© Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 MGMT 405, POM, 2010/11. Lec Notes Chapter 2: Competitiveness, Strategy, and Productivity Department of Business Administration FALL

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 2 Outline: What You Will Learn... List and briefly discuss the primary ways that business organizations compete. List five reasons for the poor competitiveness of some companies. Define the term strategy and explain why strategy is important for competitiveness. Contrast strategy and tactics. Discuss and compare organization strategy and operations strategy, and explain why it is important to link the two. Describe and give examples of time-based strategies. Define the term productivity and explain why it is important to organizations and to countries. List some of the reasons for poor productivity and some ways of improving it.

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 3 The three topics... Competitiveness, Strategy, and Productivity are three separete but related topics that are vitally important to business organizations. Competitiveness relates to the effectiveness of an organization in the marketplace relatively to other organizations that offer similar products or services. Strategy relates to the plans that determine how an organization pursues its goals. Productivity relates to the effective use of resources and it has a direct impact on competitiveness.

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 4  Competitiveness: Companies must be competitive to sell their goods and services in the market It is an important factor in determining whether a company succeeds or fails Marketing influences competitiveness in several ways Competitiveness How effectively an organization meets the wants and needs of customers relative to others that offer similar goods or services

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 5 Competitiveness  Identifying consumer wants and needs is a basic input organization’s decision making process and central to competitiveness  Pricing is a key factor in consumer buying decision  Advertising and promotion is a key element that informs potential consumers and attracts buyers

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 6 Product and service design Cost Location Quality Quick response Flexibility Inventory management Supply chain management Service and service quality Managers and workers Competitiveness-Important factors

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 7 Competitiveness -Important factors  product and service -special characteristics of product and service design is a key factor in consumer buying decisions.  innovation and the time to market are also key factors for new products and services.  cost of organization’s output is a key variable that influences pricing decisions and profit policies.  location is an important factor in term of transportation cost and convenience for customers.  quality is another key element that refers to materials, workmanship, design and service.  quick response is a key factor that can be a competitive advantage- quickly bring the new product or service into market.  flexibility is the ability to respond to changes for the market

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 8 Competitiveness -Important factors  Inventory management can be a competitive advantage by effectively matching supplies of goods with demand.  Supply chain management involves coordinating internal and external operations to achieve timely and cost-effectively delivery of goods throughout the system.  service is a key differentiator- after sale activities customers perceive as value-added such as delivery, warranty work and technical support  managers and workers are the people at the heart and soul of an organization (i.e. Skills and ideas).

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 9 Why Some Organizations Fail?  Organizations fail or perform poorly for a variety of resons. Being aware of such resons may help managers avoid making similar mistake. Some of the reasons are following: Too much emphasis on short-term financial performance at the expense of research and development. Failing to take advantage of strengths and opportunities Failing to recognize competitive threats Neglecting operations strategy Failing to recognize competitive threats Too much emphasis in product and service design and not enough on improvement Neglecting investments in capital and human resources Failing to establish good internal communications Failing to consider customer wants and needs

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 10 Two important questions? The key questions are following:  What do the customers want?  What is the best way to satify those wants?  Operations must work with marketing to obtain information on the relative importance of the various items to each major customer or target market. strategies  Understanding competitive issues can help managers develop successful strategies.

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 11 Strategy Plans for achieving organizational goals The importance of strategies should not be overstated Strategies can be  Long-term  Intermediate-term  Short-term Strategies can be effective if they are designed well to support the organization’s mission and its goals:

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 12 Mission and Goals Mission  The reason for existence for an organization Mission Statement  States the purpose of an organization Goals  Provide detail and scope of mission Strategies  Plans for achieving organizational goals Tactics  The methods and actions taken to accomplish strategies

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 13 Mission/Strategy/Tactics StrategyTacticsMission How does mission, strategies and tactics relate to decision making and distinctive competencies?

