© 2008 Prentice Hall, Inc.2 – 1 Operations Management Chapter 2 – Global Environment and...

© 2008 Prentice Hall, Inc. 2 – 1

Operations ManagementOperations Management

Chapter 2 – Chapter 2 – Global EnvironmentGlobal Environment and and Operations StrategyOperations Strategy

PowerPoint presentation to accompany PowerPoint presentation to accompany Heizer/Render Heizer/Render Operations Management, Operations Management, 11 Ed.11 Ed.

Some additions and deletions have been made by Ömer Yağız to this slide set. (Revised March 2015.


OutlineOutline

Global Company Profile: BoeingGlobal Company Profile: Boeing

A Global View of OperationsA Global View of OperationsCultural and Ethical IssuesCultural and Ethical Issues

Developing Missions And Developing Missions And StrategiesStrategiesMissionMission

StrategyStrategy


Outline Outline –– Continued Continued

Achieving Competitive Advantage Achieving Competitive Advantage Through OperationsThrough OperationsCompeting On DifferentiationCompeting On Differentiation

Competing On CostCompeting On Cost

Competing On ResponseCompeting On Response

Ten Strategic OM DecisionsTen Strategic OM Decisions



Strategy Development and Strategy Development and ImplementationImplementationCritical Success Factors and Core Critical Success Factors and Core

CompetenciesCompetencies

Build and Staff the OrganizationBuild and Staff the Organization

Integrate OM with Other ActivitiesIntegrate OM with Other Activities



Global Operations Strategy Global Operations Strategy OptionsOptions International StrategyInternational Strategy

Multidomestic StrategyMultidomestic Strategy

Global StrategyGlobal Strategy

Transnational StrategyTransnational Strategy


Learning ObjectivesLearning Objectives

1.1. Define mission and strategyDefine mission and strategy

2.2. Identify and explain three strategic Identify and explain three strategic approaches to competitive approaches to competitive advantageadvantage

3.3. Identify and define the 10 decisions Identify and define the 10 decisions of operations managementof operations management

When you complete this chapter you When you complete this chapter you should be able to:should be able to:


Learning ObjectivesLearning Objectives

4.4. Identify five OM strategy insights Identify five OM strategy insights provided by PIMS researchprovided by PIMS research

5.5. Identify and explain four global Identify and explain four global operations strategy optionsoperations strategy options

When you complete this chapter you When you complete this chapter you should be able to:should be able to:


Some Boeing Suppliers (787)Some Boeing Suppliers (787)

FirmFirm CountryCountry ComponentComponent

LatecoereLatecoere FranceFrance Passenger doorsPassenger doors

LabinelLabinel FranceFrance WiringWiring

DassaultDassault FranceFrance Design and Design and PLM softwarePLM software

Messier-BugattiMessier-Bugatti FranceFrance Electric brakesElectric brakes

ThalesThales FranceFrance Electrical power Electrical power conversion system conversion system and integrated and integrated standby flight displaystandby flight display

Messier-DowtyMessier-Dowty FranceFrance Landing gear structureLanding gear structure

DiehlDiehl GermanyGermany Interior lightingInterior lighting




CobhamCobham UKUK Fuel pumps and valvesFuel pumps and valves

Rolls-RoyceRolls-Royce UKUK EnginesEngines

Smiths AerospaceSmiths Aerospace UKUK Central computer Central computer systemsystem

BAE SYSTEMSBAE SYSTEMS UKUK ElectronicsElectronics

Alenia AeronauticsAlenia Aeronautics ItalyItaly Upper center Upper center fuselage & fuselage & horizontal stabilizerhorizontal stabilizer

Toray IndustriesToray Industries JapanJapan Carbon fiber for Carbon fiber for wing and tail unitswing and tail units




Fuji HeavyFuji Heavy JapanJapan Center wing boxCenter wing box IndustriesIndustries

Kawasaki HeavyKawasaki Heavy JapanJapan Forward fuselage,Forward fuselage, IndustriesIndustries fixed section of wing, fixed section of wing,

landing gear welllanding gear well

Teijin SeikiTeijin Seiki JapanJapan Hydraulic actuatorsHydraulic actuators

Mitsubishi Heavy Mitsubishi Heavy JapanJapan Wing boxWing box IndustriesIndustries

Chengdu Aircraft Chengdu Aircraft ChinaChina RudderRudderGroupGroup

Hafei AviationHafei Aviation ChinaChina PartsParts




Korean AviationKorean Aviation SouthSouth WingtipsWingtips KoreaKorea

SaabSaab SwedenSweden Cargo access doorsCargo access doors


Global StrategiesGlobal Strategies

Boeing – sales and production are Boeing – sales and production are worldwideworldwide

Benetton – moves inventory to stores Benetton – moves inventory to stores around the world faster than its around the world faster than its competition by building flexibility into competition by building flexibility into design, production, and distributiondesign, production, and distribution

Sony – purchases components from Sony – purchases components from suppliers in Thailand, Malaysia, and suppliers in Thailand, Malaysia, and around the worldaround the world



Volvo – considered a Swedish company Volvo – considered a Swedish company but it isbut it is ( (waswas)) controlled by an American controlled by an American company, Ford. company, Ford. Now it belongs to Geely, Now it belongs to Geely, a Chinese company. a Chinese company. The current Volvo The current Volvo S40 is S40 is assembled assembled in Belgiumin Belgium, South , South Africa, malaysia and ChinaAfrica, malaysia and China and shares its and shares its platform with the Mazda 3 built in Japan platform with the Mazda 3 built in Japan and the Ford Focus built in Europe.and the Ford Focus built in Europe.


