MISSION TEN STRATEGIC OPERATIONS

 the direction of the business (Objective) 1. Design of goods and services

 emphasis wherever the business wants to
go
 generalist perspective because a plan is
from a generalist perspective
STRATEGY
 actions
 strategically position and analyze the
business
 materialize to achieve what we have
planned
 materialization of the actual process to
achieve what you have envisioned.
 Product and physical evidence
 Representation of how products and
services are represented to the customer
2. Quality Management
3. Process and Capacity Design
4. Location Strategy
5. Layout Design and Strategy
6. Human Resources and Job Design
7. Supply Chain Management
8. Inventory Management
9. Scheduling
10. Maintenance

*As a business what is your generalist

perspective? PROFIT EARNING, then
maximizing [resources]

We need to market our products and services,

HOW? (Specific steps and process)
 Know your market
 Target your customers
 Give the products and services to be
demanded

COMPETITIVE ADVANTAGE
 edge of our business (where we are
ahead)

(We should not only focus on this; it’s just an

advantage and opportunity; we need to also
put attention to the weaknesses and threats)

 acknowledge the strengths and

weaknesses

NICHE-

In terms of competitive advantage, it does not

solely pertain to strengths and opportunities but
also the weaknesses and how can you better
assess your weakness and threats (acknowledge
it first; in acknowledging, you’ll know, you can
identify

*SWOT is boring
-Borja, 2022
“Why? Because you just identify. What comes
next? Nothing?”

The next thing to do is to correlate the strengths

to opportunities, strengths to threats, weaknesses
to opportunities, weakness to threats
 PROCESS STRATEGY
PROCESS STRATEGY
 the documentation and establishment of the
processes that an organization puts in place
to achieve its goals
 (strategy - A plan of action designed to
achieve a long-term or overall aim)
In other words: it’s a series of established plans of
action that an organization puts in place to achieve its
goals
*Process Strategy can be seen throughout every
department in a successful organization, whether it be
sales, production, operations management, customer
service, or retention.
*When it comes to operations management, an
organization’s focus must be on the most efficient
way to produce products and deliver services. Its
concern is with every step of development from
conceptualization to delivery.
BENEFITS
 Improved Efficiency — Having a solid
process strategy will help your employees
complete their jobs in less time and with
better results. Having processes laid out
makes everything from product creation to
service delivery run like clockwork.
 Decreased Cost — When your processes
are not yet dialed in, time and materials
are often wasted. Once you’ve got a
steady process strategy for all employees
to follow, the cost to produce a product or
provide a service actually decreases
leaving more of a profit margin.
 Increased Output — A process strategy
provides the opportunity for you to
increase production to create more of
whatever it is you make, spending less
time on each step of service provided. As
less time is needed to create a
deliverable, more deliverables can be
created.
 Consistent Quality — Without a process
strategy, quality is up to the whim of an
individual employee and can vary greatly
from one person to the next. But your
customers are expecting to see the same
quality every time — no matter who is
creating or providing for them. Creating a
"no-brainer" process strategy takes the
guesswork and individual differences out
of production.
Keep in mind that process strategy is ongoing. You'll want to
consistently re-evaluate your process and determine if
changes need to be made. No process is set in stone, and
necessary tweaks will become evident the more you put
these processes into place.
In understanding Process strategy there are three
principles that are particularly important:
1. The key to successful process
decisions is to make choices that fit
the situation. They should not work at
cross-purposes, with one process
optimized at the expense of other
processes. A more effective process is
one that matches key process
characteristics and has a close strategic
fit.
2. Individual processes are the building
blocks that eventually create the firm’s
whole supply chain.
3. Management must pay close attention
to all interfaces between processes in
the supply chain, whether they are
performed internally or externally.
PROCESS STRATEGY
 A process (or transformation) strategy is
an organization’s approach to
transforming resources into goods and
services.
1. There are FOUR PROCESS STRATEGIES:
 Process Focus.
o devoted to making low-volume,
high-variety products in places
called “job shops. Such facilities
are organized around specific
activities or processes. 
o They provide a high degree of
product flexibility
 Repetitive Focus.
o Widely used in the assembly of
virtually all automobiles and
household appliances, it has more
structure and consequently less
flexibility than a process-focused
facility.
 Product Focus.
o are high volume, low variety
processes; also called continuous
processes. Products such as light
bulbs, rolls of paper, beer, and
bolts are examples of the
production process.
 Mass Customization.
o is rapid, low-cost production that
caters to constantly changing
unique customer desires.

2. PROCESS ANALYSIS AND DESIGN
 Process analysis is a technique that
allows a clear understanding of a
company's business processes
 (analysis – a detailed examination of the
elements or structure of something)
There are different techniques to assist process
analysis and design:  responsibilities
 FLOWCHARTS
 TIME FUNCTION MAPPING,
 PROCESS CHARTS,
 VALUE STREAM MAPPING,
 and SERVICE BLUEPRINTING.
Process analysis provides an opportunity
to produce a detailed and accurate picture
of an existing process, highlighting the
issues and problems.
Process redesign allows for a new,
improved process to be built.
It is a vital part of any new systems
implementation and provides the
foundation for building a successful
business.
Care should be taken to ensure that the
analysis does not take a disproportionate
amount of time for the benefits which may
be gained.
Any project involving use of the technique
needs to be closely monitored and
controlled to ensure the business benefits
are delivered.
3. SERVICE PROCESS DESIGN
 Service process design refers to the
arrangement of service facilities where the
service is provided and the processes
through which the service operations are
structured and delivered (Ramaswamy,
1996)
 The 4 Ps of Service Design
People. Products. Partners. Processes
4. SELECTION OF EQUIPMENT AND
TECHNOLOGY
 The selection of proper equipment for a
particular type of process can also provide
a competitive advantage.
5. PRODUCTION TECHNOLOGY
 Production technology refers to all
measures and facilities for the industrial
production of goods. The basis is the
transfer of scientific knowledge into
technologically controllable and
economically usable production systems
(more likely incorporating technology to the
operating process)
6. TECHNOLOGY IN SERVICES PROCESS
REDESIGN
 Redesigning the service process in an
organization therefore involves assessing
how the current functions, structures and
are operating and
identifying what would be done to improve
the efficiency and effectiveness of
operation within the unit.
 (using technology to improve or to update
business process to reduce cost and be
efficient)
7. ETHICS AND ENVIRONMENTALLY
FRIENDLY PROCESSES
 are sustainability and marketing terms
referring to goods and services, laws,
guidelines and policies that claim reduced,
minimal, or no harm upon ecosystems or
the environment.
 can be related to CSR, wherein customers
supports business who are aligned with
their morals.
 Businesses should design their processes
in way that it cannot harm our
environment, because it also affect the
resources that is used in productions.
PRODUCTION AND OPERATIONS
MANAGEMENT
 Production and operations is the
management of processes and
operations used by businesses in the
production of their goods and services.
It is the study of design, operation, and
improvement of production systems for
efficiency and effectiveness