1. Operations Strategies in a Global Economy

2. INTRODUCTION  Operational effectiveness is the ability to perform similar operations activities better than competitors.  It is very difficult for a company to compete successfully in the long run based just on operational effectiveness.  A firm must also determine how operational effectiveness can be used to achieve a sustainable competitive advantage.  An effective competitive strategy is critical.

3. FACTORS AFFECTING TODAY’S GLOBAL BUSINESS CONDITIONS  Reality of global competition  Quality, customer service, and cost challenges  Rapid expansion of advanced technologies  Continued growth of the service sector  Scarcity of operations resources  Social responsibility issues

4. REALITY OF GLOBAL COMPETITION  Changing nature of world business  International companies  Strategic alliances and production sharing  Fluctuation of international financial conditions

5. CHANGING NATURE OF WORLD BUSINESS  The US gross domestic product (GDP) is, at around $15 trillion, the largest in the world.  Companies all over the globe are aggressively exporting their products/services to the US  Many US companies are targeting foreign markets to shore up profits.  The global economy that interconnects the economies of all nations has been termed the global village.  One of the most important new markets is China.

6. INTERNATIONAL COMPANIES  International companies are those whose scope of operations spans the globe as they buy, produce, and sell.  International firms search out opportunities for profits relatively unencumbered by national boundaries.  Operations managers must coordinate geopraphically dispersed operations.

7. INTERNATIONAL COMPANIES  World’s Largest Corporations (2010 data) 1. Wal-MartUS 2. Royal Dutch ShellNetherlands 3. Exxon MobilUS 4. BPBritain 5. ToyotaJapan 6. Japan Post HoldingsJapan 7. SinopecChina 8. State GridChina 9. AXAFrance 10. China National PetroleumChina

8. STRATEGIC ALLIANCES  Strategic alliances are joint ventures among international companies to exploit global business opportunities.  Alliances are often motivated by  Product or production technology  Market access  Production capability  Pooling of capital

9. STRATEGIC ALLIANCES General Motors (US) & Kia Motor Corp. (S.K.) Kia might help sell and market GM cars in South Korea Renault (France) & City of Moscow Manufacture 100,000 vehicles annually near Moscow Sino Aerospace Invest- ment Corp. (Taiwan) & Swearingen Aircraft (US) Forming Texas-based Sino Swearingen Aircraft Co.

10. STRATEGIC ALLIANCES  Japanese companies have long practiced keiretsu, the linking of companies into industrial groups.  A financial keiretsu links companies together with cross- holding of shares, sales and purchases within the group, and consultation.  A production keiretsu is a web of interlocking relationships between a big manufacturer (Toyota) and its suppliers.

11. PRODUCTION SHARING  Production sharing means that a product might be designed and financed in one country, its materials produced in other countries, assembled in another country, and sold in yet other countries.  The country that is the highest-quality, lowest-cost producer for a particular activity would perform that portion of the production of the product.

12. PROS AND CONS OF GLOBALIZATION  Pros (Pluses)  Productivity grows more quickly (living standards can go up faster)  Global competition and cheap imports keep a lid on prices (inflation less likely to derail economic growth)  Open economy spurs innovation (with fresh ideas from abroad)  Export jobs often pay more than other jobs  US has more access to foreign investment (keeps interest rates low)

13. PROS AND CONS OF GLOBALIZATION  Cons (Minuses)  Millions of Americans have lost jobs due to imports or production shifts abroad  Most displaced workers find new jobs that pay less  Workers face pay-cuts demands from employers  Service and white-collar jobs are increasingly vulnerable  US employees lose their comparative advantage when companies build advanced factories abroad

14. INTERNATIONAL FINANCIAL CONDITIONS  International financial conditions are complex due to:  inflation  fluctuating currency exchange rates  turbulent interest rates  volatility of international stock markets  huge national debts of some countries  enormous trade imbalances between countries

15. INTERNATIONAL FINANCIAL CONDITIONS  Due, in part, to the fall in the value of the dollar between 1975 and 1995, the following occurred:  Prices of US products/services abroad fell and demand increased  Japan and other countries built factories in US  Japanese manufacturers moved upscale toward higher priced products

16. INTERNATIONAL FINANCIAL CONDITIONS  Companies must be ready to move quickly to shift strategies as world financial conditions change.  Opportunities are usually available to reduce risk  Building smaller, more flexible factories  Using foreign suppliers for materials, parts, or products  Carefully planning and forecasting so that changing conditions can be anticipated

17. QUALITY, SERVICE, AND COST CHALLENGES  Quality  The goal of adequate quality must be replaced with the objective of perfect product and service quality.  The entire corporate culture must be redirected and committed to the ideal of perfect quality.  All employees must be empowered to act.  A commitment to continuous improvement has to be organization-wide.