Haier – A Chinese company, Haier – A Chinese company, produces compact refrigerators (it produces compact refrigerators (it has one-third of the US market) and has one-third of the US market) and wine cabinets (it has half of the US wine cabinets (it has half of the US market) in South Carolinamarket) in South Carolina

Globalization means that producing Globalization means that producing locally and exporting is not a viable locally and exporting is not a viable business model any more for many business model any more for many industriesindustries



Reasons to GlobalizeReasons to Globalize

Reasons to GlobalizeReasons to Globalize

1.1. Reduce costs (labor, taxes, tariffs, etc.)Reduce costs (labor, taxes, tariffs, etc.)

2.2. Improve supply chainImprove supply chain

3.3. Improve productsImprove products

4.4. Understand marketsUnderstand markets

5.5. Learn to improve operationsLearn to improve operations

6.6. Attract and retain global talentAttract and retain global talent

Tangible Tangible ReasonsReasons

Intangible Intangible ReasonsReasons


1. 1. Reduce CostsReduce Costs

Foreign locations with lower wage rates Foreign locations with lower wage rates and tariffs and tariffs can lower direct and indirect costscan lower direct and indirect costs MaquiladorasMaquiladoras (free trade zones-Mexico) (free trade zones-Mexico) World Trade Organization (WTO)World Trade Organization (WTO) Trade blocs & agreements (reduced cost of Trade blocs & agreements (reduced cost of

operating)operating) North American Free Trade Agreement (NAFTA)North American Free Trade Agreement (NAFTA) Asia-Pacific Economic Cooperation(Asia-Pacific Economic Cooperation(APECAPEC-21 -21

countries)countries) South East Asia Treaty Org(South East Asia Treaty Org(SEATOSEATO-8 countries-8 countries MERCOSUR MERCOSUR (Argentina, Brazil, Paraguay, and (Argentina, Brazil, Paraguay, and

UruguayUruguay European Union (EU)European Union (EU)

Ex: Many U.S. businesses have their call centers in India


2. 2. Improve the Supply ChainImprove the Supply Chain

Locating facilities closer to unique Locating facilities closer to unique resourcesresourcesAuto design to CaliforniaAuto design to California

Athletic shoe production to ChinaAthletic shoe production to China (it (it was South Korea before)was South Korea before)

Perfume manufacturing in FrancePerfume manufacturing in France


3. 3. Provide Better Goods Provide Better Goods and Servicesand Services

Objective and subjective Objective and subjective characteristics of goods and characteristics of goods and servicesservicesOn-time deliveriesOn-time deliveries

Cultural variablesCultural variables (customized (customized goods & services to meet unique goods & services to meet unique cultural needs) (Kıble indicators in cultural needs) (Kıble indicators in Honda for Arab countries)Honda for Arab countries)

Improved customer serviceImproved customer service (reduce (reduce response time)response time)


4. 4. Understand MarketsUnderstand Markets

Interacting with foreign customers and Interacting with foreign customers and suppliers can lead to new opportunitiessuppliers can lead to new opportunitiesCell phone design from EuropeCell phone design from Europe (Nokia) (Nokia)Cell phoneCell phone fadsfads (accessories) (accessories) from from JapanJapan

and Koreaand Korea• a device which converts your rear-view mirror into a a device which converts your rear-view mirror into a

display for the phone. So if someone is calling you, just display for the phone. So if someone is calling you, just look at the number on the mirror while you drive. look at the number on the mirror while you drive.

• Sony Ericsson has launched stereophonic speakers called Sony Ericsson has launched stereophonic speakers called MDS-65, which can be attached to the phone and give the MDS-65, which can be attached to the phone and give the effect of a mini home theatre. effect of a mini home theatre.

• just look at all the accessories for the Ipod and the Iphone.just look at all the accessories for the Ipod and the Iphone.

Extend the product life cycleExtend the product life cycle


5. L5. Learn to Improve Operationsearn to Improve Operations

Remain open to the free flow of Remain open to the free flow of ideasideasGeneral Motors partnered with a General Motors partnered with a

Japanese auto manufacturer Japanese auto manufacturer (Toyota) (Toyota) to learnto learn (NUMMI-Calif.) (NUMMI-Calif.)https://hbr.org/2009/09/nummi-what-toyota-learned

benchmarking - first practised by benchmarking - first practised by Xerox Corp.Xerox Corp.