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 14 Planning and Decision Making Mission Goals Organizational Strategies Functional Goals Finance Strategies Marketing Strategies Operations Strategies Tactics Operating procedures Figure 2.1 The overall relationship from Mission to Operation is hierarchical

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 15 Strategy Example  Rita is a high school student. She would like to have a career in business, have a good job, and earn enough income to live comfortably Mission: Live a good life Goal: Successful career, good income Strategy: Obtain a college education Tactics: Select a college and a major how to finance college Operations: Register, buy books, take courses, study, graduate, get job

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 16 Examples of Strategies Low cost: Low cost: outsource operations to the third world countries that have low labor costs. Scale-based strategies: Scale-based strategies: use the capital intensive methods to achieve high output volume and low unit cost. Specialization: Specialization: focus on norrow product lines or limited services to achieve higher quality. Flexible operations: Flexible operations: focus on quick response. High quality: High quality: focus on achieving higher quality than competitors. Service: Service: focus on various aspects of service (e.g., helpful, courteous, reliable, etc.).

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 17 Strategy and Tactics Distinctive Competencies  The special attributes or abilities that give an organization a competitive edge.  The most effective organizations use an approach that develops distinctive competencies based on customer needs and wants. Strategy Factors  Price  Quality  Time  Flexibility  Service  Location

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 18 Examples of Operations Strategies Banks, ATMsConvenienceLocation Disneyland Nordstroms Superior customer serviceService Burger King Supermarkets Variety VolumeFlexibility Express Mail, Fedex, One-hour photo, UPS Rapid delivery On-time delivery Time Sony TV Lexus, Cadillac Pepsi, Kodak, Motorola High-performance design or high quality Consistent qualityQuality U.S. first-class postage Motel-6, Red Roof Inns Low CostPrice

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 19 Global Strategy Many companies realized that strategic decisions must be made with respect to globalization as it has increased. What works in one country may not work in another Strategies must be changed to account for these differences Other issues  Political, social, cultural, and economic differences

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 20 Key External Factors Economic conditions: the general health, direction of the economy, inflation, deflation, interest rates, tax laws and tariffs. Political conditions:favorable or unfavoable attitudes toward business, political stability or instability and wars. Legal environment:government regulations, trade restriction, minimum wage law, labor law and patent. Technology:product innovations and new design. Competition: price, quality, special features and the ease of market entry. Markets: size, location, brand loyalties, potential for growth, long-term stability, and demographics.

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 21 Key Internal Factors Human Resources: the skills and abilities of managers and workers, special talent, loyalty, dedication and experience. Facilities and equipment: capacities, location, age, cost and replace. Financial resources: funding, debt burden, cost of capital and cash flow. Customers: loyalty and understanding of wants and needs. Products and services: quality, design and potential for new products and services. Technology:the ability to integrate new technology. Suppliers: quality, flexibility, reliable and trustworthy in service.

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 22 Strategy Formulation  To formulate an effective strategy, senior managers must take into account the followings: Distinctive competencies  The special attributes or abilities that give an organization a competitive edge. Environmental scanning  The considering of events and trends that present threats or opportunities for a company SWOT-link between organizational and operations strategies  The is an approach shows strengths and weaknesses have an internal focus and evaluated by operation people. The threats and opportunities have external focus and evaluated by marketing people.

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 23 Strategy Formulation Order qualifiers  Characteristics that customers perceive as minimum standards of acceptability to be considered as a potential purchase Order winners  Characteristics of an organization’s goods or services that cause it to be perceived as better than the competition

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 24 Operations Strategy Operations strategy  The approach, consistent with organization strategy, that is used to guide the operations function. Quality-based strategies  Focuses on maintaining or improving the quality of an organization’s products or services Time-based strategies  Focuses on reduction of time needed to accomplish tasks

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 25 Time-based Strategies JANFEBMARAPRMAYJUN Planning Processing Changeover On time! Designing Delivery

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 26 Strategic OM Decisions Decision AreaAffects Product and service designCosts, quality liability and environmental CapacityCost structure, flexibility Process selection and layoutCosts, flexibility, skill level, capacity Work designQuality of work life, employee safety, productivity LocationCosts, visibility QualityAbility to meet or exceed customer expectations InventoryCosts, shortages MaintenanceCosts, equipment reliability, productivity SchedulingFlexibility, efficiency Supply chainsCosts, quality, agility, shortages, vendor relations ProjectsCosts, new products, services, or operating systems

