Professional Documents
Culture Documents
Chapter 01
Chapter 01
Operations Strategy
and
Global Competitiveness
1-2
Apple’s Comeback
• Since 2007, Apple’s share price has
risen 500 percent
• Apple’s market capitalization is almost a
trillion dollars
– Largest company in the US
• Shows how important operations
capabilities are to an organization’s
global competitiveness
1-3
Coke vs. Pepsi
• Coke and Pepsi compete in the same industry
• From January 2007 – January 2012…
– Pepsi’s stock price was down
– Coke’s stock price was up 51 percent
• In terms of market capitalization…
– Pepsi remained flat at $101 billion
– Coke increased $153.5 billion
• What accounts for these different outcomes?
1-4
General Motors
• Market share of GM declined from 45 percent
in 1980 to 20 percent in 2008
• In 2008, extreme gas prices killed the truck
and SUV markets
• Sudden credit crisis and recession killed the
rest of the market
• High cost caused it to ask government for a
bailout
– GM got $50 billion
1-5
GM Results
• In 2011, GM had the largest annual
profit in its history
– $7.6 billion
– Up 62 percent from 2010
• Revenues were up 13 percent
• Sold 1.37 million cars
• Hired 100,000 workers a month for five
months straight
1-6
Toyota in Trouble
• Toyota has been plagued with problems for
several years
– Multiple quality complaints
– Global recalls
• Japanese earthquake and tsunami in 2011 plus
flooding in Thailand crippled production
capacity
• Yen going from 120 yen to the dollar to 80
• Had a 6 percent decrease in sales in 2011
1-7
Flat Panel TVs
• Large profit margins ($8 billion 2004)
• Asian manufacturers spent $35 billion
adding capacity in 2004 and 2005
• North America’s Dell attempted to
leverage its supply chain to lower cost
• By 2007, flat screens overtake CRT sets
• Market jumped from $11 billion in 1998
to $102 billion in 2007
1-8
Two Central Themes
1. Customer satisfaction
2. Competitiveness
• Apple obtained a competitive advantage with
innovation, their production process, and
supply chain
• Pepsi example showed that organizations
that focus on a few things outperform those
that lack focus
• Toyota showed how losing your focus on
your strengths can damage competitiveness
1-9
International Marketplace
• Consumers purchase their products from
the providers that offers them the most
value for their money
• Many of our products are produced
overseas
• Most of our services are provided
domestically
1-10
Operations
• Heart of every organization
• Organizations exist to create value
• Operations are the tasks that create value
• Operational innovation can provide
organizations with long-term strategic
advantages
1-11
The Production System
1-13
Systems Perspective
• Inputs
• Transformation System
– Alter
– Transport
– Store
– Inspect
• Outputs
• Environment
1-14
Inputs
• Inputs include facilities, labor, capital,
equipment, raw materials, and supplies.
• A less obvious input is knowledge of
how to transform the inputs into outputs.
• The operations function quite frequently
fails in its task because it cannot
complete the transformation activities
within the required time limit.
1-15
Transformation System
1-16
Outputs
• Two types of outputs commonly result from a
production system
– Services (physical goods)
– Products (abstract or nonphysical)
• Any physical entity accompanying a service
that adds value is a facilitating good
• Pure service: if there is no facilitating good
• Services are bundles of benefits
– Some are tangible and others intangible
– May be accompanies by a facilitating goods
1-17
Characteristics of Products and
Services
1-23
Customer Value (Continued)
• Efficiency = output / input
• Productivity: output per worker-hour
– This is a partial factor measure of productivity
– Only includes one productive factor
• Multifactor productivity: uses more than a
single factor
• Total factor productivity: uses all the factors
of production
1-24
Research
• Pure research: working with basic
technology to develop new knowledge
• Applied research: attempting to
develop new knowledge along particular
lines
• Development: attempting to utilize the
findings of research and expand the
possible applications
1-25
The Development Effort
1-28
Quality Dimensions
1. Conformance to specification
– Extent to which the product matches the
design
2. Performance
– Customers equate quality with
performance
3. Features
– Options that a product or service offers
1-29
Quality Dimensions Continued
4. Quick response
– Time required to react to customers’
demands
5. Reliability
– Probability that a product or service will
perform as intended for a period of time
6. Durability
– How tough a product is
1-30
Quality Dimensions (Continued)
7. Serviceability
– Ease with which maintenance can be
performed
8. Aesthetics
– Factors that appeal to human senses
9. Humanity
– How the customer is treated
1-31
Quality’s Benefits
• Customers are more pleased with a high-
quality product or service
• More likely to encourage friends to patronize
the firm
• Gives firm a good reputation
• Allows firm to charge a premium price
• Increases market share
• Makes follow-up products more attractive
1-32
Quality’s Costs
1. Prevention costs
– Including planning, training, design, maintenance
2. Appraisal costs
– Measuring, testing, test equipment, inspectors,
reports
3. Internal costs of defects
– Extra labor and material, scrap, rework,
interruptions, expediting
4. External costs of defects
– Ill-will, complaints, correction, warranties,
insurance, recalls, lawsuits
1-33
Evolution of Quality: Japan vs.