Equipment and layout have been Equipment and layout have been improved using Scandinavian improved using Scandinavian ergonomic competenceergonomic competence

TAV –- Tepe-Akfen-Vie (Tepe TAV –- Tepe-Akfen-Vie (Tepe learned airport operations from Vie)learned airport operations from Vie)


6. 6. Attract and Retain Global Attract and Retain Global TalentTalent

Offer better employment Offer better employment opportunitiesopportunitiesBetter growth opportunities and Better growth opportunities and

insulation against unemploymentinsulation against unemployment

Relocate unneeded personnel to Relocate unneeded personnel to more prosperous locationsmore prosperous locations during during economic downturns (flexibility)economic downturns (flexibility)

Incentives for people who like to Incentives for people who like to travel travel


Cultural and Ethical IssuesCultural and Ethical Issues

Cultures can be quite differentCultures can be quite different

Attitudes can be quite different Attitudes can be quite different towards towards

PunctualityPunctuality

Lunch breaksLunch breaks

EnvironmentEnvironment

Intellectual Intellectual propertyproperty

ThieveryThievery

BriberyBribery

Child laborChild labor

My Saudi Arabian experience with punctuality!


Companies Want To ConsiderCompanies Want To Consider

National literacy rateNational literacy rate

Rate of innovationRate of innovation

Rate of technology Rate of technology changechange

Number of skilled Number of skilled workersworkers

Political stabilityPolitical stability

Product liability lawsProduct liability laws

Export restrictionsExport restrictions

Variations in languageVariations in language

Work ethicWork ethic

Tax ratesTax rates

InflationInflation

Availability of raw Availability of raw materialsmaterials

Interest ratesInterest rates

PopulationPopulation

Number of miles of Number of miles of highwayhighway

Phone systemPhone system


Match Product & ParentMatch Product & Parent

Braun Household Braun Household AppliancesAppliances

Firestone TiresFirestone Tires

Godiva ChocolateGodiva Chocolate

Haagen-Dazs Ice Haagen-Dazs Ice CreamCream

Jaguar AutosJaguar Autos

MGM MoviesMGM Movies

Lamborghini AutosLamborghini Autos

Alpo PetfoodsAlpo Petfoods

1.1. VolkswagenVolkswagen

2.2. BridgestoneBridgestone

3.3. Campbell SoupCampbell Soup

4.4. Ford Motor CompanyFord Motor Company

5.5. GilletteGillette

6.6. NestléNestlé

7.7. PillsburyPillsbury

8.8. SonySony

Match Product & ParentMatch Product & Parent ((Kimin eli kimin cebinde?)Kimin eli kimin cebinde?)


Match Product & ParentMatch Product & Parent ((Kimin eli kimin cebinde?)Kimin eli kimin cebinde?)




Haagen-Dazs Ice Haagen-Dazs Ice CreamCream




Alpo PetfoodsAlpo Petfoods

1.1. VolkswagenVolkswagen

2.2. BridgestoneBridgestone

3.3. Ülker GroupÜlker Group

4.4. Ford Motor CompanyFord Motor Company

5.5. GilletteGillette

6.6. NestléNestlé

7.7. PillsburyPillsbury

8.8. SonySony


Match Product & CountryMatch Product & Country




Haagen-Daz Ice Haagen-Daz Ice CreamCream




Alpo Pet FoodsAlpo Pet Foods

1.1. Great BritainGreat Britain

2.2. GermanyGermany

3.3. JapanJapan

4.4. United StatesUnited States

5.5. SwitzerlandSwitzerland


Match Product & CountryMatch Product & Country




Haagen-Daz Ice Haagen-Daz Ice CreamCream




Alpo Pet FoodsAlpo Pet Foods

1.1. Great BritainGreat Britain

2.2. GermanyGermany

3.3. JapanJapan

4.4. United StatesUnited States

5.5. SwitzerlandSwitzerland

6.6. TurkeyTurkey

7.7. IndiaIndia


Developing Missions and Developing Missions and StrategiesStrategies

MissionMission: : overall purpose of an organizationoverall purpose of an organization (misyon; varoluş nedeni)(misyon; varoluş nedeni). .

The mission of an The mission of an o organization defines its rganization defines its reason for existence.reason for existence. “Why are we in “Why are we in business?”business?”

MissionMission statements tell an organization statements tell an organization where it is goingwhere it is going

Mission of the organization plus mission of Mission of the organization plus mission of the functional areas (prod, mktg, finance, the functional areas (prod, mktg, finance, R&D, etc)R&D, etc)



The The sstrategy trategy is an organization’s is an organization’s action plan to achieve its mission action plan to achieve its mission and goalsand goals

It is a long term planIt is a long term plan



Mission statements tell an Mission statements tell an organization where it is goingorganization where it is going

The strategy tells the organization The strategy tells the organization how to get therehow to get there


FedExFedEx’s Mission’s MissionFedEx is committed to our People-Service-Profit FedEx is committed to our People-Service-Profit

philosophy. We will produce outstanding financial philosophy. We will produce outstanding financial returns by providing total reliable, returns by providing total reliable, competitively competitively

superior, global air-ground transportation of high superior, global air-ground transportation of high priority goods and documents that require rapid, priority goods and documents that require rapid, time-certain delivery. time-certain delivery. Equally important, positive Equally important, positive control of each package will be maintained using control of each package will be maintained using

real time electronic tracking and tracing systems. A real time electronic tracking and tracing systems. A complete record of each shipment and delivery will complete record of each shipment and delivery will be presented with our request for payment. We will be presented with our request for payment. We will

be helpful, courteous, and professional to each other be helpful, courteous, and professional to each other and the public. We will strive to have a completely and the public. We will strive to have a completely satisfied customer at the end of each transaction.satisfied customer at the end of each transaction.

