Chapter 2 Operations Strategy Ch 2 - 2 © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Strategy Formulation 1. Define primary task 2. Assess.

Slides:



Advertisements
Similar presentations
Operations Strategy. OPERATİONS deals with the functions and procedures involved in to day-to-day processes of manufacturing goods and products STRATEGY.
Advertisements

1 Operations Management, Competitiveness, and Operations Strategy Lecture 1.
©The McGraw-Hill Companies, Inc. 2008McGraw-Hill/Irwin Chapter 3 Strategy and Value: Competing Through Operations.
Chapter 2 Operations Strategy. Core Competency Core Competency- What your company does well enough to sustain a competitive advantage When companies focus.
Context of Manufacturing
What is Strategic HRM? Strategic human resource management: The pattern of planned human resource deployments and activities intended to enable an organization.
1.
Training for Organizations
Organization Development and Change
MGT3303 Michel Leseure Performance and Operations Strategy Objective of Lecture: –Describe the strategic role of operations. –Define operations strategy.
History of Operations Management Industrial Revolution Scientific Management Human Relations Management Science Quality Revolution Information Age Globalization.
To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Chapter 2 Operations Strategy To Accompany.
Chapter 2 – Operations Strategy
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Chapter Strategic Training.
Job Shop, Flow Shop, and Batch Processing. 2 Ardavan Asef-Vaziri Jan-1011Operations Strategy: 1- Introduction Facility Layout : Job Shop A C B D Product.
Bus 2411 Production Operations Management Operations Strategy U. Akinc Operations Strategy U. Akinc.
Roberta Russell & Bernard W. Taylor, III
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Operations Strategy Operations Management - 5 th Edition Chapter.
Operations and Supply Chain Strategies
Introduction: Overview of Manufacturing Planning & Control Chapter 1.
Operations and Supply Chain Strategies
Doing An Internal Analysis
Chapter 2, Operations Strategy
© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J Operations Management Operations Strategy Chapter 2.
Restructuring Organizations
Job Shop, Flow Shop, and Batch Processing. 2 Ardavan Asef-Vaziri Aug.-2013Product-Process Matrix Facility Layout : Job Shop A C B D Product 1 Output Input.
The strategic role of Operations and Operations Strategy By: Munyao Mulwa Dept of Management Science DOM 511 : Operations Management Practice.
Designing Goods and Services and Process Selection
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield.
Training & Development
McGraw-Hill/Irwin  The McGraw-Hill Companies, Inc. 2007, All Rights Reserved PROCESS SELECTION Chapter 4.
Chapter 11 Production and Operations Management Learning Goals
Operations, Competitiveness & Quality & Cost &Flexibility& Speed Respond Roberta Russell.
Operations, Competitiveness, and Strategy
Process Selection Chapter 3, Part 2. Intermittent Operations Intermittent operations: processes used to produce a variety of products with different processing.
ISAT 211 Mod 2-1  1997 M. Zarrugh ISAT 211 Module 2: Competitiveness and Operations Strategy  The learning objectives of this module are –To explain.
Operations Strategy Kusdhianto Setiawan, SE, Siv.Øk Department of Management Faculty of Economics Gadjah Mada University.
OPIM 204: Lecture #1 Introduction to OM OPIM 204 Operations Management Instructor: Jose M. Cruz Office: Room 332 Phone: (203)
Chapter 2 Operations Strategy and Competitiveness
CHAPTER 3 PROCESS MANAGEMENT. WHAT IS PROCESS MANAGEMENT ? The selection of the inputs, operations, work flows and methods that transform inputs into.
Chapter CHAPTER EIGHT OVERVIEW SECTION 8.1 – OPERATIONS MANAGEMENT Operations Management Fundamentals OM in Business IT’s Role in OM Competitive.
 The McGraw-Hill Companies, Inc Irwin/McGraw-Hill 1 OPERATIONS STRATEGY Chapter 2.
BA 320 Operations Management Chapter 2 Operations Strategy.
© 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Chapter 4 Processes and Technology.
81 8. Managing Human Resources Managing the IS function Centralized control of IS function Distributed control of IS function Federated control of IS function.
© Prof. D. Kim, 2010, KUBS 1 Operations & Supply Chain Management (OSCM) and Changing Competition Operations Management.
To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Chapter 2 Operations Strategy To Accompany.
CHAPTER 2 OPERATIONS STRATEGY. Corporate strategy : goals core competencies environment responses new products/services global strategies Functional-area.
1 Chapter 5 Defining Service Strategies 1 Chapter 5 DEFINING SERVICE STRATEGIES McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
10-1 © 2006 The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin Organizational Structure Organizational Architecture  The organizational.
Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Operations Strategy Operations Management - 5 th Edition Chapter.
Manufacturing Strategy & Operations Saad Ahmed Javed National College of Business Administration & Economics.
Operations and Supply Chain Strategies. Chapter 2, Slide 2 ©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth.
Developed by: M.Salman Azhar 14-1 Organization Development and Change Session: 05 Restructuring Organizations.
 Training – the process of teaching new employees the basic skills they need to perform their job.  Development – learning that goes beyond today’s.
Chapter 2 Operations and Supply Chain Strategies
MANUFACTURING PROCESSES Chapter Seven Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Operations and Supply Chain Strategies
Organization Development and Change
Strategy and Tactics Distinctive Competencies
Strategic Planning and the Marketing Management Process
Role and development of operation strategy
Operations, Competitiveness, and Strategy
Organization Development and Change
Organization Development and Change
UNIT – OPERATION STRATEGY
Chapter 2 Operations Strategy
Using Operations to Create Value
Production and Operations Management
Presentation transcript:

