
 Supply chain management
 Service and service quality
 Managers and workers

2-8
Why Some Organizations Fail
 Too much emphasis on short-term
financial performance
 Failing to take advantage of strengths
and opportunities
 Neglecting operations strategy
 Failing to recognize competitive threats

2-9
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

2-10
Mission/Strategy/Tactics
How does mission, strategies and tactics relate to
decision making and distinctive competencies?
Strategy TacticsMission

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Strategy
 Mission
 The reason for existence for an organization
 Mission Statement
 States the purpose of an organization
 Goals
 Provide detail and scope of mission
 Strategies
Plans for achieving organizational goals
 Tactics
 The methods and actions taken to accomplish strategies

2-12
Planning and Decision Making
Mission
Goals
Organizational
Strategies
Functional Goals
Finance
Strategies
Marketing
Strategies
Operations
Strategies
Tactics Tactics Tactics
Operating
procedures
Operating
procedures
Operating
procedures
Figure 2.1

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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

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Examples of Strategies
 Low cost
 Scale-based strategies
 Specialization
 Flexible operations
 High quality
 Service

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Strategy and Tactics
 Distinctive Competencies
The special attributes or abilities that give an
organization a competitive edge.
 Strategy Factors
 Price
 Quality
 Time
 Flexibility
 Service
 Location

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Banks, ATMsConvenienceLocation
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 CostPrice
Examples of Operations Strategies
Table 2.2

Operations Strategy
Understanding Customer Wants and Needs
A Japanese professor, Noriaki Kano, suggested three
classes of customer requirements:
Dissatisfiers: requirements that are expected in a good
or service. If these features are not present, the
customer is dissatisfied, sometimes very dissatisfied.
Satisfiers: requirements that customers say they want.
Exciters/delighters: new or innovative good or
service features that customers do not expect.
Examples?

• Basic customer expectations - dissatisfiers and
satisfiers – are generally considered the
minimum performance level required to stay in
business and are often called order qualifier.
• Order winners are goods and service features
and performance characteristics that
differentiate one customer benefit package
from another, and win the customer's business.
Operations Strategy

• Search attributes are those that a customer
can determine prior to purchasing the goods
and/or services. These attributes include
things like color, price, freshness, style, fit,
feel, hardness, and smell.
• Goods such as supermarket food, furniture,
clothing, automobiles, and houses are high in
search attributes.
Operations Strategy

Understanding Customer Wants and
Needs
• Experience attributes are those that
can only be discerned after purchase or
during consumption or use.
• Examples of these attributes are
friendliness, taste, wearability, safety,
fun, and customer satisfaction.
Operations Strategy

Understanding Customer Wants and
Needs
• Credence attributes are any aspects of
a good or service that the customer must
believe in, but cannot personally evaluate
even after purchase and consumption.
• Examples would include the expertise of a
surgeon or mechanic, the knowledge of a
tax advisor, or the accuracy of tax
preparation software.
Operations Strategy

How Customers Evaluate Goods and Services
Source: Adapted from V. A. Zeithamel, “How Consumer Evaluation Processes Differ Between Goods and Services,” in J. H. Donnelly and W. R. George, eds.,
Marketing in Services, published by the American Marketing Association, Chicago, 1981, pp. 186–199.

Customers evaluate services in ways that are often different
From goods such as:
• Customers seek and rely more on information from personal sources
than from non-personal sources when evaluating services prior to
purchase.
• Customers use a variety of perceptual features in evaluating services.
Customers normally adopt innovations in services more slowly than
they adopt innovation in goods.
• Customers perceive greater risks when buying services than when
buying goods.
• Dissatisfaction with services is often the result of customers’ inability
to properly perform or co-produce their part of the service.
These insights help to explain why it is more difficult to design services
and service processes than goods and manufacturing operations.
Operations Strategy

Competitive Priorities
• Competitive advantage denotes a
firm’s ability to achieve market and
financial superiority over its
competitors.
• Competitive priorities represent the
strategic emphasis that a firm places on
certain performance measures and
operational capabilities within a value
chain.
Operations Strategy

• Cost
• Quality
• Time
• Flexibility
• Innovation
Operations Strategy

• Every organization is concerned with building and
sustaining a competitive advantage in its
markets.
• A strong competitive advantage is driven by
customer needs and aligns the organization's
resources with its business opportunities.
• A strong competitive advantage is difficult to
copy, often because of a firm’s culture, habits, or
sunk costs.
Operations Strategy

