1. OPSM 501: Operations Management Session 2: Process Positioning Strategic Fit Koç University Graduate School of Business MBA Program Zeynep Aksin zaksin@ku.edu.tr

2. Firms compete on product attributes. This requires process capabilities.  Price (Cost) P  Quality Q –Customer service –Product quality  Time T –Rapid, reliable delivery –New product development  Variety V –Degree of customization “order winners” To deliver we need “capabilities”

3. Fit between Strategy and Processes  Processes must fit the operations strategy of the firm: Competing on - Cost (Southwest Airlines) -Quality (Toyota) -Flexibility (HP) -Speed (McDonalds) all require different process designs and different measures to focus on. Corporate Strategy  Key Performance Indicators  Operations Strategy  Process Design& Improvement

4. Order-Winners and Qualifiers Performance LowHigh Competitive Benefit Positive Negative Neutral OrderWinner LessImportant OrderQualifier Source: Slack and Lewis

5. Order Qualifiers and Winners Defined  Order qualifiers: the basic criteria that permit the firms products to be considered as candidates for purchase by customers –Screening criteria –Standard, expected performance  Order winners: the criteria that differentiates the products and services of one firm from another –The more, the better –Customer chooses based on this criteria

6. Mission/Strategy  Mission - where you are going  Strategy - how you are going to get there; an action plan

7. Strategy Process Marketing Decisions Operations Decisions Fin./Acct. Decisions Company Mission Business Strategy Functional Area Strategies

8. Strategy vs. Operational Effectiveness: The Operations Frontier as the minimal curve containing all current positions in an industry Value/ Responsiveness operations frontier A B C Cost HighLow High

9. Increasing Customer Value Value A B C Cost HighLow High Low Operations Frontier Increasing value

10. Lowering Costs Value A B C Cost HighLow HIgh Low Operations Frontier Lowering Costs

11. Shouldice Hospital Video Case

12. Shouldice Business Model  Medical –Simple hernias –Optimized process –Check-ups and follow-up  Social –Club Med like experience –Co-production at individual and cohort level –A network for life

13. Shouldice Patient Experience COST QUALITY SPEED FLEXIBILITY Low, both real and opportunity Low recurrence, satisfaction with experience Fast operation and recovery The process rules; only simple hernias

14. Comparison to General Hospital Hernia complexity Shouldice: prepares for the simplest General Hospital: prepares for the most complex

15. A product/process matrix General Hospital: Variety & flexibility High cost Low margins Low Cost High margins Shouldice Hospital: Standardization Cost, speed, quality Process Flexible job Rigid line flow Product High customization Low volume High unit margin High standardization High volume Low unit margin Industrialization

16. Shouldice as a lean enterprise ShouldiceGeneral Hospital Focus on low risk casesNo focus, multiple goals Clear single value prop.Confusion of value prop. Predictable processUnpredictable process Strive for perfectionStrive for threshold perf. Eliminate wasteTolerate some excess Manage patient flowsView patients as functional tasks Pull patients into processPush patients through process Womack and Jones (2000) From Lean Production to Lean Enterprise, HBR March-April 1994

17. Focus at Shouldice: the results  Breakthrough service  High customer and employee satisfaction  Industrial approach

18. Shouldice Process Life Cycle  Birth of the Shouldice formula  Process selection, design, and improvement  Innovation at the interfaces  Process overtaken (when?)

19. For next week  Read the two cases: Vestel Elektronik and Marks & Spencer Zara  Assignment 1 due (you can work in groups of 2 or individually) –For each company determine their value proposition by exploring the four product attributes (P, Q, T, V) –Place each company on a Product-Process matrix, briefly explain your choice –For Vestel Elektronik: what are major operational decisions that have been taken to support the value proposition