Chapter 2 - Operations Strategy and Competitiveness

Operations Management by R. Dan Reid & Nada R. Sanders 3rd Edition Wiley 2007 PowerPoint Presentation by R.B. Clough UNH M. E. Henrie - UAA

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Learning Objectives

Define the role of Business Strategy Explain how a Business strategy is developed Explain the role of Operations Strategy in the organization Explain the relationship between business strategy and operations strategy Describe how an operations strategy is developed
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Learning Objectives

Identify competitive priorities for of the operations function Explain the strategic role of technology Define productivity and identify productivity measures Compute productivity measures

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The Role of Operations Strategy

Provide a plan that makes best use of resources which;

Specifies the policies and plans for using organizational resources Supports Business Strategy as shown on next slide

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Business/Functional Strategy

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Importance of Operations Strategy

Companies often do not understand the differences between operational efficiency and strategy

Operational efficiency is performing tasks well, even better than competitors Strategy is a plan for competing in the marketplace

Operations strategy is to ensure all tasks performed are the right tasks
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Developing a Business Strategy

A business strategy is developed after taking into many factors and following some strategic decisions such as;

What business in the company in (mission) Analyzing and understanding the market (environmental scanning) Identifying the companies strengths (core competencies)
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Three Inputs to a Business Strategy

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Examples from Strategies

Mission: Dell Computer- to be the most successful computer company in the world Environmental Scanning: political trends, social trends, economic trends, market place trends, global trends Core Competencies: strength of workers, modern facilities, market understanding, best technologies, financial know-how, logistics
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Developing an Operations Strategy

Operations Strategy is a plan for the design and management of operations functions Operation Strategy developed after the business strategy Operations Strategy focuses on specific capabilities which give it a competitive edge competitive priorities
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Operations Strategy Designing the Operations Function

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Competitive Priorities- The Edge

Four Important Operations Questions: Will you compete on Cost? Quality? Time? Flexibility? All of the above? Some? Tradeoffs?
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Competing on Cost?

Offering product at a low price relative to competition

Typically high volume products Often limit product range & offer little

customization

May invest in automation to reduce unit costs Can use lower skill labor

Probably use product focused layouts

Competing on Quality?

Quality is often subjective Quality is defined differently depending on who is defining it Two major quality dimensions include

High performance design:

Superior features, high durability, & excellent customer service

Product & service consistency:

Quality needs to address

Meets design specifications Close tolerances Error free delivery

Product design quality product/service meets requirements Process quality error free products

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Competing on Time?

Time/speed one of most important competition priorities First that can deliver often wins the race Time related issues involve

Rapid delivery:

Focused on shorter time between order placement and delivery

On-time delivery:

Deliver product exactly when needed every time

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Competing on Flexibility?

Company environment changes rapidly Company must accommodate change by being flexible

Product flexibility:

Easily switch production from one item to another Easily customize product/service to meet specific requirements of a customer

Volume flexibility:

Ability to ramp production up and down to match market demands

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The Need for Trade-offs

Decisions must emphasis priorities that support business strategy Decisions often required trade offs Decisions must focus on order qualifiers and order winners

Which priorities are Order Qualifiers? e.g. Must have excellent quality since everyone expects it Which priorities are Order Winners? e.g. Dell competes on all four priorities Southwest Airlines competes on cost McDonalds competes on consistency FedEx competes on speed Custom tailors compete on flexibility

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Translating to Production Requirements

Specific Operation requirements include two general categories Structure decisions related to the production process, such as characteristics of facilities used, selection of appropriate technology, and the flow of goods and services Infrastructure decisions related to planning and control systems of operations
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Translating to Production Requirements

Dell Computer example structure & infrastructure

They focus on customer service, cost, and speed ERP system developed to allow customers to order directly from Dell Product design and assembly line allow a make to order strategy lowers costs, increases turns Suppliers ship components to a warehouse within 15 minutes of the assembly plant - VMI Dell set up a shipping arrangement with UPS
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Strategic Role of Technology

Technology should support competitive priorities Three Applications: product technology, process technology, and information technology

Products - Teflon, CDs, fiber optic cable Processes flexible automation, CAD

Information Technology POS, EDI, ERP, B2B

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Technology for Competitive Advantage

Technology has positive and negative potentials

Positive

Improve processes Maintain up-to-date standards Obtain competitive advantage

Negative

Costly Risks such as overstating benefits

Technology for Competitive Advantage

Technology should

Support competitive priorities Can require change to strategic plans Can require change to operations strategy

Technology is an important strategic decision

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Measuring Productivity

Productivity is a measure of how efficiently inputs are converted to outputs

Total Productivity Measure

Total Productivity = $sales/inputs $

Partial Productivity Measure

Partial Productivity = cars/employee

Multifactor Productivity Measure

Multi-factor Productivity = sales/total $costs

Productivity Example - An automobile manufacturer has presented the following data for the past three years in its annual report. As a potential investor, you are interested in calculating yearly productivity and year to year productivity gains as one of several factors in your investment analysis.
2003 Unit car sales Employees 2,700,000 2002 2,400,000 2001 2,100,000 Partial Prod. Measure Unit Car Sales/Employee 112,000 113,000 115,000 24.1 21.2 18.3

2003 2002 2001

Year-to-year Improvement 13.7% Multifactor Prod. Measures Total Cost Productivity

15.8%

$ Sales (billions$) Cost of Sales (billions)

$49,000

$41,000

$38,000

1.26 1.24 1.6%

1.19 4.2%

$39,000

$33,000

$32,000

Year-to-year Improvement

Which is the best measurement?

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Interpreting Productivity Measures

Productivity measures must be compared to something, i.e. another year, a different company Raw productivity calculations do not tell the complete story unless there are no major structure differences. In the prior automobile business example, it is obvious that some major changes were taking place to yield 15.8% and 13.7% year-to-year cars/employee productivity improvements. What changes could improve car sales per employee? Automation? Out sourcing? Major re-design?

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Interpreting Productivity Measures

Other productivity measure questions;

Productivity measure provides information on how the firm is doing relative to what is critical to the firm
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Is this partial productivity measurement enough to make an investment decision? Is the Total Cost Productivity measure a better reflection of year to year productivity at 4.2% and 1.6%. Why? Should you also look at productivity measures for the two major competitors for comparison?

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Productivity, Competitiveness, and the Service Sector

Productivity is a scorecard on effective resource use

A nations Productivity effects its standard of living US productivity growth averaged 2.8% from 1948-1973 Productivity growth slowed for the next 25 years to 1.1% Productivity growth in service industries has been less than in manufacturing

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Productivity and the Service Sector

Measuring service sector productivity is a unique challenge

Traditional measures focus on tangible outcomes Service industries primarily produce intangible outcomes Measuring intangibles is challenging

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Operations Strategy Across the Organization

Business strategy defines long-term plan Operations strategy support the business strategy Marketing strategy needs to fully understand operations capability Financial plans in effect support operations activities.
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Chapter 2 Highlights

Business Strategy is a long range plan and vision. Each individual business function develop needs to support the business strategy An organization develops its business strategy by doing environmental scanning and considering its mission and its core competencies. The role of operations strategy is to provide a longrange plan for the use of the companys resources in producing the companys primary goods and services. The role of business strategy is to serve as an overall guide for the development of the organizations operations strategy.

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Chapter 2 Highlights

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 companys 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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The End

Copyright 2007 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United State Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.

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