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BMGMT 1201
Operation Management
Outline
GLOBAL COMPANY PROFILE: BOEING DEVELOPING MISSIONS AND STRATEGIES Mission Strategy ACHIEVING COMPETITIVE ADVANTAGE THROUGH OPERATIONS Competing on Differentiation Competing on Cost Competing on Response TEN STRATEGIC OM DECISIONS
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Outline - Continued
ISSUES IN OPERATIONS STRATEGY Research Preconditions Dynamics STRATEGY DEVELOPMENT AND IMPLEMENTATION Identify Critical Success Factors A Global view of Operations Cultural and Ethical Issues Build and Staff the Organization Integrate OM with Other Activities
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Outline - Continued
GLOBAL OPERATIONS STRATEGY OPTIONS
International Strategy Multidomestic Strategy Global Strategy Transnational Strategy
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Location Decisions
Logistics Management
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% Foreign Workforce
NA 97 82
Germany
Britain & Netherlands
51
95
NA
70
38
64
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Operation Management
Reduce costs (labor, taxes, tariffs, etc.) Improve the supply chain Provide better goods and services Attract new markets Learn to improve operations Attract and retain global talent
Intangible
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Some Definitions
International business
A firm that engages in cross-border transactions.
Mission
Mission - where are you going?
Organizations purpose for being Provides boundaries & focus Answers What do we provide society?
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Mission/Strategy
Mission - where you are going Strategy - how you are going to get there; an action plan
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Strategy
Action plan to achieve mission Shows how mission will be achieved Company has a business strategy Functional areas have strategies
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Strategy Process
Company Mission Business Strategy
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Quick response
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Competing on Differentiation
Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customers perception of value
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Competing on Cost
Provide the maximum value as perceived by customer Does not imply low value or low quality
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Competing on Response
Flexibility Reliability Timeliness Requires institutionalization within the firm of the ability to respond
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Examples
Competitive Advantage
Design Volume
LOW COST DELIVERY
Speed Dependability
QUALITY
Differentiation (Better)
Supply Chain
Inventory Scheduling Maintenance
Conformance Performance
Response (Faster)
IBMs after-sale service on mainframe computers Fidelity Securitys broad line of mutual funds
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10 Strategic OM Decisions
Goods & service design Quality Process & capacity design Location selection Layout design Human resource and job design Supply-chain management Inventory Scheduling Maintenance
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Goods
Product is usually tangible Objective quality standards Customer not involved in most of process
Services
Product is usually intangible Subjective quality standards Customer may be directly involved in process. Capacity must match demand to avoid lost sales
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Operation Management
Services
Product is usually intangible Subjective quality standards Customer may be directly involved in process. Capacity matches demand to avoid lost sales
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Supply-chain relationships Supply chain Supply-chain management relationships critical to important, not necessarily final product critical Most services cannot be stored Primarily concerned with meeting the customer's immediate schedule
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Inventory
Raw materials, workin-process, and finished goods Ability to convert inventory may allow leveling of production rates
Operation Management
Scheduling
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Process Design
High
Process-focused
Job Shops
(Print shop, emergency room , machine shop, fine dining Variety of Products
Moderate
Mass Customization
(Dell Computers PC) Repetitive (modular) focus
Assembly line
(Cars, appliances, TVs, fast-food restaurants)
Product-focused
Continuous
(steel, beer, paper, bread, institutional kitchen)
Low Low Moderate High
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Volume
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Quality
broad range of \drug categories Quality is a major priority; Standards exceed regulatory requirements
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Process
Recently moved to low tax, low labor cost environment Many short run products complicate scheduling
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Growth rate
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Little product differentiation Cost minimization Overcapacity in the industry Prune line to eliminate items not returning Good margin Reduce capacity
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Strategy
Internal Weaknesses External Threats
Competitive Advantage
Operation Management
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Multidomestic Strategy
Operating decisions are decentralized to each country to enhance local responsiveness
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Global Strategy
Operating decisions are centralized and headquarters coordinates the standardization and learning between facilities
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Transnational Strategies
Combines the benefits of global-scale efficiencies with the benefits of local responsiveness
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