bachelor of business administration (hons) mfc 324 ... · operation’s performance operations...
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Lecture 2 MBF2213 | Operations Management
Prepared by Dr Khairul Anuar
L2: Operations Strategy
Design
Planning and control
Operation’s performance
Operations strategy
Improvement
Operations management
Operations strategy
Slack et al.’s model of operations management
Key operations questions
Identify the following key questions:
• What is strategy and what is operations strategy?
• What is the difference between a ‘top-down’ and a
‘bottom-up’ view of operations strategy?
• What is the difference between a ‘market
requirements’ and an ‘operations resources’ view
of operations strategy?
• How can an operations strategy be put together?
Operations strategy at Flextronics and Ryanair
For each of these companies: • What do they have to be good at to compete in their
markets? • How do their operations help them to achieve this?
Operations strategic decisions
• Industrial parks, with
– low cost but close locations – and co-located
suppliers
Market requirements
• Low costs
• Responsiveness
• Flexibility
Flextronics
Operations strategy at Flextronics
Operations strategic decisions
• Stripped down service
• One technology • Cheap airport locations • Fast turnround
Market requirements
• Low prices
• Reliability
• Basic service
Operations strategy at Ryanair
• Setting broad objectives that direct an enterprise towards its overall goal.
• Planning the path (in general rather than specific terms) that will achieve these goals.
• Stressing long-term rather than short-term objectives.
• Dealing with the total picture rather than stressing individual activities.
• Being detached from, and above, the confusion and distractions of day-to-day activities.
What is strategy?
Strategic decisions are those decisions which:
• are widespread in their effect on the organization to
which the strategy refers,
• define the position of the organization relative to its
environment and
• move the organization closer to its long-term goals.
Strategic decisions
‘Operations’ is not the same as ‘operational’
‘Operations’ are the resources that create products and services.
‘Operational’ is the opposite of strategic, meaning day-to-day and detailed.
So, one can examine both the operational and the strategic aspects of operations.
How is operations strategy different to operations management?
The time scale is longer
Short-term for example,
capacity decisions
1–12 months
Dem
and
Long-term for example, capacity
decisions
1–10 years
Dem
and
Operations management Operations strategy
The level of analysis is higher
Operations management Operations strategy
Micro-level of the process
Macro-level of the total operation
How is operations strategy different to operations management? (Continued)
The level of aggregation is higher
Operations management Operations strategy
Detailed
For example:
‘Can we give tax services to the small business market in
Antwerp?’
Aggregated
For example:
‘What is our overall business advice capability
compared with other capabilities?’
How is operations strategy different to operations management? (Continued)
The level of abstraction is higher
Operations management Operations strategy
Concrete
For example:
‘How do we improve out purchasing procedures?’
Philosophical
For example:
‘Should we develop strategic alliances with
suppliers?’
How is operations strategy different to operations management? (Continued)
What is the role of the operations function?
Operations as implementer of
strategy
Operations implements strategy
Operations drives strategy
Operations as driver of strategy
Operations supports strategy
Operations as supporter of
strategy
The 3 key attributes
of operations strategy Operations contribution
Implementing be Dependable
Operationalize strategy
explain Practicalities
Supporting be Appropriate
Understand strategy
Contribute to decisions
Driving be Innovative
provide Foundation of strategy
Develop long-term Capabilities
The strategic role of the operations function
The 4 stage model of operations contribution In
crea
sin
g st
rate
gic
imp
act
Increasing operations capabilities
Externally supportive
Redefining industry
expectations
STAGE 4 Give an operations advantage
Driving strategy
After Hayes and Wheelwright
Internally supportive
Clearly the best in the
industry
STAGE 3 Link strategy with operations
Supporting strategy
Externally neutral
As good as competitors
STAGE 2 Adopt best practice
Implementing strategy
Internally neutral
STAGE 1 Correct the worst problems
Holding the organization
back
Top-down perspective
What the business
wants operations to do
Operations resources
perspective
What operations resources can do
What day-to-day experience suggests operations should do
Bottom-up perspective
Market requirement perspective
What the market position requires operations to do
Operations strategy
The four perspectives on operations strategy
Corporate strategy
Business strategy
Emergent sense of what the strategy should be
Operational experience
Top-down and bottom-up perspectives of strategy
Operations strategy
The strategy hierarchy
Key strategic decisions
Influences on decision-making
Business strategy
What is the mission?
What are the strategic objectives of the firm?
How to compete?
Customer/market dynamics
Competitor activity
Core technology dynamics
Financial constraints
Corporate strategy
What business to be in? What to acquire? What to divest? How to allocate cash?
Economic environment Social environment Political environment Company values and ethics
Functional strategy
How to contribute to the
strategic objectives?
How to manage the
function’s resources?
Skills of function’s staff
Current technology
Recent performance of the
function
Introduction Growth Maturity Decline
Sale
s vo
lum
e
Volume
Customers
Competitors
Variety of product/
service design
Slow growth in sales
Innovators
Few/none
Customization or frequent design changes
Rapid growth in sales volume
Early adopters
Increasing numbers
Increasingly standardized
Sales slow and level off
Bulk of market
Stable number
Emerging dominant types
Market needs largely met
Laggards
Declining numbers
Possible move to commodity standardization
The effects of the product / service life cycle
Time
Introduction Growth Maturity Decline
Sale
s vo
lum
e
The effects of the product / service life cycle (Continued)
Time
Likely order winners
Likely qualifiers
Dominant performance
objectives
Product/ service characteristics
Quality range
Flexibility quality
Availability quality
Price range
Speed dependability quality
Low price dependable supply
Quality range
Cost dependability
Low price
Dependable supply
Cost
Different competitive factors imply different performance objectives
Competitive factors If the customers value these …
Performance objectives Then, the operations will need to
excel at these …
Low price Cost
High quality Quality
Fast delivery Speed
Reliable delivery Dependability
Innovative products and services Flexibility (products/services)
Wide range of products and services Flexibility (mix)
The ability to change the timing or quantity of products and services Flexibility (volume and/or delivery)
Intended strategy Realized strategy Deliberative strategy
Mintzberg’s concept of emergent strategy
Unrealized strategy Emergent strategy
What you HAVE
in terms of operations capabilities
What you NEED
to ‘compete’ in the market
Operations resources
Market requirements
What you WANT
from your operations to
help you ‘compete’
What you DO
to maintain your
capabilities and satisfy
markets
Strategic reconciliation
Reconciling market requirements and operations resources
The challenge of operations strategy formulation
An operations strategy should be:
Appropriate…
Comprehensive…
Coherent…
Consistent over time…
An implementation agenda is needed
When to start?
Where to start?
How fast to proceed?
How to co-ordinate the implementation programme?
The five P’s of operations strategy implementation
• Purpose — a shared understanding of the motivation, boundaries and context for developing the operations strategy.
• Point of Entry — the point in the organization where the process of implementation starts.
• Process — How the operations strategy formulation process is made explicit.
• Project Management — The management of the implementation.
• Participation — Who is involved in the implementation.