Figure 2.2Figure 2.2


MerckMerck’s Mission’s Mission

The mission of Merck is to provide The mission of Merck is to provide society with superior products and society with superior products and

services - innovations and solutions services - innovations and solutions that improve the quality of life and that improve the quality of life and

satisfy customer needs - to provide satisfy customer needs - to provide employees with meaningful work and employees with meaningful work and

advancement opportunities and advancement opportunities and investors with a superior rate of returninvestors with a superior rate of return



Hard Rock CafeHard Rock Cafe’s Mission’s Mission

Our Mission: To spread the spirit of Rock ‘n’ Our Mission: To spread the spirit of Rock ‘n’ Roll by delivering an exceptional Roll by delivering an exceptional

entertainment and dining experience. We entertainment and dining experience. We are committed to being an important, are committed to being an important,

contributing member of our community and contributing member of our community and offering the Hard Rock family a fun, healthy, offering the Hard Rock family a fun, healthy,

and nurturing work environment while and nurturing work environment while ensuring our long-term success.ensuring our long-term success.



Arnold Palmer HospitalArnold Palmer Hospital

Arnold Palmer Hospital for Children provides state-of-the-art, family centered healthcare focused on

restoring the joy of childhood in an environment of compassion, healing,

and hope...



TAI’s Mission (old version)TAI’s Mission (old version)

TAI is a company of dedicated, TAI is a company of dedicated, dynamic anddynamic and resourceful people resourceful people searching for excellencesearching for excellence and and continued growth in the field of continued growth in the field of aerospace. Our mission is to fulfil aerospace. Our mission is to fulfil the aerospace requirements of our the aerospace requirements of our nation and world marketnation and world marketss with with commitment to high quality, value commitment to high quality, value and on time delivery.and on time delivery.


TAI’s Mission (current version)TAI’s Mission (current version)

With our great leader Atatürk’s With our great leader Atatürk’s vision: “The Future is in the Skies” vision: “The Future is in the Skies” and our nation’s eagerness to “Build and our nation’s eagerness to “Build its own aircraft”; TAI has dedicated its own aircraft”; TAI has dedicated itself to be in the skies and space itself to be in the skies and space and be pioneers in developing and be pioneers in developing Turkey’s aviation and space industry.Turkey’s aviation and space industry.

Mission statements may change over Mission statements may change over time..time..


TAI’s Mission TAI’s Mission (most current version)(most current version)


To provide excellent telecommunication To provide excellent telecommunication solutions within the framework of Total solutions within the framework of Total Quality Management philosophy.Quality Management philosophy.

NETAŞ’s Mission NETAŞ’s Mission


Fully satisfying customer Fully satisfying customer expectations and requirements is the expectations and requirements is the guiding mission of Arçelik. In order guiding mission of Arçelik. In order to achieve and maintain the high to achieve and maintain the high standards it has, Arçelik has a standards it has, Arçelik has a continual programme of investment continual programme of investment which encompasses plants, which encompasses plants, manufacturing equipment, research manufacturing equipment, research & development and most importantly & development and most importantly personnel.personnel.

Arçelik’s Mission Arçelik’s Mission


Benefit to Society

Mission

Factors Affecting MissionFactors Affecting Mission

Philosophy and Values

Profitability and GrowthEnvironment

Customers Public Image

Benefit to stockholders


Sample MissionsSample Missions

Sample Company MissionSample Company Mission

To manufacture and service an innovative, growing, and profitable worldwide microwave communications business that exceeds our customers’ expectations.

Sample Operations Management MissionSample Operations Management Mission

To produce products consistent with the company’s mission as the worldwide low-cost manufacturer.





Sample OM Department MissionsSample OM Department Missions

Product design To design and produce products and services with outstanding quality and inherent customer value.

Quality management To attain the exceptional value that is consistent with our company mission and marketing objectives by close attention to design, procurement, production, and field service operations

Process design To determine and design or produce the production process and equipment that will be compatible with low-cost product, high quality, and good quality of work life at economical cost.





Location To locate, design, and build efficient and economical facilities that will yield high value to the company, its employees, and the community.

Layout design To achieve, through skill, imagination, and resourcefulness in layout and work methods, production effectiveness and efficiency while supporting a high quality of work life.

Human resources To provide a good quality of work life, with well-designed, safe, rewarding jobs, stable employment, and equitable pay, in exchange for outstanding individual contribution from employees at all levels.





Supply chain management

To collaborate with suppliers to develop innovative products from stable, effective, and efficient sources of supply.

Inventory To achieve low investment in inventory consistent with high customer service levels and high facility utilization.

Scheduling To achieve high levels of throughput and timely customer delivery through effective scheduling.

Maintenance To achieve high utilization of facilities and equipment by effective preventive maintenance and prompt repair of facilities and equipment.