18. QUALITY, SERVICE, AND COST CHALLENGES  Customer Service  Companies must quickly develop innovative products and respond quickly to customers’ needs.  Organizational structures must be made more horizontal to quickly accommodate change.  Multidisciplined teams must have decision-making authority, responding better to the marketplace.  Large, unwieldy companies are spinning off whole business units making them autonomous businesses that can compete with small, aggressive competitors.

19. QUALITY, SERVICE, AND COST CHALLENGES  Cost  There is continuing pressure to reduce direct costs (of producing and selling) and overhead costs.  It cost the US automakers $1,500 more per auto for labor in 1980 than it cost the Japanese auto-makers. By the 1990s the difference was almost zero.  Giant retailers (like Wal-Mart) squeezed weaker competitors out of the market, giving the retailers the leverage to force their suppliers to streamline operations and reduce costs/prices.

20. QUALITY, SERVICE, AND COST CHALLENGES  Cost  Cost-cutting measures being used include:  Moving production to low-labor-cost countries  Negotiating lower labor rates with unions and workers  Automating processes to reduce the amount of labor needed, particularly processes that are labor intensive.

21. ADVANCED TECHNOLOGIES  The use of automation is one of the most far-reaching developments to affect manufacturing and services in the past century.  The initial cost of these assets is high.  The benefits go far beyond a reduction in labor costs.  Increased product/service quality  Reduced scrap and material costs  Faster responses to customer needs  Faster introduction of new products and services

22. ADVANCED TECHNOLOGIES  US companies cannot use automated production technology as a long-term competitive advantage.  Automation systems are available to any company in the world today, although the price is prohibitive for some companies.  Not investing, or delaying investing in this technology could be disastrous for a company.

23. CONTINUED GROWTH OF SERVICE SECTOR  A robust service sector helps support the manufac-turing sector.  There is much opportunity for quality improvement in US service firms.  Many operations managers are being employed in services.  Planning, analyzing, and controlling approaches from manufacturing are being adapted to service systems.  The US service sector, like the manufacturing sector, must streamline and improve operations if it is to survive.

24. SCARCITY OF OPERATIONS RESOURCES  Raw materials like titanium, nickel, coal, natural gas, water, and petroleum products are periodically unavailable or in short supply.  A shortage of any necessary input to a conversion subsystem, including skilled personnel, can be a challenge for an operations manager.  An important issue in the formation of business strategy is how to allocate scarce resources among business opportunities.

25. SOCIAL-RESPONSIBILITY ISSUES  Corporate attitudes are evolving from doing what companies have a legal right to do, to doing what is right.  Factors influencing this evolution include:  Consumer attitude -- Consumers are expressing their likes/dislikes by such means as stockholder meetings, liability suits, and buying preferences.  Regulation – The EPA, OSHA, Clean Air Act, and Family Leave Act place constraints on businesses.  Self-interests -- Companies realize that profits will be greater if they act responsibly.

26. SOCIAL-RESPONSIBILITY ISSUES  Environmental Impact  Product-Safety Impact  Employee Impact

27. SOCIAL-RESPONSIBILITY ISSUES  Environmental Impact Concerns about the global environment include:  Landfill waste reduction  Recycling  Energy conservation  Chemical spills  Acid rain  Radioactive waste disposal  … and more

28. SOCIAL-RESPONSIBILITY ISSUES  Environmental Impact  There is a need for standardizing government regulations of the environment.  Otherwise, companies will gravitate to the less-regulated countries.  The International Organization for Standardization has developed a set of environmental guidelines called ISO 14000.

