1. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 1 Operations Strategy and Competitiveness Operations Management For Competitive Advantage C HASE A QUILANO J ACOBS ninth edition Chapter 2

2. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 2 Chapter 2 Operations Strategy and Competitiveness  Operations Strategy  Competitive Dimensions  Order Qualifiers and Winners  A Framework for Manufacturing Strategy  Service Strategy Capacity Capabilities  Productivity Measures

3. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 3 Operations Strategy Example Strategy Process Customer Needs Corporate Strategy Operations Strategy Decisions on Processes and Infrastructure More Product Increase Org. Size Increase Production Capacity Build New Factory

4. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 4 Competitive Dimensions  Cost (Must be low cost producer)  Product Quality and Reliability (Quality free)  Delivery Speed (Dependable and fast)  Delivery Reliability (On time delivery)  Coping with Changes in Demand  Flexibility and New Product Introduction Speed  Other Product-Specific Criteria

5. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 5 5 Dealing with Trade-offs Cost Quality DeliveryFlexibility FOCUS Plant within a Plant (PWP) Traditional Approach Advanced Approaches World Class Manufacturing Trade-offs

6. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 6 Dealing with Trade-offs Cost Quality DeliveryFlexibility For example, if we improve customer service problem solving by cross- training personnel to deal with a wider-range of problems, they may become less efficient at dealing with commonly occurring problems. For example, if we reduce costs by reducing product quality inspections, we might reduce product quality.

7. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 7 Order Qualifiers and Winners  Order qualifiers?  They are the basic criteria that permit the firms products to be considered as candidates for purchase by customers.  Order winners?  They are the criteria that differentiates the products and services of one firm from another.

8. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 8 Service Breakthroughs  A brand name car can be an “order qualifier”  Repair services can be “order winners” Examples: Warranty, Roadside Assistance, Leases, etc.

9. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 9 Operations Strategy Framework Customer Needs New : Old product : product Competitive dimensions & require Quality, Dependability, Speed, Flexibility, and Price Operations & Supplier capabilities TechnologyPeopleSystemsR&DCIMJITTQMDistribution Support Platforms Financial management Human resource managementInformation management Enterprise capabilities

10. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 10 Steps in Developing a Manufacturing Strategy  1. Segment the market according to the product group.  2. Identify product requirements, demand patterns, and profit margins of each group.  3. Determine order qualifiers and winners for each group.  4. Convert order winners into specific performance requirements.

11. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 11 Service Strategy Capacity Capabilities  Process-based – Capacities that transforms material or information and provide advantages on dimensions of cost and quality.  Systems-based – Capacities that are broad-based involving the entire operating system and provide advantages of short lead times and customize on demand.  Organization-based – Capacities that are difficult to replicate and provide abilities to master new technologies.

12. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 12 Total Measure Productivity  Total measure Productivity = Outputs Inputs or  = Goods and services produced All resources used

13. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 13 Partial Measure Productivity  Partial measures of productivity =  Output or Output or Output or Output Labor Capital Materials Energy

14. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 14 Multifactor Measure Productivity  Multifactor measures of productivity =  Output. Labor + Capital + Energy or  Output. Labor + Capital + Materials

15. Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 15 Example of Productivity Measurement  You have just determined that your service employees have used a total of 2400 hours of labor this week to process 560 insurance forms. Last week the same crew used only 2000 hours of labor to process 480 forms.  Which productivity measure should be used?  Answer: Could be classified as a Total Measure or Partial Measure.  Is productivity increasing or decreasing?  Answer: Last week’s productivity = 480/2000 = 0.24, and this week’s productivity is = 560/2400 = 0.23. So, productivity is decreasing slightly.