Introduction to Strategy and Operations Management

Only available on StudyMode
  • Download(s) : 81
  • Published : January 21, 2012
Open Document
Text Preview
Introduction to Strategy and Operations Management|
Operations Strategy|
Product Design|
Process Design|
Supply Networks|
Layout and Flow|
Scientific Management and Job Design|
Introduction to Quality – A Choice Paradigm|
Operationalizing Strategy|
Review and Examination Preparation|

Operations Strategy

Strategic decisions
* Widespread in their effect, define the position of the organisation relative to its environment and move the organisation closer to its long term goals * A strategy has content and process

Operations is not the same as operational
* Operations – resources that create products and services * Operational – opposite of strategic. Day-to-day and detailed Content and Process
* Content – specific decisions and actions
* Process – method that is used to make the specific ‘content’ decisions 4 Perspectives
* Top Down – the influence of the corporate or business strategy on operations decisions * Bottom-up – the influence of operational experience on operations decisions * Market requirements – the performance objectives that reflect the market position of an operations products or service, also a perspective on operations strategy * Operations resource capabilities – the inherent ability of operations processes and resources; also a perspective on operations strategy. Products

* Tangible
* Are used after purchase
* Intangible
* Used at the time of delivery

Views strategic decisions at a number of levels
Corporate strategy – the strategic positioning of a corporation and the businesses with it Business strategy – the strategic positioning of a business in relation to its customers, markets and competitors, a subset of corporate strategy Functional strategy – the overall direction and role of a function within the business; a subset of business strategy

Sees overall strategy as emerging from day-to-day operational experience Emergent strategy – a strategy that is gradually shaped over time and based on experience rather than theoretical positioning

-Satisfy the requirements of the market
Competitive factors – the factors such as delivery time, product or service specification, price etc. that define customers’ requirements Order-winning factors – the arrangement of resources that are devoted to the production and delivery of products and services Qualifying factors – aspects of competitiveness where the operation’s performance has to be above a particular level to be considered by the customer Less important factors – competitive factors that are neither order winning nor qualifying, performance in them does not significantly affect the competitive position of an operation Product/service life cycle – a generalized model of the behaviour of both customers and competitors during the life of a product or service; it is generally held to have four stages, introduction, growth, maturity and decline.

Resource-based view (RBS) – the perspective on strategy that stresses the importance of capabilities (sometimes known as core competences) in determining sustainable competitive advantage. Intangible resources – the resources within an operation that are not immediately evident or tangible, such as relationships with suppliers and customers, process knowledge, new product and service development.

Process – procedures which are, or can be, used to formulate those operations strategies which the org. should adopt.
5 P’s of operations strategy formulation
* Purpose
* Point of entry
* Process
* Project management
* Participation
The extent to which improvements in one performance objective can be achieved by sacrificing performance in others. PROCESS OF OPERATIONS STRATEGY GUIDES THE TRADE OFFS B/W PERFORMANCE...
tracking img