Competitive Priority -- Cost
• Almost every industry has a low price market
segment.
• Low-cost strategy firms: Honda Motor Co.,
Marriott's Fairfield Inns, Merck-Medco On-line
Pharmacy, Southwest Airlines, and Wal-
Mart's Sam's Club.
• Southwest Airlines is one of the few airlines that
have been profitable during the 2001-2005
period. A low cost strategy can reshape industry
structure such as in the airline industry (see OM
Spotlight: Southwest Airlines).
Operations Strategy

Competitive Priority – Quality
PIMS Associates, Inc., a subsidiary of the Strategic Planning
Institute, for example, found that
• Businesses offering premium quality goods usually have
large market shares and were early entrants into their
markets.
• Quality is positively and significantly related to a higher
return on investment for almost all kinds of market
situations.
• A strategy of quality improvement usually leads to
increased market share, but at a cost in terms of reduced
short-run profitability.
• High goods quality producers can usually charge premium
prices.
Operations Strategy

Interlinking Quality and Probability Performance

Competitive Priority – Quality
Competitive strategies often led to tradeoffs between quality and
cost; some company strategies are willing to sacrifice quality in order
to develop a low cost advantage. Consider the story of Schlitz Brewing
Company below.
• In the early 1970s, Schlitz Brewing Company, the second largest
brewer in the United States, began a cost-cutting campaign. It
included reducing the quality of ingredients in their beers by
switching to corn syrup and hop pellets and shortening the brewing
cycle by 50 percent.
• In the short term, it achieved higher returns on sales and assets
than Anheuser-Bush (and the acclaim of Wall Street analysts).
• But customers do recognize inferior products. Soon after, market
share and profits fell rapidly.
• By 1980 Schlitz's sales had declined 40 percent, the stock price fell
from $69 to $5, and the company was eventually sold.
Operations Strategy

Operations Strategy
Competitive Priority -- Time
• Time is perhaps the most important source of
competitive advantage.
• Customers demand quick response, short
waiting times, and consistency in
performance.
• Many firms use time as a competitive weapon to
create and deliver superior goods and services
such as Charles Schwab, Clarke American
Checks, CNN, Dell, FedEx, and Wal-Mart.

Operations Strategy
• Reductions in processing (flow) time serve two
purposes.
• First, they speed up work processes so that
customer response is improved. Deliveries can be
made faster, and more often on-time.
• Second, reductions in processing time can only be
accomplished by streamlining and simplifying
processes and value chains to eliminate non-value-
added steps such as rework and waiting time.

Operations Strategy
• Processing (flow) time reductions often
drive simultaneous improvements in
quality, cost, and productivity (see OM
Spotlights on Hyundai Motor Co. and
Procter & Gamble).

Operations Strategy
Competitive Priority -- Flexibility
• Mass customization requires companies to
align their activities around differentiated
customer segments and design goods,
services, and operations around flexibility.
• High-levels of flexibility might require
special strategies such as modular
designs, interchangeable components,
and postponement strategies.

Operations Strategy
• Flexible operations require sharing
manufacturing lines and specialized
training for employees.
• Flexible operations may also require
attention to outsourcing decisions,
agreements with key suppliers, and
innovative partnering arrangements,
because delayed shipments and a
complex supply chain can hinder
flexibility.

Operations Strategy
• Mass customization is being able to
make whatever goods and services the
customer wants, at any volume, at any
time for anybody, and for a global
organization, from any place in the
world.

Operations Strategy
• Examples include
 Sign-tic company signs that are uniquely designed
for each customer from a standard base sign
structure,
 business consulting,
 Levi’s jeans that are cut to exact measurements,
 personal Web pages,
 estate planning,
 Harley-Davidson bikes,
 cell phones customized in different colors, sizes, and
shapes,
 personal weight training programs, and
 modular furniture that customers can configure to
their unique needs and tastes.

Operations Strategy
Competitive Priority -- Innovation
• Innovation is the discovery and
practical application or
commercialization of a device,
method, or idea that differs from
existing norms.
• Innovations in all forms encapsulate
human knowledge.

