Bài giảng Operations Management - Chapter 2: Competitiveness, Strategy, and Productivity

Competitiveness, Strategy, and ProductivityMcGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.You should be able to:List the three primary ways that business organizations competeExplain five reasons for the poor competitiveness of some companiesDefine the term strategy and explain why strategy is importantDiscuss and compare organization strategy and operations strategy, and explain why it is important to link the twoDescribe and give examples of time-based strategiesDefine the term productivity and explain why it is important to organizations and countriesProvide some reasons for poor productivity and some ways of improving it2-*Student SlidesCompetitiveness:How effectively an organization meets the wants and needs of customers relative to others that offer similar goods or servicesOrganizations compete through some combination of their marketing and operations functionsWhat do customers want?How can these customer needs best be satisfied?Student Slides2-*Product and service designCostLocationQualityQuick responseFlexibilityInventory managementSupply chain managementServiceManagers and workers2-*Student SlidesMissionGoalsOrganizational StrategiesTacticsFunctional Strategies2-*Student SlidesMissionThe reason for an organization’s existenceGoalsProvide detail and the scope of the missionGoals can be viewed as organizational destinationsStrategyA plan for achieving organizational goalsServes as a roadmap for reaching the organizational destinationsStudent Slides2-*Core CompetenciesThe special attributes or abilities that give anorganization a competitive edgeTo be effective core competencies and strategies need to be alignedStudent Slides2-*Effective strategy formulation requires taking into account:Core competenciesEnvironmental scanningSWOTSuccessful strategy formulation also requires taking into account:Order qualifiersOrder winners2-*Student SlidesOperations strategy The approach, consistent with organization strategy, that is used to guide the operations function.Decision AreaWhat the Decisions AffectProduct and service designCosts, quality, liability, and environmental issuesCapacityCost, structure, flexibilityProcess selection and layoutCosts, flexibility, skill level needed, capacityWork designQuality of work life, employee safety, productivityLocationCosts, visibilityQualityAbility to meet or exceed customer expectationsInventoryCosts, shortagesMaintenanceCosts, equipment reliability, productivitySchedulingFlexibility, efficiencySupply chainsCosts, quality, agility, shortages, vendor relationsProjectsCosts, new products, services, or operating systemsStudent Slides2-*Decision AreaWhat the Decisions AffectProduct and service designCosts, quality, liability, and environmental issuesCapacityCost, structure, flexibilityProcess selection and layoutCosts, flexibility, skill level needed, capacityWork designQuality of work life, employee safety, productivityLocationCosts, visibilityQualityAbility to meet or exceed customer expectationsInventoryCosts, shortagesMaintenanceCosts, equipment reliability, productivitySchedulingFlexibility, efficiencySupply chainsCosts, quality, agility, shortages, vendor relationsProjectsCosts, new products, services, or operating systemsStudent Slides2-*Time-based strategiesStrategies that focus on the reduction of time needed to accomplish tasksIt is believed that by reducing time, costs are lower, quality is higher, productivity is higher, time-to-market is faster, and customer service is improvedQuality-based strategyStrategy that focuses on quality in all phases of an organizationPursuit of such a strategy is rooted in a number of factors:Trying to overcome a poor quality reputationDesire to maintain a quality imageA desire to catch up with the competitionA part of a cost reduction strategyStudent Slides2-*ProductivityA measure of the effective use of resources, usually expressed as the ratio of output to inputProductivity measures are useful forTracking an operating unit’s performance over timeJudging the performance of an entire industry or countryStudent Slides2-*Student Slides2-*CapitalMethodsTechnologyManagementQualityStudent Slides2-*Develop productivity measures for all operationsDetermine critical (bottleneck) operationsDevelop methods for productivity improvementsEstablish reasonable goalsMake it clear that management supports and encourages productivity improvementMeasure and publicize improvements Don’t confuse productivity with efficiency Student Slides2-*