OPERATIONS MANAGENIENT a=1 CThe McGrazu-Hill C Inc,2004
1 ©The McGraw-Hill Companies, Inc., 2004
Chapter 2 Operations Strategy and Competitiveness CThe McGrazu-Hill C Inc,2004
2 ©The McGraw-Hill Companies, Inc., 2004 Chapter 2 Operations Strategy and Competitiveness
OBJECTIVES Operations Strategy Competitive Dimensions Order Qualifiers and winners Strategy Design Process A Framework for Manufacturing Strategy Service strategy Capacity Capabilities Productivity Measures CThe McGrazu-Hill C Inc,2004
3 ©The McGraw-Hill Companies, Inc., 2004 • Operations Strategy • Competitive Dimensions • Order Qualifiers and Winners • Strategy Design Process • A Framework for Manufacturing Strategy • Service Strategy Capacity Capabilities • Productivity Measures OBJECTIVES
Operations Strategy Strategy Process Example Customer needs More Product Corporate Strategy Increase Org. size Operations Strategy Increase Production Capacity Decisions on Processes and infrastructure Build New Factory CThe McGraw-Hill CoMpanies, Inc, 2004
4 ©The McGraw-Hill Companies, Inc., 2004 Operations Strategy Strategy Process Example Customer Needs Corporate Strategy Operations Strategy Decisions on Processes and Infrastructure More Product Increase Org. Size Increase Production Capacity Build New Factory
Competitive Dimensions Cost Product Quality and Reliability Delivery speed Delivery reliability Coping with Changes in Demand Flexibility and New product Introduction peed S Other Product-Specific Criteria CThe McGrazu-Hill C Inc,2004
5 ©The McGraw-Hill Companies, Inc., 2004 Competitive Dimensions • Cost • Product Quality and Reliability • Delivery Speed • Delivery Reliability • Coping with Changes in Demand • Flexibility and New Product Introduction Speed • Other Product-Specific Criteria