1. Operations and Quality Management MGT 655 Course Review

2. Future Value of this course = ability to apply tools and concepts in real life Exam: Key to success = apply course concepts to YOUR job Common ground for all decisions = link to grand strategy using competitive priorities 6/14/2016 2SJC/MGT 655/Dr. Coty Keller

3. Evaluating Operations Strategy Manufacturing or Service Strategy One strategy for each process Link to grand strategy (Mission, Core competencies) Key, as in all we learned in the course is Competitive Priorities Tangible outcome: Decisions on Processes and Supply Chains. Think about how process was reorgainzed to handle variety & volume of service/product in the Pizza Wars case 6/14/2016 SJC/MGT 655/Dr. Coty Keller3

4. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall. Operations Strategy Corporate Strategy Environmental scanning Core competencies Core processes Global strategies Market Analysis Market segmentation Needs assessment Competitive Priorities Cost Quality Time Flexibility New Service/ Product Development Design Analysis Development Full launch Operations Strategy Decisions Managing processes Managing supply chains Competitive Capabilities Current Needed Planned Performance Gap? No Yes 01 - 4

5. Process Strategy Type of process? What is the degree of capital intensity resource flexibility, and customer involvement? Do they support your firm's Competitive Priorities? Are they consistent? Propose changes. 6/14/2016 5SJC/MGT 655/Dr. Coty Keller

6. Process Analysis Evaluate an operations process at your job. Use flow charts and process chart to support your analysis. Background analysis –Changes should support the competitive priorities Accurate use of tools –Flow chart-understanding and improving overall process –Process chart-specific analysis of components of process Recall the Custom Molds & Just Like Home cases 6/14/2016 6SJC/MGT 655/Dr. Coty Keller

7. Capacity Planning Evaluate operations capacity at your work place. How do you measure capacity at your job? Are there better measures?. Evaluate your organization’s strategy for meeting future demand. Background for analysis –Measures should support the competitive priorities –Peak & effective capacity –Gap between demand and capacity –Capacity Strategies Cushion Timing Measures –Think of Fitness Plus case –Measures that can help you meet demand 6/14/2016 7SJC/MGT 655/Dr. Coty Keller

8. Location Choice Imagine a location choice for operations at your organization. Describe how the process (of deciding on a new location) should work. Include the use of the preference matrix tool in your decision process. Framework for Location Decisions Use competitive priorities to determine your dominant location factors Determine the relative importance of each location factor (weigh them) Compare and score each alternative by each factor Display results on preference matrix 6/14/2016 8SJC/MGT 655/Dr. Coty Keller

9. Layout Imagine that you are beginning to create a proposal to change the layout of operations at your job. Describe at least two measures you would use for layout performance criteria. Make sure you are specific (i.e. you identify the units of measure and scale). Develop an alternative to the present layout Background for analysis –Competitive priorities Measures –Recall Pizza Connection case –Should show if your layout is/is not achieving your objectives 6/14/2016 9SJC/MGT 655/Dr. Coty Keller

10. Project Management Suppose you had an activity table for a project –Determine how long it would take to complete the project –Identify the critical path –Show the network diagram from MS Project 6/14/2016 10SJC/MGT 655/Dr. Coty Keller

11. Outsourcing Think about some material, or a service, that you need for operations at your job. Assess whether it should be outsourced. Describe the decision process for outsourcing. Be specific: i.e. if you outsource, what are your vendor selection criteria)? Display how you would make a decision using a preference matrix Appropriateness depends on –Mission – what kind of business are you in? –Competitive priorities –Environment –Is it a core process? Criteria selection should reflect objectives and priorities Display: show relative importance of criteria & how alternatives fair with respect to each 6/14/2016 11SJC/MGT 655/Dr. Coty Keller

12. Quality Tools Pick any four of the eight quality tools Explain how the four tools could be used on a single operations problem at your job. Include a clearly labeled picture of each of the four tools. Think about the Wilson Business Machines case Use the concept of managing with data to identify and correct problems 6/14/2016 12SJC/MGT 655/Dr. Coty Keller

13. Sustainability Sustainability Framework (Fig 13.1) Ecological Competitive Priorities Social Responsibility- beyond stakeholders Vender selection as in the Clif Bar case Evaluate the Supply Chain for an operations process at your organization with respect to its sustainability. Propose changes 6/14/2016 SJC/MGT 655/Dr. Coty Keller13

14. Course Benefits – Outcomes to take to work in the future Develop managerial abilities including your competency as part of a management team Formulate the operations strategy for a service organization, or a manufacturing firm. Apply the latest process management concepts to real world situations Learn the core principles of quality management and how to use quality tools on the job Make effective choices about capacity, location and layout Apply practices used in contemporary supply-chain management Demonstrate an understanding of the project management process Develop sustainable processes and supply chains that benefit society at large 6/14/2016 14SJC/MGT 655/Dr. Coty Keller