Strategic ProcessStrategic Process

Marketing Operations Finance/ Accounting

Functional Area Missions

Organization’s Mission


StrategyStrategy

Action plan to Action plan to achieve missionachieve mission

Functional areas Functional areas have strategieshave strategies

Strategies exploit Strategies exploit opportunities and opportunities and strengths, neutralize strengths, neutralize threats, and avoid threats, and avoid weaknessesweaknesses


Strategies for Competitive Strategies for Competitive AdvantageAdvantage (OM) (OM)

Compete on Compete on ddifferentiation ifferentiation – – better, or at least differentbetter, or at least different

Compete on Compete on ccost ost –– cheaper cheaper

Compete on Compete on rresponse esponse – rapid – rapid responseresponse (hızlı yanıt, tepkime) (hızlı yanıt, tepkime)

My idea : Maybe a fourth one is My idea : Maybe a fourth one is qualityquality


Competing on Competing on DifferentiationDifferentiation

UniquenessUniqueness can go beyond both the can go beyond both the physical characteristics and service physical characteristics and service attributes to encompass everything attributes to encompass everything

that impacts customer’s perception of that impacts customer’s perception of valuevalue

Kimberly Clark’s Kimberly Clark’s Safeskin gloves – Safeskin gloves – leading edge productsleading edge products

Walt Disney Magic KingdomWalt Disney Magic Kingdom theme park theme park – experience differentiation– experience differentiation

Hard Rock Cafe – dining experienceHard Rock Cafe – dining experience

Tschibo stores – different conceptTschibo stores – different concept


• Honda cars with Qiblah (Kıble) indicator sold in Saudi Arabia and Gulf Honda cars with Qiblah (Kıble) indicator sold in Saudi Arabia and Gulf countriescountries

• Prayer carpets with built-in compass made in Taiwan and sold in Arab Prayer carpets with built-in compass made in Taiwan and sold in Arab countriescountries

• Cell phonesCell phones camera cameraFMFMvideovideogames games GPS GPS wi-fi wi-fi other other applicationsapplications

• Iphone and Ipad with all those wonderful applicationsIphone and Ipad with all those wonderful applications

• Cameras with built in wi-fiCameras with built in wi-fi

• The list goes on and on….The list goes on and on….

Competing on Competing on DifferentiationDifferentiation


Competing on CostCompeting on Cost

Provide the maximum value as Provide the maximum value as perceived by customer. Does not perceived by customer. Does not

imply low quality.imply low quality. Southwest Airlines – secondary Southwest Airlines – secondary

airports, no frills service, efficient airports, no frills service, efficient utilization of equipmentutilization of equipment

Pegasus Airlines in TurkeyPegasus Airlines in Turkey

Wal-Mart – small overheads, Wal-Mart – small overheads, decreased decreased shrinkage, distribution costsshrinkage, distribution costs

Belgian discount food retailer Belgian discount food retailer Franz Franz Colruyt – no bags, low light, no music, Colruyt – no bags, low light, no music, doors on freezersdoors on freezers saves energy costs saves energy costs

Low-cost leadershipLow-cost leadership


Competing on ResponseCompeting on Response

Flexibility is matching market changes in Flexibility is matching market changes in design innovation and volumesdesign innovation and volumes A way of life at A way of life at Hewlett-PackardHewlett-Packard, Apple, , Apple,

samsung, otherssamsung, others

Reliability is meeting schedulesReliability is meeting schedules German machine industryGerman machine industry

Timeliness is quickness Timeliness is quickness in design, production, in design, production, and deliveryand delivery Johnson Electric, Johnson Electric,

Bennigan’sBennigan’s(restaurant)(restaurant), , MotorolaMotorola, Domino’s Pizza, Domino’s Pizza


Competing on ResponseCompeting on Response

Examples for Quick Response:Examples for Quick Response:

Domino’s Pizza Domino’s Pizza “Türkiye’nin en sevdiği pizzaları hazırlayan Domino’s “Türkiye’nin en sevdiği pizzaları hazırlayan Domino’s Pizza olarak evlere serviste yepyeni bir dönem Pizza olarak evlere serviste yepyeni bir dönem başlatıyoruz. Ülkemizde 30 dakikada teslim garantisi başlatıyoruz. Ülkemizde 30 dakikada teslim garantisi veren tek firma olan Domino’s Pizza bugüne dek "eğer veren tek firma olan Domino’s Pizza bugüne dek "eğer geç kalırsak, sonraki siparişinizde bir pizzanız hediye" geç kalırsak, sonraki siparişinizde bir pizzanız hediye" diyorduk. Şimdi de yepyeni bir söz daha veriyor ve diyorduk. Şimdi de yepyeni bir söz daha veriyor ve “eğer 30 dakikada gelemezsek siparişinizdeki kapınızda “eğer 30 dakikada gelemezsek siparişinizdeki kapınızda hemen bir pizzanın ücretini almıyoruz” diyoruz.”hemen bir pizzanın ücretini almıyoruz” diyoruz.”