Operations Strategy
• Innovations take many forms such as
Physical goods such as telephones,
automobiles, refrigerators,
computers, optical fiber, satellites,
and cell phones.
Services such as self-service, all-suite
hotels, health maintenance
organizations, and Internet banking.

Operations Strategy
Innovations take many forms such as
 Manufacturing such as computer-aided
design, robotic automation, and smart
tags.
 Management practices such as customer
satisfaction surveys, quantitative decision
models, and Six Sigma).

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 Economic conditions
 Political conditions
 Legal environment
 Technology
 Competition
 Markets
Key External Factors

2-43
 Human Resources
 Facilities and equipment
 Financial resources
 Customers
 Products and services
 Technology
 Suppliers
Key Internal Factors

2-45
Operations Strategy
 Operations strategy – The approach,
consistent with organization strategy,
that is used to guide the operations
function.

2-46
Strategic OM Decisions
Decision Area Affects
Product and service design Costs, quality liability and environmental
Capacity Cost structure, flexibility
Process selection and layout Costs, flexibility, skill level, capacity
Work design Quality of work life, employee safety, productivity
Location Costs, visibility
Quality Ability to meet or exceed customer expectations
Inventory Costs, shortages
Maintenance Costs, equipment reliability, productivity
Scheduling Flexibility, efficiency
Supply chains Costs, quality, agility, shortages, vendor relations
Projects Costs, new products, services, or operating systems
Table 2.4

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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

2-48
Time-based Strategies
JAN FEB MAR APR MAY JUN
Planning
Processing
Changeover On time!
Designing
Delivery

Operations Strategy
Strategic Planning
• Strategy is a pattern or plan that integrates an
organization’s major goals, policies, and action
sequences into a cohesive whole.
• Effective strategies develop around a few key
competitive priorities - such as low cost or fast
service time - which provide a focus for the
entire organization, and exploit an organization’s
core competencies - the strengths unique to
that organization.

Operations Strategy
Strategic Planning
• Strategic planning is the process of
determining long-term goals, policies, and
plans for an organization.
• The businesses in which the firm will participate
are often called strategic business units
(SBUs), and are usually defined as families of
goods or services having similar characteristics
or methods of creation.
• Strategy is the result of a series of hierarchical
decisions about goals, directions, and resources.

Operations Strategy
Strategic Planning
Most large organizations have three levels of
strategy:
• Corporate strategy is necessary to
define the businesses in which the
corporation will participate and
develop plans for the acquisition and
allocation of resources among those
businesses.

Operations Strategy
Strategic Planning
Most large organizations have three levels
of strategy:
• A business strategy defines the
focus for SBUs. The major decisions
involve which markets to pursue
and how best to compete in those
markets; that is, what competitive
priorities the firm should pursue.

Operations Strategy
Strategic Planning
Most large organizations have three levels
of strategy:
• A functional strategy is the set of
decisions that each functional area
- marketing, finance, operations,
research and development,
engineering, and so on - develops
to support its particular business
strategy.

Operations Strategy
Strategic Planning
• The operations strategy is how an
organization’s processes are
designed and organized to
produce the type of goods and
services to support the corporate
and business strategies.

Operations Strategy
Strategic Planning
• Managers recognize that the value
(supply) chain can be leveraged to provide
a distinct competitive advantage, and that
operations is a core competency for
the organization.
• Whoever has superior operational
capability over the long term is the
odds-on-favorite to win the industry
shakeout.

Operations Strategy
Strategic Planning Process
• Strategy development refers to a company's
approach, formal or informal, for making key
long-term business decisions.
• The process typically takes into account
customer and market requirements, the
competitive environment, industry structure and
non-industry competitors, financial and societal
risks, human resource capabilities and needs,
technological capabilities, and supplier
capabilities.

Operations Strategy
Pal’s Strategic Planning Process
Pal’s Strategic Planning Process,
which is performed annually, focuses on a
two-year planning horizon. The major steps
are as follows:
Step 1 - Gather and Analyze Strategic
Performance Data
Step 2 - Review/Analyze Existing
Strategic Directions and Documents
Step 3 - Revise/Develop Strategy

Operations Strategy
Step 4 - Deploy Objectives and Action
Plans
Step 5 - Review Progress and Results
Step 6 - Continually Evaluate and
Improve Strategic Planning
Process
The next step is to translate business
strategy into operations strategy, policies,
and resource allocation plans.