America
• Japanese techniques developed in the US
• After WWII Japan had reputation for poor
quality
• W. Edwards Deming helped Japan improve
quality
• Deming says major cause of poor quality is
variation
• Deming stressed improving quality was the
responsibility of top management
1-34
Evolution of Quality: Japan vs.
America (Continued)
• Japan followed Deming’s advice
• Japan’s reputation for producing shoddy
goods was totally reversed
• A more recent concept that the Japanese
have embraced is called total quality
management (TQM)
– Quality at the source
– Statistical process control (SPC)
1-35
Customization
• Customization: offering a product or
service exactly suited to a customer’s
desires
– Low customization is called standardization
• Customization demands flexibility
• Flexibility: the ability to change or react
with little penalty in time, effort, cost, or
performance
1-36
Continuum of Customization
1-38
Mass Customization
• Seek to produce low-cost, high-quality outputs
in high variety
• Not all products lend themselves to being
customized
– Sugar, gas, electricity, and flour
• Is applicable to products characterized by short
life cycles, rapidly advancing technology, or
changing customer requirements
1-39
Four Mass Customization
Strategies
1. Collaborative customizers
– Help customers articulate their needs
2. Adaptive customizers
– Offer a standard product that customers can
modify themselves
3. Cosmetic customizers
– Produce a standard product but present it
differently to different customers
4. Transparent customizers
– Provide custom products without customers
knowing they are customized
1-40
Benefits of Modular Design
1. Components that differentiate can be added
during the later stages of production
– Called postponement
2. Production time can be significantly reduced
– Simultaneously producing the required modules
3. Facilitates the identification of production
and quality problems
1-41
Dependability and Speed
• The competitive advantages of faster,
dependable response to new markets or to the
individual customer's needs have only recently
been noted in the business media
• Americans spend more time and money on
marketing, whereas the Japanese spend five
times more than the Americans on developing
more efficient production methods
1-42
Prerequisites for and Advantages
of Rapid Response
1-46
Global Trends
• US imports have grown for more than 30
years
• Exports have increased, but not as fast as
imports
• Resulted in exploding trade deficient
• US now largest debtor nation in the
world
• Cumulative deficit is about ½ GDP
1-47
Global Firms
• Global firms
• Joint ventures
• Partial ownerships
• Foreign subsidiaries
• Other types of international producers
1-48
Strategy
• Business strategy: set of objectives,
plans, and policies for the organization
to compete
• Specifies competitive advantage
– How achieved and sustained
• Key is defining core competencies and
focus
1-49
Strategy Formulation
1-51
The Life-Cycle Curve
1-53
Categories of Business
Strategies
1. First-to-market
2. Second-to-market
3. Cost minimization (late-to-market)
4. Market segmentation
1-55
Second-to-Market Strategy
• Quick imitation of first-to-market
companies
• Less emphasis on applied research and
more emphasis on development
• Learn from first-to-market’s mistakes
1-56
Cost Minimization or Late-to-
Market Strategy
• Wait until market becomes standardized
and large volumes demanded
• Compete on basis of costs instead of
product features
• Research efforts focus on process
development versus product
development
1-57
Market Segmentation
• Serving niche markets
• Applied engineering skills and flexible
manufacturing processes needed
1-58
Common Areas of Organizational
Focus
1-60
Product Life Cycle Stages
and Emphasis
1-63
Core Capabilities
• Core competencies: the collective knowledge
and skills an organization has that distinguish
it from competition
• Core capabilities: organizational practices
and business processes
• Should be used to gain access to a variety of
markets
• Should be strongly related to key benefits
provides by products or services
• Should be difficult to imitate
1-64
Outsourcing
• Subcontracting out production of parts
or performance of activities
• Activities and parts fall on a continuum
ranging from strategically unimportant
to strategically important
• Activities not strategically important are
candidates to be outsourced
1-65
Hollowed Out
• The extent that most of a firm’s complex
parts and production are outsourced
• Often when complex parts outsourced,
engineering talent follows
• Supplier may become competitor
1-66