OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.

Slides:



Advertisements
Similar presentations
Chapter 3 E-Strategy.
Advertisements

OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.
McGraw-Hill/Irwin Copyright © 2009 by the McGraw-Hill Companies, Inc. All rights reserved.
Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 1 Operations Strategy and.
OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.
OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.
Strategic Charles W. L. Hill Management Gareth R. Jones
Management Information Systems
F O U R T H E D I T I O N Waiting Line Management © The McGraw-Hill Companies, Inc., 2003 chapter 11 DAVIS AQUILANO CHASE PowerPoint Presentation by Charlie.
Human Resource Issues in Operations Management
MGT3303 Michel Leseure Performance and Operations Strategy Objective of Lecture: –Describe the strategic role of operations. –Define operations strategy.
To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved. Chapter 2 Operations Strategy To Accompany.
The Role of Technology in Operations
CHAPTER ONE OVERVIEW SECTION 1.1 – BUSINESS DRIVEN MIS
© Wiley Chapter 2 Operations Strategy and Competitiveness Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint.
Chapter 1 Copyright ©2012 by Cengage Learning Inc. All rights reserved 1 1 Lamb, Hair, McDaniel CHAPTER 2 Strategic Planning for Competitive Advantage.
Operations Strategy: Defining How Firms Compete
PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin CHAPTER ONE MANAGEMENT INFORMATION SYSTEMS: BUSINESS DRIVEN.
Managing and Performing Chapter One Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written.
Economics of Strategy Fifth Edition Slides by: Richard Ponarul, California State University, Chico Copyright  2010 John Wiley  Sons, Inc. Chapter 13.
Corporate- Level Strategy: Creating Value through Diversification Chapter Six McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All.
2 Chapter Strategic Training.
Chapter 2 Supply Chain Strategy Copyright 2011 John Wiley & Sons, Inc.
Managing Chapter 01 Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
6–16–1Copyright © 2006 Thomson Business and Economics. All rights reserved. Agenda and Announcements Agenda –Team Training Presentation –Review Chapter.
Irwin/McGraw-Hill Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved. 1-1.
OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.
© 2003 McGraw-Hill Companies, Inc., McGraw-Hill/Irwin DEVELOPING CUSTOMER RELATIONSHIPS AND VALUE THROUGH MARKETING 1 1 C HAPTER.
OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 01 The Management Process Today.
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin CHAPTER ONE MANAGEMENT INFORMATION SYSTEMS: BUSINESS DRIVEN.
PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2006 Thomson Business & Professional Publishing. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama Managing Human Resources Bohlander Snell 14 th edition Copyright © 2007 Thomson/South-Western.
1-1. Chapter Managing 1 1McGraw-Hill/Irwin Management, 7/e Copyright © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
STRATEGY Chapter Two Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
The Gaps Model of Service Quality
Irwin/McGraw-Hill Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved. 1-1.
Chapter 9 Designing Strategies Management 1e 9- 2 Management 1e 9- 2 Management 1e Learning Objectives  Explain how businesses use planning to.
OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.
© 2012 Pearson Education, Inc. publishing Prentice Hall. Note 13 Market-Share Effects.
CHAPTER 2 Supply Chain Management. Copyright © 2001 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin 2-2 Supply Chain Management.
Value Chain Management: Functional Strategies for Competitive Advantage chapter nine Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter Two Implementing Strategy: The Value Chain, the Balanced Scorecard, and the Strategy Map.
CHAPTER 2 OPERATIONS STRATEGY. Corporate strategy : goals core competencies environment responses new products/services global strategies Functional-area.
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.
F O U R T H E D I T I O N Supply Chain Management © The McGraw-Hill Companies, Inc., 2003 chapter 13 DAVIS AQUILANO CHASE PowerPoint Presentation by Charlie.
OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.
Mark M. Davis Janelle Heineke
Chapter 11 Global Strategy McGraw-Hill/Irwin Global Business Today, 4/e © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. Global Strategy.
Part Three: Management Strategy and Decision Making Chapter 7: Strategic Management Chapter 8: Managing the Planning Process Chapter 9: Decision Making.
McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
Slide content created by Charlie Cook, The University of West Alabama Copyright © Houghton Mifflin Company. All rights reserved. Chapter Three The Environment.
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Chapter 7 Strategic Management.
Chapter 1 McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
M A R C U S. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc., All Rights Reserved INTERNAL ANALYSIS.
1-1 Human Resource Management Gaining a Competitive Advantage Chapter 2 Strategic Human Resource Management McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill.
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Strategic Management: Text and Cases, 4e 4 Recognizing a Firm’s.
Chapter 8 McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
Designing Organizational Structure Chapter Seven Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All Rights Reserved. Example 1-Ad A.
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Operations and Supply Strategy CHAPTER 1.
OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.
Chapter 2 - Operations Strategy and Competitiveness
McGraw-Hill/Irwin Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved.5 Strategic Management Business Level Strategy: Creating and.
4 Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources McGraw-Hill/Irwin Strategic Management: Text and Cases, 4e Copyright.
The Role of Technology in Operations
Chapter 2 Operations Strategy
Presentation transcript:

OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc. PowerPoint Presentation by Charlie Cook, The University of West Alabama

CHAPTER PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright © 2005 The McGraw-Hill Companies. All rights reserved. Integrating Manufacturing and Services 5

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–3 CHAPTER OBJECTIVES Demonstrate the importance of aligning the goods and services components of the product bundle. Present several frameworks that provide insights for integrating manufacturing and services. Introduce alternative approaches for using services to create value for manufacturing firms. Illustrate how services can add value to goods.

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–4 Managerial Issues Trend toward a single global economy –Increased availability and quality of products Shorter product life cycles –Rapid commoditization of products Products are now a bundle of benefits –Services in support of its goods has become a means of differentiating a firm’s products.

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–5 Managerial Issues Bundle of Benefits –The overall product offering that includes goods and services. –Order Qualifiers The minimum characteristics of a firm or its products that a firm must have to be considered as a source of purchase. –Order Winners The characteristics of a firm that distinguish it from its competition so that it is selected as the source of purchase.

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–6 The Increasing Role of Service in Manufacturing Examples of Services –Warranties –Customer support –Leasing, licensing, and rentals Service adds value (and profitability) –Service margins can be greater than associated product margins

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–7 Increased Emphasis on Services Exhibit 5.1

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–8 Defining Levels of Added Service: Little “s” Little “s,” or Operational, Services –Services from primarily within the firms’ operations that are applied to existing products function to make them more attractive to customers. Availability: speed of delivery is an important factor in buying a product. Customization: modifying the standard product offering to meet the needs of each individual customer is now possible due to advances in manufacturing technologies.

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–9 Defining Levels of Added Service: Big “S” Big “S,” or Strategic, Services –Services that require coordination across organizational (functional) boundaries that exist between within a strategic business unit (SBU), between SBUs, or even between independent organizations.

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–10 The Service Factory’s Roles Consultant –Utilizing the expertise of factory workers to address customer-related issues, especially with respect to problem solving. Showroom –Using the factory floor to demonstrate to customers the technical expertise and the quality of the processes used to manufacture goods or components. Dispatcher –Using the factory for after-sales service support, especially in solving problems with new products.

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–11 Customer’s Activity Cycle Exhibit 5.2 Source: Reprinted from From Tin Soldiers to Russian Dolls: Creating Added Value through Services Sandra Vandermerwe (Oxford, England: Butterworth-Heinemann), © 1993, with permission by Elsvier.

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–12 Integration of Manufacturing and Services The Customer’s Activity Cycle (CAC)

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–13 Examples of Activities within the Customer’s Activity Cycle Exhibit 5.3

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–14 Downstream Activities (Wise and Baumgartner)

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–15 Additional Approaches for Integrating Manufacturing and Services Demonstration of Knowledge and Expertise –Reassuring customers by allowing them to view the production process and to have access to production employees. Improved Product Performance –Using technology to anticipate and correct problems before they occur or to reduce response time. Customer Training –Providing product training to customers to build product loyalty and increased use of products.

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–16 Additional Approaches for Integrating Manufacturing and Services (cont’d) Customer Training –Providing product training to customers to build product loyalty and increased use of products. Expanded Product Capabilities –Providing services in the form of additional product capabilities that go beyond the primary function of the product itself.

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–17 Focusing on Core Capabilities Core Capabilities –Specific strengths that allow a company to achieve its competitive priorities. –The skill or set of skills that the operations management function develops that allows the firm to differentiate itself from its competitors. Focusing is achieved by: –Divesting non-critical activities. –Subcontracting ancillary activities and services.

Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 5–18 The Impact of Technology The Internet –Helps firms offer services that replace goods. –Allows firms to offer 24 × 7 service while at the same time being cost effective. –Has reduced the cost of transmitting information while increasing the speed and the amount of data that can be sent between individuals.