TansaşTansaş3 dakika içinde yeni bir kasanın açılması garantisi3 dakika içinde yeni bir kasanın açılması garantisi


OM’s Contribution to StrategyOM’s Contribution to Strategy

Product

Quality

Process

Location

Layout

Human resource

Supply chain

Inventory

Scheduling

Maintenance

DIFFERENTIATIONInnovative design … Safeskin’s innovative gloves Broad product line … Fidelity Security’s mutual

funds After-sales service … Caterpillar’s heavy equipment

service Experience … Hard Rock Café’s dining

experience

COST LEADERSHIP Low overhead … Franz-Colruyt’s warehouse-

type stores Effective capacity use … Southwest Airline’s

aircraft utilization Inventory management … Wal Mart’s sophisticated

distribution system

RESPONSE Flexibility … Hewlett-Packard’s response to

volatile world market Reliability … FedEx’s “absolutely,

positively, on time” Quickness … Pizza Hut’s 5-minute guarantee

at lunchtime

Figure 2.4

10 Operations CompetitiveDecisions Approach Example Advantage

Response(faster)

Cost leadership(cheaper)

Differentiation(better)


Issues In Operations StrategyIssues In Operations Strategy

Some alternative perspectives in Some alternative perspectives in establishing and implementing a establishing and implementing a strategy:strategy:

Resources viewResources view

Value Chain analysisValue Chain analysis

Porter’s Five Forces modelPorter’s Five Forces model

Operating in a system with many Operating in a system with many external factorsexternal factors

Constant changeConstant change

pg. 74 text OMITpg. 74 text OMIT


1. 1. Elements of Operations Elements of Operations Management StrategyManagement Strategy

Low-cost productLow-cost product Product-line breadthProduct-line breadth (ürün yelpazesi (ürün yelpazesi

(gamı) genişliği)(gamı) genişliği) Technical superiorityTechnical superiority Product characteristics/differentiationProduct characteristics/differentiation Continuing product innovationContinuing product innovation Low-price/high-value offeringsLow-price/high-value offerings Efficient, flexible operations adaptable to Efficient, flexible operations adaptable to

consumersconsumers Engineering research developmentEngineering research development LocationLocation SchedulingScheduling


2. 2. PreconditionsPreconditions to strategy to strategydevelopmentdevelopment

Strengths and weaknesses of competitors and Strengths and weaknesses of competitors and possible new entrants into the marketpossible new entrants into the market

Current and prospective environmental, Current and prospective environmental, technological, legal, and economic issuestechnological, legal, and economic issues

The product life cycleThe product life cycle

Resources available within the firm and within Resources available within the firm and within the OM functionthe OM function

Integration of OM strategy with company’s Integration of OM strategy with company’s strategy and with other functional areasstrategy and with other functional areas

One must understand::


3. 3. Dynamics of Dynamics of Strategic ChangeStrategic Change

Strategies change for two reasons: Changes within the organizationChanges within the organization

PersonnelPersonnel FinanceFinance TechnologyTechnology Product lifeProduct life

Changes in the environmentChanges in the environment Microsoft (SW hardware)Microsoft (SW hardware) Paşabahçe Şişe Cam (product + Paşabahçe Şişe Cam (product +

delivery + service)delivery + service)

2 - 58© 2014 Pearson Education

Product Life Cycle

Best period to increase market share

R&D engineering is critical

Practical to change price or quality image

Strengthen niche

Poor time to change image, price, or quality

Competitive costs become criticalDefend market position

Cost control critical

Introduction Growth Maturity Decline

Co

mp

any

Str

ateg

y/Is

sues

Figure 2.5

Internet search engines

Sales

Drive-through restaurants

DVDs

Analog TVs

Boeing 787

Electric vehicles

iPods

3-D game players

3D printers

Xbox 360

time

salesvolume


Product Life Cycle

Product design and development critical

Frequent product and process design changes

Short production runs

High production costs

Limited models

Attention to quality

Introduction Growth Maturity Decline

OM

Str

ateg

y/Is

sues

Forecasting critical

Product and process reliability

Competitive product improvements and options

Increase capacity

Shift toward product focus

Enhance distribution

Standardization

Fewer product changes, more minor changes

Optimum capacity

Increasing stability of process

Long production runs

Product improvement and cost cutting

Little product differentiation

Cost minimization

Overcapacity in the industry

Prune line to eliminate items not returning good margin

Reduce capacity

Figure 2.5


Strategy

Analysis

SWOT Analysis SWOT Analysis

Internal Strengths

Internal Weaknesses

External Opportunities

External Threats

Mission

Competitive Advantage


Strategy Development ProcessStrategy Development Process

Determine Corporate MissionState the reason for the firm’s existence and identify the

value it wishes to create.

Form a StrategyBuild a competitive advantage, such as low price, design, or

volume flexibility, quality, quick delivery, dependability, after-sale service, broad product lines.

Environmental & Internal AnalysisIdentify the strengths, weaknesses, opportunities, and threats.

Understand the environment, customers, industry, and competitors.



Strategy Development and Strategy Development and ImplementationImplementation

Identify Identify key (key (criticalcritical)) success factors success factors (KSF’s)(KSF’s)

Build and staff the organizationBuild and staff the organization

Integrate OM with other activitiesIntegrate OM with other activities

The operations manager’s job is to implement an OM strategy, provide competitive advantage, and increase productivity


Key (critical) success Key (critical) success factors (KSF)factors (KSF)

Activities or factors that are of key Activities or factors that are of key importance for achieving competitive importance for achieving competitive advantageadvantage

You have to get them right to survive You have to get them right to survive and achieve goalsand achieve goals

McDonald’s – efficient layout, play McDonald’s – efficient layout, play area for children, efficient kitchenarea for children, efficient kitchen

Hes Kablo – quality (purity) of fiber Hes Kablo – quality (purity) of fiber optic cable optic cable www.hes.com.trwww.hes.com.tr


