Operations strategy
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The document discusses competitiveness, strategy, and productivity. It defines competitiveness as a nation's ability to produce goods that meet international standards while maintaining incomes. Strategy is defined as a plan to achieve goals, while tactics are the specific actions used to implement strategies. The document provides examples of distinctive competencies like quality, service, and price that companies use in their strategies. It also discusses analyzing internal and external factors, and formulating new strategies focused on quality and reducing time.
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This document discusses competitiveness, strategy, and productivity. It defines key terms like competitiveness, strategy, tactics, and operations strategy. It explains that organizations compete through marketing and operations functions. Poor competitiveness can result from too much short-term focus, neglecting operations strategy, or failing to meet customer needs. Strategy involves achieving organizational goals through strategic plans, while tactics are the specific actions. Linking organizational and operations strategy is important. Time-based and quality-focused strategies are discussed as ways to improve competitiveness.
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Operations management involves transforming inputs like materials, machines, money and manpower into outputs like goods and services through production processes. It includes planning, organizing, staffing, leading and controlling activities to create value. Key operations management decisions relate to designing goods/services, managing quality, designing processes/capacity, supply chain management, inventory management and maintenance. Operations managers work in areas like technology, facilities utilization, strategic issues, quality, cost reduction and productivity improvement. While goods are tangible products that can be inventoried, services are intangible activities provided over time.
Operation Management Chapter One.pptx
Operations management involves transforming inputs like materials, machines, money and labor into outputs like goods and services. It includes activities like production, process design, quality management and supply chain management. Improving productivity, defined as output per unit of input, is a key goal as it allows living standards to rise. Factors influencing productivity include investment in labor, capital and management. Measuring and improving productivity is important for organizational competitiveness.
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management of organisations
This document contains instructions for a semester examination on the management of organizations. It lists 7 potential exam questions covering topics such as applying Hofstede's cultural framework to analyze IKEA's Swedish culture, identifying cross-cultural problems in a case study, advising an American manager on an assignment in Sri Lanka, discussing cross-cultural teams and their difficulties, advising negotiations with executives from Japan/Korea/Germany/US, discussing Hofstede's contributions to the study of national cultures and implications for management, and whether leadership varies across cultures. Students are instructed to answer any 3 questions and that it is an open book exam.
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Operations strategy
- 1. Competitiveness, Strategy, and Productivity 6/28/2015 DMA Kulasooriya,NIBM ( UCD-BSc)
- 2. Competitiveness: The degree to which a nation can produce goods and services that meet the test of international markets while simultaneously maintaining or expanding the real incomes of its citizens (The US Department of Commerce) How effectively an organization meets the needs of customers relative to others that offer similar goods or services 6/28/2015 DMA Kulasooriya,NIBM ( UCD-BSc)
- 3. Competitiveness Quality Competing on Cost Competing on speed Service 6/28/2015 DMA Kulasooriya,NIBM ( UCD-BSc)
- 4. Mission/Strategy/Tactics How does mission, strategies and tactics relate to decision making and distinctive competencies? Strategy TacticsMission 6/28/2015 DMA Kulasooriya,NIBM ( UCD-BSc)
- 5. Strategy Mission ◦ The reason for existence for an organization Mission Statement ◦ A clear statement of purpose Strategy ◦ A plan for achieving organizational goals Tactics ◦ The actions taken to accomplish strategies 6/28/2015 DMA Kulasooriya,NIBM ( UCD-BSc)
- 6. 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 6/28/2015 DMA Kulasooriya,NIBM ( UCD-BSc)
- 7. Planning and Decision Making Mission Goals Organizational strategy Functional strategies Finance Marketing Operations Tactics Tactics Tactics Finance operations Marketing operations Operations operations 6/28/2015 DMA Kulasooriya,NIBM ( UCD-BSc)
- 8. Strategy Formulation Distinctive Competencies ◦ The special attributes or abilities that give an organization a competitive edge. Environmental Scanning ◦ The considering of events and trends that present threats or opportunities for a company. 6/28/2015 DMA Kulasooriya,NIBM ( UCD-BSc)
- 9. Banks, ATMsConvenienceLocation Disneyland Nordstroms Superior customer service Service Burger King Supermarkets Variety Volume Flexibility Express Mail One-Minute photo 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 Distinctive Competencies
- 10. Key External Factors Economic conditions Political conditions Legal environment Technology Competition Markets 6/28/2015 DMA Kulasooriya,NIBM ( UCD-BSc)
- 11. Key Internal Factors Human Resources Facilities and equipment Financial resources Customers Products and services Technology Suppliers 6/28/2015 DMA Kulasooriya,NIBM ( UCD-BSc)
- 12. New 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
- 13. Time-based Strategies JAN FEB MAR APR MAY JUN Planning Processing Changeover On time! Designing Delivery 6/28/2015 DMA Kulasooriya,NIBM ( UCD-BSc)