29. SOCIAL-RESPONSIBILITY ISSUES  Product-Safety Impact Harm to people or animals that results from poor product design can:  Damage a company’s reputation  Require a large expense to remedy  Cause governments to impose more regulations

30. SOCIAL-RESPONSIBILITY ISSUES  Employee Impact Employee benefits and policies include:  Safety and health programs  Fair hiring and promotion practices  Day-care  Family leave  Health care  Retirement benefits  Educational assistance  … and more

31. SOCIAL-RESPONSIBILITY ISSUES  Employee Impact Employee benefits and policies impact long-term profitability due to their effect on:  Employee morale and productivity  Recruitment and retention of employees  Demand for a company’s products  Cost of defending against lawsuits and boycotts

32. DEVELOPING OPERATIONS STRATEGY Corporate Mission Business Strategy Product/Service Plans Competitive Priorities Operations Strategy Assessment of Global BusinessConditionsAssessment BusinessConditionsDistinctiveCompetenciesorWeaknessesDistinctiveCompetenciesorWeaknesses

33. CORPORATE MISSION  A corporate mission is a set of long-range goals and including statements about:  the kind of business the company wants to be in  who its customers are  its basic beliefs about business  its goals of survival, growth, and profitability

34. BUSINESS STRATEGY  Business strategy is a long-range game plan of an organization and provides a road map of how to achieve the corporate mission.  Inputs to the business strategy are  Assessment of global business conditions - social, economic, political, technological, competitive  Distinctive competencies or weaknesses - workers, sales force, R&D, technology, management

35. COMPETITIVE PRIORITIES  Low Production Costs  Definition Unit cost (labor, material, and overhead) of each product/service  Some Ways of Creating  Redesign of product/service  New technology  Increase in production rates  Reduction of scrap/waste  Reduction of inventory

36. COMPETITIVE PRIORITIES  Delivery Performance  Definition a) Fast deliveryb) On-time delivery  Some Ways of Creating a) larger finished-goods inventory a) faster production rates a) quicker shipping methods b) more-realistic promises b) better control of production of orders b) better information systems

37. COMPETITIVE PRIORITIES  High-Quality Products/Services  Definition Customers’ perception of degree of excellence exhibited by products/services  Some Ways of Creating Improve product/service’s  Appearance  Performance and function  Wear, endurance ability  After-sales service

38. COMPETITIVE PRIORITIES  Customer Service and Flexibility  Definition Ability to quickly change production to other products/services. Customer responsiveness.  Some Ways of Creating  Change in type of processes used  Use of advanced technologies  Reduction in WIP through lean manufacturing  Increase in capacity

39. OPERATIONS STRATEGY  Operations strategy is a long-range game plan for the production of a company’s products/services, and provides a road map for the production function in helping to achieve the business strategy.

40. ELEMENTS OF OPERATIONS STRATEGY  Positioning the production system  Product/service plans  Outsourcing plans  Process and technology plans  Strategic allocation of resources  Facility plans: capacity, location, and layout

41. POSITIONING THE PRODUCTION SYSTEM  Select the type of product design  Standard  Custom  Select the type of production processing system  Product focused  Process focused  Select the type of finished-goods inventory policy  Produce-to-stock  Produce-to-order

42. PRODUCT/SERVICE PLANS As a product is designed, all the detailed characteristics of the product are established. Each product characteristic directly affects how the product can be made. affects how the product can be made. How the product is made determines the design of the production system. the design of the production system.

43. STAGES IN A PRODUCT’S LIFE CYCLE  Introduction- Sales begin, production and marketing are developing, profits are negative.  Growth - sales grow dramatically, marketing efforts intensify, capacity is expanded, profits begin.  Maturity - production focuses on high-volume, efficiency, low costs; marketing focuses on competitive sales promotion; profits are at peak.  Decline - declining sales and profit; product might be dropped or replaced.

44. STAGES OF A PRODUCT’S LIFE CYCLE Introduction Growth Maturity Decline Introduction Growth Maturity Decline B&W TV Automobile Video Recorder CD Player Color Copier Cell Phone Internet Radio Internet Radio Fax Machine Dot-Matrix Printer Printer

45. OUTSOURCING PLANS  Outsourcing refers to hiring out or subcontracting some of the work that a company needs to do.  This strategy is being used more and more as companies strive to operate more efficiently.  Outsourcing has many advantages and disadvantages.  Companies try to determine the best level of out-sourcing to achieve their operations & business goals.  More outsourcing requires a company to have less equipment, fewer employees, and a smaller facility.