Chapter 2 Operations Strategy

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Strategy Formulation 1. Define primary task 2. Assess core competency 3. Determine order winners & order qualifiers 4. Position the firm Michael E. Porter’s Competitive Strategy

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Competing On Cost Eliminate all waste Invest in –updated facilities & equipment –streamlining operations –training & development

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Competing On Quality Please the customer –Understand customer attitudes toward and expectations of quality

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Competing On Flexibility Produce wide variety of products Introduce new products Modify existing products quickly Respond to customer needs

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Competing On Speed Fast moves Fast adaptations Tight linkages

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Process-Centered Strategies Processes cut across functional lines and departments Strategy is led by competencies

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Changing Focus from Function to Process

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Exploiting Core Competencies Enhance value a competency provides to customers Transform internal competence into salable item Apply competencies to new products & services Create new ways of working & finding markets

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 2/e Policy Deployment Focuses employees on common goals & priorities Translates strategy into measurable objectives Aligns day-to-day decisions with strategic plan

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 2/e Strategic Planning Mission & Vision Business Strategy Marketing Strategy Operations Strategy Financial Strategy Voice of the Business Voice of the Customer

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Derivation of an Action Plan

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Operations Role In Corporate Strategy Provide support for overall strategy of a firm Serve as firm’s distinctive competence Must be consistent Must be consistent with overall strategy

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Operations Strategy Products Processes and Technology Capacity Human Resources Quality FacilitiesSourcing Services Operating Systems

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Products & Services Make-to-order –made to customer specifications after order received Make-to-stock –made in anticipation of demand Assemble-to-order –add options according to customer specification

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Processes & Technology Project –one-time production of product to customer order Batch production –process many jobs at same time in batch Mass production –produce large volumes of standard product for mass market Continuous processes –very high volume commodity product

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Product-Process Matrix Volume Low High Projects Batch production Mass production Continuous production Standardization

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Product-Process Matrix Labor Intensity Low High Professional Service Shop Mass Service Factory Customization

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Capacity & Facilities How much capacity to provide Size of capacity changes Handling excess demand Hiring/firing workers Need for new facilities

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Facilities Best size for facility? Large or small facilities Facility focus Facility location Global facility

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Human Resources Skill levels required Degree of autonomy Policies Profit sharing Individual or team work Supervision methods Levels of management Training

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Quality Target level Measurement Employee involvement Training Systems needed to ensure quality Maintaining quality awareness Evaluating quality efforts Determining customer perceptions

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Sourcing Degree of vertical integration Supplier selection Supplier relationship Supplier quality Supplier cooperation

Ch © 2000 by Prentice-Hall Inc Russell/Taylor Oper Mgt 3/e Operating Systems Execute strategy daily Information technology support Effective planning & control systems Alignment of inventory levels, scheduling priorities, & reward systems

Feedback: Privacy Policy Feedback
Do Not Sell My Personal Information
About project: SlidePlayer Terms of Service

© 2024 SlidePlayer.com Inc. All rights reserved.