Key (cKey (criticalritical)) Success Success FactorsFactors

Decisions Sample Options Chapter

ProductProduct Customized, or standardizedCustomized, or standardized 55QualityQuality Define customer expectations and how to achieve themDefine customer expectations and how to achieve them 6, S66, S6ProcessProcess Facility size, technology, capacityFacility size, technology, capacity 7, S77, S7LocationLocation Near supplier or near customerNear supplier or near customer 88LayoutLayout Work cells or assembly lineWork cells or assembly line 99Human resourceHuman resource Specialized or enriched jobsSpecialized or enriched jobs 10,10,Supply chainSupply chain Single or multiple suppliersSingle or multiple suppliers 11, S1111, S11InventoryInventory When to reorder, how much to keep on handWhen to reorder, how much to keep on hand 12, 14, 1612, 14, 16ScheduleSchedule Stable or fluctuating production rateStable or fluctuating production rate 13, 1513, 15Maintenance Maintenance Repair as required or preventive maintenanceRepair as required or preventive maintenance 1717

Marketing

ServiceServiceDistributionDistributionPromotionPromotionChannels of distributionChannels of distributionProduct positioningProduct positioning (image, functions)(image, functions)

Finance/Accounting

LeverageLeverageCost of capitalCost of capitalWorking capitalWorking capitalReceivablesReceivablesPayablesPayablesFinancial controlFinancial controlLines of creditLines of credit

Production/Operations



Core competenciesCore competencies

Temel beceriler (yetenekler)Temel beceriler (yetenekler)

A set of skills, talents and activites A set of skills, talents and activites that a firm does particularly well.that a firm does particularly well.

They allow a firm to set itself apart They allow a firm to set itself apart from competitors and gain from competitors and gain competitive advantage.competitive advantage.

IMPORTANT – KSF’s and Core competencies must be supported by related activities activity mapping


Activity mappingActivity mapping

A graphical link ofA graphical link ofcompetitive advantagecompetitive advantage

KSF’sKSF’s

supporting activitiessupporting activities

Next an example from airline industryNext an example from airline industry Southwest airlinesSouthwest airlines

Pegasus AirlinesPegasus Airlines


Activity MappingActivity Mapping- Southwest - Southwest AirlinesAirlines

Courteous, but Limited Passenger

Service

Standardized Fleet of Boeing

737 Aircraft

Competitive Advantage:Low Cost

Lean, Productive Employees

Short Haul, Point-to-Point Routes, Often to

Secondary Airports

High Aircraft

Utilization

Frequent, Reliable

Schedules

Figure 2.8

KSF’s


Activity MappingActivity Mapping


Service


737 Aircraft




Secondary Airports

High Aircraft

Utilization

Frequent, Reliable

Schedules


Automated ticketing machines

No seat assignments

No baggage transfers

No meals (peanuts)





Service


737 Aircraft




Secondary Airports

High Aircraft

Utilization

Frequent, Reliable

Schedules


No meals (peanuts)

Lower gate costs at secondary airports

High number of flights reduces employee idle time

between flights





Service


737 Aircraft




Secondary Airports

High Aircraft

Utilization

Frequent, Reliable

Schedules

Figure 2.8


between flights

Saturate a city with flights, lowering administrative

costs (advertising, HR, etc.) per passenger for that city





Service


737 Aircraft




Secondary Airports

High Aircraft

Utilization

Frequent, Reliable

Schedules


Pilot training required on only one type of aircraft

Reduced maintenance inventory required because of only one type of aircraft

Excellent supplier relations with Boeing has aided

financing





Service


737 Aircraft




Secondary Airports

High Aircraft

Utilization

Frequent, Reliable

Schedules


Reduced maintenance inventory required because of only one type of aircraft

Flexible employees and standard planes aid

scheduling

Maintenance personnel trained only one type of

aircraft

20-minute gate turnarounds

Flexible union contracts





Service


737 Aircraft




Secondary Airports

High Aircraft

Utilization

Frequent, Reliable

Schedules


Automated ticketing machines

Empowered employees

High employee compensation

Hire for attitude, then train

High level of stock ownership


between flights



Implementing Strategic Decisions

TABLE 2.1 Operations Strategies of Two Drug Companies

COMPETITIVE ADVANTAGE

BRAND NAME DRUGS, INC. GENERIC DRUGS CORP.

PRODUCT DIFFERENTIATION STRATEGY

LOW COST STRATEGY

Product selection and design

Heavy R&D investment; extensive labs; focus on development in a broad range of drug categories

Low R&D investment; focus on development of generic drugs

Quality Quality is major priority, standards exceed regulatory requirements

Meets regulatory requirements on a country-by-country basis, as necessary

Process Product and modular production process; tries to have long product runs in specialized facilities; builds capacity ahead of demand

Process focused; general production processes; “job shop” approach, short-run production; focus on high utilization

Location Still located in city where it was founded Recently moved to low-tax, low-labor-cost environment


Implementing Strategic Decisions

TABLE 2.1 Operations Strategies of Two Drug Companies

COMPETITIVE ADVANTAGE

BRAND NAME DRUGS, INC. GENERIC DRUGS CORP.