Operations Strategy
• The strategic mission of a firm defines its reason for
existence.
• The strategic vision describes where the organization
is headed and what it intends to be.
Pal’s strategic vision is

Operations Strategy
• Values are attitudes and policies for all
employees to follow that direct the
journey to achieving the organization’s
vision.
• Values are reinforced through conscious
and subconscious behavior at all levels of
the organization.

Operations Strategy
Pal’s Strategic Values are

Operations Strategy
Operations Strategy
• An operations strategy defines how an
organization will execute its chosen
business strategies.
• Developing an operations strategy
involves translating competitive priorities
into operational capabilities by making a
variety of choices and trade-offs for
design and operating decisions.

Operations Strategy
Operations Strategy
• An operations strategy defines how an
organization will execute its chosen
business strategies.
• Operating decisions must be aligned with
achieving the desired competitive priorities.
• For example, if corporate objectives are to be
the low cost and mass market producer of a
good then adopting an assembly line type of
process is how operations can help achieve
this corporate objective.

Operations Strategy
Pal’s Operations Strategy
What kind of an operations strategy might a company like
Pal’s Sudden Service have? What are the OM implications?
• The quickest, friendliest, most accurate service available.
• A focused menu that delights customers.
• Daily excellence in product, service, and systems
execution.
• Clean, organized, sanitary facilities.
• Exceptional value.

Operations Strategy
Professor Terry Hill’s Strategy Development Framework
Operations design choices are the decisions
management must make as to what type of
process structure is best suited to produce
goods or create services. (See Exhibits 4.4 and
4.5)
 Types of processes and alternative designs
 Supply chain integration and outsourcing
 Technology
 Capacity and Facilities (size, timing, location)
 Inventory
 Trade-off Analysis

Hill’s Strategy Development Framework
Source: T. Hill, Manufacturing Strategy: Text and Cases, 2nd ed., Burr Ridge, IL: Irwin Publishers, 1994, p. 28

Operations Strategy
Professor Terry Hill’s Strategy
Development Framework
Infrastructure focuses on the non-process
features and capabilities of the
organization (see
Exhibits 4.4 and 4.5) and includes the
 workforce,
 operating plans and control
systems,
 quality control,
 organizational structure,
 compensation systems,
 learning and innovation systems, and

Four Key Decision Loops in Terry Hill’s
Generic Strategy Framework

Operations Strategy
Support Services
• Support services often represent 30 to 70 percent of the
cost of being in business (see Exhibit 4.6).
• Each support service requires at least one process to
create and deliver its output or outcome.
• Support service processes cost money, influence customer
satisfaction, and consume time.
• Lack of management attention to support service
processes occurs both in goods-producing and service-
providing organizations.
• Support services offer a significant opportunity for
improvement in organizational effectiveness that
translates to bottom line savings.

Examples of Support Process

Operations Strategy
Prof. Hill’s Strategy Framework Applied to McDonald’s
• McDonald's vision is to be the world's best quick
service restaurant experience. Being the best means
providing outstanding quality, service, cleanliness and value,
so that we make every customer in every restaurant smile.
To achieve our vision, we focus on three worldwide
strategies:
(1) Be The Best Employer
(2) Deliver Operational Excellence
(3) Achieve Enduring Profitable Growth
• Customer Benefit Package Design and Strategy (see Exh. 4.7)
• Strategy Development for McDonald’s (see Exhibit 4.8)

McDonald’s Customer Benefit Package

Applying the Hill’s Strategy Development
Framework to McDonald’s (slide 1)

Applying the Hill’s Strategy Development
Framework to McDonald’s (slide 2)

Solved Problem #1 – Health Club CBP & Strategy
Healthy
Mind and
Body
Food
Personal
Trainer
Massage
Services
Diet and
Nutrition
Exercise
Classes
Child
Care
Swim
Lessons
Strategy: We strive to provide our customers
with superior: customer convenience (location,
food, communication, schedules, etc.) clean
facilities, equipment, uniforms, parking lot, and
the like friendly professional staff that care
about you ways to improve and maintain your
body and mind's health and well being.
Mission: The mission of our
health club is to offer many
pathways to a healthy living
style and body.

