Introduction & Strategy Module

Slides:

Advertisements

Similar presentations

Raffaella Manzini e Valentina LazzarottiIl calcolo dei costi 1 17/05/2004 Economic techniques for MCS External accounting and Ratio analysis Cost accounting.

Advertisements

OPERATIONS MANAGEMENT 430 Professor Canan Savaskan-Ebert

Introduction & Strategy Module

The Process View of the Organization

Process View & Strategy Part 3. Performance Measures Based on the Book: Managing Business Process Flow.

OPSM 301 Operations Management Fall 2011 Zeynep Akşin.

Economic Development The New Themes & Benchmarks Eric Rinehart, Economic Development Solutions, inc. E-D-Solutions.com IDC-ISU#1.

OM&PM/Class 1b1 1.Operations Strategy –Class 1a: Introduction to Operations –Class 1b: Strategic Operational Audits »Strategic Operational Audit »Shouldice.

Introduction to Managing Operations Across the Supply Chain

Intermediate Macroeconomics

Process Analysis and Applications Module

Operations Management & Performance Modeling

COSTING FOR PRICING DECISIONS Gerald E. Smith, D.B.A. Carroll School of Management Boston College.

COPYRIGHT © 2008 Thomson South-Western, a part of The Thomson Corporation. Thomson, the Star logo, and South-Western are trademarks used herein under license.

1 Process Management and Strategy Introduction Product or services must meet customer expectations, whether physical ( comfort, safety, convenience), psychological.

Key Topics Define Operations Management Give examples (Inputs – Processes – Outputs) Service operations vs. goods production Current Challenges in Operations.

Module: Supply Chain Management Operations Management as a Competitive Weapon.

3 Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability.

Facility Layout 1. General Observations Facility Planning includes planning for: (1) the number of facilities and general facility type, (2) facility.

POM - J. Galván 1 PRODUCTION AND OPERATIONS MANAGEMENT Ch. 2: Operations Strategy for Competitive Advantage.

Management is Essential

S. Chopra/Operations/Strategy1 Operations Management: Introduction & Strategy Module u Introduction & Administrative u Key Principles of Course »Strategic.

© 2007 Pearson Education O perations as a C ompetitive W eapon Chapter 1 YearExpected Demand Cash Flow 080,000($150,000) 190,000$90, ,000$150,000.

Chapter 5: Supply Chain Performance Measurement and Financial Analysis

1 © The McGraw-Hill Companies, Inc., 2004 Chapter 2 Operations Strategy and Competitiveness.

© Wiley Chapter 1 - Introduction to Operations Management Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint.

Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability Chapter 3.

Process View & Strategy Part 2- Competitive Space and Strategy Based on the Book: Managing Business Process Flow.

OPSM 301 Operations Management

OPNS 430 Professor Wuqin Lin

OPSM 301 Operations Management Class 2: Operations management strategy and process selection Chapter 2 Koç University Zeynep Aksin

Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall 1 Operations D30 Managing Business Process Flows: Ch Processes and Strategy Module.

Operations Strategies

Information Systems Planning

1 Process Management and Strategy Introduction Product or services must meet customer expectations, whether physical ( comfort, safety, convenience), psychological.

How do Business Processes Generate Value?

Chapter 11: Strategic Leadership Chapter 8 Production and operations management.

© 2012 Prentice Hall Inc Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall. 1-1 Copyright ©2013 Pearson Education, Inc. publishing.

1 PowerPointPresentation by PowerPoint Presentation by Gail B. Wright Professor Emeritus of Accounting Bryant University © Copyright 2007 Thomson South-Western,

3 Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability.

Design in the Supply Chain Spring, 2014 Supply Chain Management: Strategy, Planning, and Operation Chapter 5 Byung-Hyun Ha.

ISAT 211 Mod 2-1  1997 M. Zarrugh ISAT 211 Module 2: Competitiveness and Operations Strategy  The learning objectives of this module are –To explain.

Resource-Based View of the Firm

Copyright © 2008 by Robert B. Carton Value Systems, Value Chains and Value-Based Management The Essence of Organizational Performance Is the Creation of.

1/20 Operations Management Lecture 2 – Shouldice Hospital (Chapter 2 & 3) Dr. Ursula G. Kraus.

Financial Analysis.

Norman, BUS 4385 Key Points: Chapter 6: Corporate-Level Strategy Understand the difference between business-level strategy and corporate level strategy.

Slide 1Process View & Strategy© Van Mieghem (8-Jan-16) Introduction & Strategy Module  Introduction & Administrative  Goals and Key Paradigms of Course.

© Wiley Chapter 1 - Introduction to Operations Management Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint.

Needles Powers Crosson Principles of Accounting 12e The Budgeting Process 22 C H A P T E R ©human/iStockphoto.