PRODUCT DIFFERENTIATION STRATEGY

LOW COST STRATEGY

Layout Layout supports automated product-focused production

Layout supports process-focused “job shop” practices

Human resources

Hire the best; nationwide searches Very experienced top executives provide direction; other personnel paid below industry average

Supply chain Long-term supplier relationships Tends to purchase competitively to find bargains

Inventory Maintains high finished goods inventory primarily to ensure all demands are met

Process focus drives up work-in-process inventory; finished goods inventory tends to be low

Scheduling Centralized production planning Many short-run products complicate scheduling

Maintenance Highly trained staff; extensive parts inventory

Highly trained staff to meet changing demands


Strategic Planning, Core Competencies, and Outsourcing▶ Outsourcing – transferring activities that

traditionally been internal to external suppliers▶ Core competencies and non-core activities.

More non-core activities are outsourced.▶ Accelerating due to

▶ Increased expertise

▶More reliable and cheaper transportation

▶Rapid development and deployment of advancements in telecommunications and computers

▶Typical make-or-buy decision


Strategic Planning, Core Competencies, and Outsourcing▶Subcontracting - contract

manufacturing

▶Outsourced activities


Strategic Planning, Core Competencies, and Outsourcing▶Apple example

▶Core competency: creativity, innovation and product design

▶Outsource manufacturing

▶FoxConn manufacturing plant in China and elsewhere

▶http://en.wikipedia.org/wiki/Foxconn


Theory of Comparative Advantage

▶If an external provider can perform activities more productively than the purchasing firm, then the external provider should do the work

▶Purchasing firm focuses on core competencies

▶Basic idea behind outsourcing


Risks of Outsourcing

TABLE 2.2 Potential Advantages and Disadvantages of Outsourcing

ADVANTAGES DISADVANTAGES

Cost savings Increased logistics and inventory costs

Gaining outside expertise Loss of control (quality, delivery, etc.)

Improving operations and service Potential creation of future competition

Maintaining a focus on core competencies

Negative impact on employees

Accessing outside technology Risks may not manifest themselves for years


Rating Outsourcing Providers

▶Insufficient analysis most common reason for failure

▶Factor rating method

▶Points and weights assigned for each factor to each


Rating Provider Selection Criteria

TABLE 2.3 Factor Ratings Applied to National Architects’s Potential IT Outsourcing Providers

IMPORTANCE WEIGHTS

OUTSOURCING PROVIDERS

FACTOR (CRITERION)BIM (U.S.)

S.P.C.(INDIA)

TELCO (ISRAEL)

1. Can reduce operating costs .2 3 3 5

2. Can reduce capital investment .2 4 3 3

3. Skilled personnel .2 5 4 3

4. Can improve quality .1 4 5 2

5. Can gain access to technology not in company .1 5 3 5

6. Can create additional capacity .1 4 2 4

7. Aligns with policy/philosophy/culture .1 2 3 5

Totals 1.0 3.9 3.3 3.8

Score for BIM = (.2 * 3) + (.2 * 4) + (.2 * 5) + (.1 * 4) + (.1 * 5) + (.1 * 4) + (.1 * 2) = 3.9


OMIT THE FOLLOWING MATERIAL

Text : pp. 83-84


Four International Four International Operations StrategiesOperations Strategies

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Local Responsiveness ConsiderationsLocal Responsiveness Considerations(Quick Response and/or Differentiation)(Quick Response and/or Differentiation)

Import/export or license existing product

ExamplesU.S. SteelHarley Davidson

International Strategy



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International StrategyInternational Strategy




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Standardized product

Economies of scale Cross-cultural

learning

ExamplesTexas InstrumentsCaterpillarOtis Elevator

Global Strategy



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Standardized product Economies of scale Cross-cultural learning


Global Strategy












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Use existing domestic model globally

Franchise, joint ventures, subsidiaries

ExamplesHeinzMcDonald’sThe Body ShopHard Rock Cafe

Multidomestic Strategy



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Global Strategy




Multidomestic Strategy Use existing

domestic model globally Franchise, joint ventures,

subsidiaries

ExamplesHeinz The Body ShopMcDonald’s Hard Rock Cafe







subsidiaries






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LowLow

HighHighLowLow


Move material, people, ideas across national boundaries

Economies of scale Cross-cultural

learning

ExamplesCoca-ColaNestlé

Transnational Strategy



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Global Strategy Transnational Strategy

Move material, people, ideas across national boundaries

Economies of scale Cross-cultural learning

ExamplesCoca-ColaNestlé






subsidiaries



Ranking CorruptionRanking CorruptionRankRank CountryCountry 2006 CPI Score (out of 10)2006 CPI Score (out of 10)

11 FinlandFinland 9.69.611 IcelandIceland 9.69.611 New ZealandNew Zealand 9.69.655 SingaporeSingapore 9.49.477 SwitzerlandSwitzerland 9.19.11111 UKUK 8.68.61414 CanadaCanada 8.58.51515 Hong KongHong Kong 8.38.31616 GermanyGermany 8.08.01717 JapanJapan 7.67.62020 USA, BelgiumUSA, Belgium 7.37.33434 Israel, TaiwanIsrael, Taiwan 5.95.97070 Brazil, China, MexicoBrazil, China, Mexico 3.33.3121121 RussiaRussia 2.52.5122122 Turkey 3.8Turkey 3.8 2012 Rank : 54 www.transparency.org

Least Least CorruptCorrupt

Most Most CorruptCorrupt

Table 8.2Table 8.2

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