Healthy
Mind and
Body
Food
Personal
Trainer
Massage
Services
Diet and
Nutrition
Exercise
Classes
Child
Care
Swim
Lessons
Competitive Priorities:
#1 Priority – many pathways to healthy living and
a healthy body (design flexibility),
#2 – friendly professional staff and service
encounters (service quality),
#3 everything is super clean (goods and
environmental quality),
#4 – customer convenience in all respects (time),
#5 – price (cost).
How to win customers?
Providing a full service
health club with superior
service, staff, and facilities.

Example Health Club Processes
• The food ordering and supply, preparation, delivery, and
clean up processes define the food service value chain.
• The childcare process includes rigorous procedures for
checking children in and out of the childcare area.
• The swimming lesson process includes a sign-up
phase, potential participant medical examination phase,
and a series of classes taught by certified swimming
instructors who are trained in emergency services such as
CPR.
• The personal trainer process requires high design
flexibility since each exercise and training program is
customized to the individual.

79
Kaplan and Norton’s Generic
Strategy Map
In the Kaplan and Norton’s Generic Strategy
Map, under the Financial Perspective, the
Productivity Strategy is generally made up from
two components:
1. Improve cost structure: Lower direct and
indirect costs
2. Increase asset utilization: Reduce working
and fixed capital

80
Strategy Map (Continued)
Map, under the Financial Perspective, the
Revenue Growth Strategy is generally made
up from two components:
1. Build the franchise: Develop new sources of
revenue
2. Increase customer value: Work with
existing customers to expand relationships
with company

81
Map, under the Customer Perspective, there
are three ways suggested as means of
differentiating a company from others in a
marketplace:
1. Product leadership
2. Customer intimacy
3. Operational excellence

82
Map, under the Learning and Growth
Perspective, there are three principle
categories of intangible assets needed for
learning:
1. Strategic competencies
2. Strategic technologies
3. Climate for action

83
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

84
Steps in Developing a
Manufacturing Strategy
 1. Segment the market according to the
product group
 2. Identify product requirements, demand
patterns, and profit margins of each group
 3. Determine order qualifiers and winners for
each group
 4. Convert order winners into specific
performance requirements

85
Service Strategy Capacity
Capabilities
 Process-based
– Capacities that transforms material or information
and provide advantages on dimensions of cost and
quality
 Systems-based
– Capacities that are broad-based involving the entire
operating system and provide advantages of short
lead times and customize on demand
 Organization-based
– Capacities that are difficult to replicate and provide
abilities to master new technologies

2-86
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

2-87
Productivity
 Partial measures
 output/(single input)
 Multi-factor measures
 output/(multiple inputs)
 Total measure
 output/(total inputs)
Productivity =
Outputs
Inputs

2-88
Productivity Growth
Current Period Productivity – Previous Period Productivity
Previous Period Productivity
Productivity Growth =

2-89
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

2-90
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

2-91
Example 3
7040 Units Produced
Cost of labor of $1,000
Cost of materials: $520
Cost of overhead: $2000
What is the multifactor productivity?
Ans. 2.0 units per dollar of input

2-92
Example 3 Solution
MFP = Output
Labor + Materials + Overhead
MFP = (7040 units)
$1000 + $520 + $2000
MFP = 2.0 units per dollar of input

2-93
Process Yield
 Process yield is the ratio of output of good
product to input
 Defective product is not included in the
output
 Service example:
 Ratio of cars rented to cars available to rent

2-94
Factors Affecting
Productivity
Capital Quality
Technology Management

2-95
 Standardization
 Quality
 Use of Internet
 Computer viruses
 Searching for lost or misplaced items
 Scrap rates
 New workers
Other Factors Affecting Productivity

2-96
 Safety
 Shortage of IT workers
 Layoffs
 Labor turnover
 Design of the workspace
 Incentive plans that reward productivity
Other Factors Affecting Productivity

2-97
Outsourcing
 Higher productivity in another company is a
key reason organizations outsource work
 Improving productivity may reduce the need
for outsourcing

2-98
Improving Productivity
 Develop productivity measures
 Determine critical (bottleneck)
operations
 Develop methods for productivity
improvements
 Establish reasonable goals
 Get management support
 Measure and publicize improvements
 Don’t confuse productivity with
efficiency

Final

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