The main function of a business is to produce goods and services which are desired by their customers.

Strategic alignment.

Operations and Supply Chain Management CHAPTER 1.

© Wiley Chapter 1 - Introduction to Operations Management Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint.

9 – 1 Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall. Supply Chain Design 9 For Operations Management, 9e by Krajewski/Ritzman/Malhotra.

Process View & Strategy Based on the Book: Managing Business Process Flow.

Strategic and Financial Logistics

OPSM 301 Operations Management Spring 2012 Class 2 Operations Strategy

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.

Operations Strategy and Competitiveness

Operations Strategy.

Course Summary Organization: A process providing goods and services based on a set of inputs, including raw material, capital, labor and knowledge. The.

Operations Management & Performance Modeling

Contents A GENERIC IT BALANCED SCORECARD

Performance Measurement

Operations Management

Strategic and Financial Logistics

Examples of Income statements

Corporate Level Strategy

Presentation transcript:

Introduction & Strategy Module Operations Management: Introduction & Strategy Module Introduction & Administrative Key Principles of Course Strategic role of Ops Process view of Ops Strategies, Capabilities and Operations Strategic Framework Wal-Mart Aligning strategy and operations: Shouldice Hospital Focus Wriston Manufacturing Notes: S. Chopra/Operations/Strategy S. Chopra/Operations/Strategy

Key Principle of course: 1. The Strategic Role of Ops “A company’s operations function is either a competitive weapon or a corporate millstone. It is seldom neutral.” [Skinner ‘69] S. Chopra/Operations/Strategy S. Chopra/Operations/Strategy

Key Principle of Course: 2. The Process View of Ops By rethinking the IBM Austin assembly plant and introducing cells, distance traveled by a card was cut from 1.5 miles to 200 yards floor space was reduced to half production tripled with about the same number of workers. [Chicago Tribune, July 1992] S. Chopra/Operations/Strategy S. Chopra/Operations/Strategy

Operations & the Process View: What is a Process? Inputs Outputs Goods Services Labor & Capital Information structure Network of Activities and Buffers Flow units (customers, data, material, cash, etc.) Resources Process Management S. Chopra/Operations/Strategy S. Chopra/Operations/Strategy

What defines a “good process”? Performance: Financial Measures Absolute measures: revenues, costs, operating income, net income Net Present Value (NPV) = Relative measures: ROI, ROE ROA = Survival measure: cash flow S. Chopra/Operations/Strategy S. Chopra/Operations/Strategy

Product Attribute (External) Process Competency (Internal) Firms compete on product attributes. This requires process competencies. Product Attribute (External) Process Competency (Internal) Cost Response time Flow time Variety Flexibility Quality S. Chopra/Operations/Strategy

Process Competencies are affected by Process Structure and Management Process structure or architecture: (1) inputs and outputs (2) flow unit (“jobs”) (3) network of activities & buffers quantity & location precedence relationships (4) resource allocation capacity & throughput Operations Planning & Control Organization S. Chopra/Operations/Strategy S. Chopra/Operations/Strategy

What defines a good operation? Achieving alignment at FedEx 2006 2005 2004 Revenues 32,294 29,363 24,710 Income 3,014 2,471 1,440 S. Chopra/Operations/Strategy

A Strategic Framework for Operations Business Strategy Desired Capabilities Notes: Operations Structure Resources Processes S. Chopra/Operations/Strategy S. Chopra/Operations/Strategy

What defines a good operation? Achieving alignment at IKEA S. Chopra/Operations/Strategy

Shouldice Hospital S. Chopra/Operations/Strategy

Wriston Manufacturing S. Chopra/Operations/Strategy S. Chopra/Operations/Strategy

Wriston Manufacturing Burden Rates (total overhead cost / direct labor cost) 7 6 5 4 3 2 1 Sanduski Detroit Lima Lebanon Saginaw Essex Tiffin Freemont Maysville Free capacity and Throughput 160 140 120 100 80 60 40 20 S. Chopra/Operations/Strategy Sanduski Detroit Lima Lebanon Saginaw Essex Tiffin Freemont Maysville S. Chopra/Operations/Strategy

Focus and the Frontier In the health-care sector Cost efficiency Responsiveness World-class Emergency Room (non-emergency) Hospital One general facility operations frontier S. Chopra/Operations/Strategy S. Chopra/Operations/Strategy

Learning Objectives Operations & Strategy An operation as a transformation process Product Attributes / Operational Capabilities Process Drivers / Operations structure Link between business strategy, operations strategy, and operations structure Strategy vs. Operational Effectiveness Operational Focus S. Chopra/Operations/Strategy S. Chopra/Operations/Strategy