150x Filetype PPT File size 2.93 MB Source: ftp.idu.ac.id
2 Chapter 2 Operations Strategy and Competitiveness McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 3 OBJECTIVES Operations Strategy Competitive Dimensions Order Qualifiers and Winners Strategy Design Process A Framework for Manufacturing Strategy Service Strategy Capacity Capabilities Productivity Measures McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 4 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 McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 5 Competitive Dimensions Cost or Price – Make the Product or Deliver the Service Cheap Quality – Make a Great Product or Deliver a Great Service Delivery Speed – Make the Product or Deliver the Service Quickly Delivery Reliability – Deliver It When Promised Coping with Changes in Demand – Change Its Volume Flexibility and New Product Introduction Speed – Change It Other Product-Specific Criteria – Support It McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 6 Dealing with Trade-offs For example, if we reduce costs by reducing product For example, if we reduce costs by reducing product quality inspections, we might reduce product quality. quality inspections, we might reduce product quality. For example, if we For example, if we improve customer Cost improve customer service problem solving service problem solving by cross-training by cross-training Flexibility Delivery personnel to deal with a personnel to deal with a wider-range of wider-range of Quality problems, they may problems, they may become less efficient at become less efficient at dealing with commonly dealing with commonly occurring problems. occurring problems. McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
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