46. OUTSOURCING PLANS  A company might outsource any of the following manufacturing related functions:  Designing the product  Purchasing the basic raw materials  Processing the subcomponents, subassemblies, major assemblies, and finished product  Distributing the product

47. OUTSOURCING PLANS  Many companies even outsource some service functions such as:  Payroll  Billing  Order processing  Developing/maintaining a website  Employee recruitment  Facility maintenance

48. PROCESS AND TECHNOLOGY PLANS  An essential part of operations strategy is the determination of how products/services will be produced.  The range of technologies available to produce products/services is great and is continually changing.

49. STRATEGIC ALLOCATION OF RESOURCES  For most companies, the vast majority of the firm’s resources are used in production/operations.  Some or all of these resources are limited.  The resources must be allocated to products, services, projects, or profit opportunities in ways that maximize the achievement of the operations objectives.

50. FACILITY PLANS  How to provide the long-range capacity to produce the firm’s products/services is a critical strategic decision.  The location of a new facility may need to be decided.  The internal arrangement (layout) of workers, equipment, and functional areas within a facility affects the ability to provide the desired volume, quality, and cost of products/services.

51. COMPETITIVE PRIORITIES FOR SERVICES  The competitive priorities listed earlier for manufacturers apply to service firms as well  Low production costs  Fast and on-time delivery  High-quality products/services  Customer service and flexibility  Providing all the priorities simultaneously to customers is seldom possible.

52. POSITIONING STRATEGIES FOR SERVICES  Type of Service Design  Standard or custom products  Amount of customer contact  Mix of physical goods and intangible services  Type of Production Process  Quasi manufacturing  Customer-as-participant  Customer-as-product

53. POSITIONING STRATEGIES FOR SERVICES  Example: McDonald’s  Highly standardized service design  Low amount of customer contact  Physical goods dominating intangible services  Quasi-manufacturing approach to back-room production process

54. FORMING OPERATIONS STRATEGIES  Support the product plans and competitive priorities defined in the business strategy.  Adjust to the evolving positioning strategies.  Link to the marketing strategies.  Look at alternative operations strategies.

55. EVOLUTION OF POSITIONING STRATEGIES  The characteristics of production systems tend to evolve as products move through their product life cycles.  Operations strategies must include plan for modifying production systems to a changing set of competitive priorities as products mature.  The capital and production technology required to support these changes must be provided.

56. EVOLUTION OF POSITIONING STRATEGIES VolumeVeryLowLowHighVeryHigh FocusProcessProcessProductProduct Fin.Gds.To-OrderTo-OrderTo-StockTo-Stock BatchSizeVerySmallSmallLargeVeryLarge ProductCustomSlightlyStandardStandardHighlyStandard LifeStageIntro.EarlyGrowthLateGrowthMaturity

57. LINKING OPERATIONS AND MARKETING STRATEGIES  Operations Strategy  Product-focused  Make-to-stock  Standardized products  High volume  Marketing Strategy  Low production cost  Fast delivery of products  Quality  Example: TV sets

58. LINKING OPERATIONS AND MARKETING STRATEGIES  Operations Strategy  Product-focused  Make-to-order  Standardized products  Low volume  Marketing Strategy  Low production cost  Keeping delivery promises  Quality  Example: School buses

59. LINKING OPERATIONS AND MARKETING STRATEGIES  Operations Strategy  Process-focused  Make-to-stock  Custom products  High volume  Marketing Strategy  Flexibility  Quality  Fast delivery of products  Example: Medical instruments

60. LINKING OPERATIONS AND MARKETING STRATEGIES  Operations Strategy  Process-focused  Make-to-order  Custom products  Low volume  Marketing Strategy  Keeping delivery promises  Quality  Flexibility  Example: Large supercomputers

61. NO SINGLE BEST STRATEGY  Start-up and Small Manufacturers Usually prefer positioning strategies with:  Custom products  Process-focused production  Produce-to-order policies These systems are more flexible and require less capital.

62. NO SINGLE BEST STRATEGY  Start-up and Small Services Successfully compete with large corporations by:  Carving out a specialty niche  Emphasizing close, personal customer service  Developing a loyal customer base

63. NO SINGLE BEST STRATEGY  Technology-Intensive Business  Production systems must be capable of producing new products and services in high volume soon after introduction  Such companies must have two key strengths:  Highly capable technical people  Sufficient capital