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operations strategy - Coggle Diagram
operations strategy
Performance objectives pg.106
quality
high performance products
quality defined by spec
appropriate for customer needs
conformance quality
speed
perform task in short period of time
throughput time
time taken for resource to work through a process
flexibility
ability to change what you do
types of flexibility
variety
produce more than one type of product
mix
cope with different types of customers/products at one time
volume
adjust how much you produce dependent on demand
sustainability pg107
maintain at length without interruption or loss in power/quality
three well known aspects
environmental
sustainable source of materials
recyleabilty
economic
social
dependability pg107
keeping your promises
delivery promises
cost
mian buying criteria
concepts
order-winning and order-qualifying (Hill,1995)
order-winning
performance that provide a key reason for a customer to buy a product
order-qualifying
minimum standard or threshold that operation needs to achieve
do not provide any source of competitive advantage
linking operations strategy and performance objectives pg110
performance objectives- drivers of operation strategy decisions
operations strategy and quality pg110
adapting strategy
concentrate expertise
select suppliers on quality basis
invest in technology offering better precision
focus on employee training
operations strategy and speed pg111
locate near customer base
develop fast throughput supply chains
have spare capacity/inventory
use airfreight instead of shipping
operations strategy and sustainability pg111
tend ot focus on environmental sustainability
reduce C02 emissions
reduction on landfill waste
reduce carbon footprint
source sustainable materials
spread social benefits of employment
operations strategy and flexability pg111
smaller/fliexible machines
less technology
wider range of suppliers
spare capacity to cope with demand
operations strategy and dependability pg112
reduce unforseen circumstances
planning/control systems
operations strategy and cost pg112
out of town locations reduce purchase
automation- reduce labour cost
self-service operations
operations strategy market influence model pg.104
influenced by both competitive and marketing strategies
companies compete on price
ikea
ryanair
poundland
high quality providers
ritz-carlton
prada
chanel
marketing function
demands on operations requirements because of their decisions
The original equipment (OEM) and aftermarket segments
OEM customer
purchases large quantities over long period of time
aftermarket customer
focuses on availability and price in short term
defining operations strategy pg.102
slack 2010
"the pattern of strategic decisions and actions that set the role,objectives and activities of the operation" pg.102
Four key areas (Walley 2017)
capacity and facilities
how many facilities
location ???
are the sites coordinated
size of the site
supply chain pg.103
how much to total value chain is owned
how many suppliers
how global is the network
technology pg.103
how automated in the processes
dedication of technology
who uses our technology
workforce
how hierarchical is management
central of planning and coordination
do we group our departments
short term out infrastructure is fixed
meet market demands
slack and lewis
3 general themes
predomination pg.103
market influence
differeing requirements
competences and capabilities pg.104
honda
competence in small lightweight engines
corporate/ entrepreneurial vision pg.104
personal view of their operations
create highly unique idea
focused operations pg114
Wickham Skinner (1974)
focus factory
focus segments
market segment
distributors serve wholesalers and retail customers
concentrating on one specific performance objective
split facilities into separate sections
fast track option
volume
making prototypes in specialist facilities
technology speciality
healthcare
x-rays
ultrasound
frequently organisations lack senior operation managers pg.102
explaining the kind of decisions they are making pg.102