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 27 Efficiency Economic Efficiency  It refers to the ratio of outputs to input. This means that economic efficency is getting the most output from the least amount of inputs. Organizational Efficiency  It is a ratio of product or service outputs to land, capital or labor inputs.  Efficiency (%) = (Output/Input)*100%  or realized output/expected output A coffee shop makes 150 coffees per hour. How efficent is the operation as labor input produces 200 coffees per hour?  Efficiency (%) = (Output/Input)*100% = (150/200)*100% = 75%

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 28 Productivity Productivity  A measure of the effective use of resources, usually expressed as the ratio of output to input Productivity ratios are used for  Planning workforce requirements  Scheduling equipment  Financial analysis Partial measures  output/(single input) Multi-factor measures  output/(multiple inputs) Total measure  output/(total inputs) Productivity= Outputs Inputs

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 29 Factors Affecting Productivity CapitalQuality TechnologyManagement

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 30 Standardization Quality Use of Internet Computer viruses Searching for lost or misplaced items Scrap rates New workers Safety Shortage of IT workers Layoffs Labor turnover Design of the workspace Incentive plans that reward productivity Other Factors Affecting Productivity

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 31 Develop productivity measures Determine critical (bottleneck) operations Develop methods for productivity improvements Establish reasonable goals Get management support Measure and publicize improvements Don’t confuse productivity with efficiency Key Steps In Productivity

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 32 Productivity Growth Current Period Productivity – Previous Period Productivity Previous Period Productivity

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 33 Measures of Productivity Partial Output Output Output Output measures Labor Machine Capital Energy Multifactor Output Output measures Labor + Machine Labor + Capital + Energy Total Goods or Services Produced measure All inputs used to produce them

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 34 Partial Productivity Measures Units of output per kilowatt-hour Dollar value of output per kilowatt-hour Energy Productivity Units of output per dollar input Dollar value of output per dollar input Capital Productivity Units of output per machine hour machine hour Machine Productivity Units of output per labor hour Units of output per shift Value-added per labor hour Labor Productivity

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 35 Example-Productivity  A company makes 7040 Units Produced and the costs are reported as follows: Cost of labor of $1,000, Cost of materials is $520 and Cost of overhead is $2000. What is the multifactor productivity? MFP =Output Labor + Materials + Overhead MFP =(7040 units) $ $520 + $2000 MFP =2.0 units per dollar of input

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 36 Example-Productivity Growht  If productivity increased from 80 to 84. What is the productivity growth rate? PGR = PGR =5% X 100

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 37 Example-Productivity  Determine the productivity for the following case. (a)Four workers installed 720 sq yards of carpeting in eight hours (b) A machine produced 68 usable pieces in two hours (a) Productivity= Yards of carpet installed Labor hours worked P = x 8 P =22.5 yards/ hours

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 38 (b) Productivity= Useable pieces Production time Example-Productivity P = 68 2 P =34 pieces/ hours

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 39 Example- Labor Productivity  A company that processes fruits and vegetables is able to produce 400 cases of canned peaches in half an hour with four workers. What is labor productivity Labor Productivity = Quantity produced Labor hours LP = x (1/2) LP =200 cases/ labor hours

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 40 Example- Labor Productivity  A ceramics company spent $ 3000 on a new kiln (oven) last year. It was planned that it would cut energy usage 25% over the old kiln. The manager of the company wants to check the energy savings of the new oven and to look other measures of their productivity whether the change really was beneficial. The company’s data are the following: Explain whether the modification were beneficial or not 3000 (Last Year)2600 (This Year) Energy (kWh ) (Last Year)18000 (This Year) Capital ($) 350 (Last Year)375 (This Year) Labor (hour) 4000 (Last Year)4000 (This Year) Production

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 41 Example- Labor Productivity  Labour 4000/350=11.42 (last year)4000/375= (this year)  Capital4000/15000= /18000=0.222  Energy4000/3000= /2600=1.54  Labour change = =-0.76  Labour Growth = ( )/11.42=  Capital change = =  Capital Growth = ( )/0.266=  Energy change = =0.21  Energy Growth = ( )/ 1.33=15.78 The energy modifications did not generate the expected savings because energy growth increased whereas labour and capital productivity decreased.

MGMT 405, POM, 2011/12. Lec Notes © Stevenson, McGraw Hill, Assoc. Prof. Sami Fethi, EMU, All Right Reserved. Productivity; Chapter2 42 Thanks