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Davis
Janelle Heineke
OPERATIONS MANAGEMENT
INTEGRATING MANUFACTURING AND SERVICES
FIFTH EDITION
PowerPoint Presentation by
Charlie Cook, The University of West Alabama
Copyright ©2005, The McGraw-Hill Companies, Inc.
CHAPTER
2 Operations Strategy
Defining how firms compete
Exhibit 2.1
Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 2–
2–8
Operations Strategy Means Adding
Value for the Customer (cont’d)
• How to add value:
– Reduce product costs to customer.
– Make the product more readily available.
– Provide faster service.
– Provide customers with additional relevant
information.
– Customize the product to the customer’s
specific needs.
• Competitive Priorities
– How the operations function provides a firm with
a competitive advantage.
– Priorities—Low cost, high quality, fast delivery,
flexibility, and service.
Exhibit 2.2
Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 2–
2–16
The Generic Strategy Model (cont’d)
• Corporate strategy
– Overall strategy adopted by the firm
that defines the specific businesses
in which the firm will compete and
the way in which resources are
acquired and allocated.
Corporate
Business
Functional
Operational
Exhibit 2.3
Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 2–
2–24
Example of Trade-Offs on
Superior Performance Curves
Exhibit 2.4
Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 2–
2–25
Order Qualifiers and Order Winners
• Order Qualifiers
– The minimum characteristics of a firm or its
products that a firm must have to be considered
as a source of purchase.
• Order Winners
– Characteristics of a firm that distinguish it from
its competition so that it is selected as the
source of purchase.
• ISO-9000 certification
Exhibit 2.5
Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 2–
2–27
Contemporary Issues in Operations
Strategy:
• Focusing on Core Capabilities
– Specific strengths that allow a company to
achieve its competitive priorities and to
differentiate itself from its competitors.
– Focusing is achieved by:
• Divesting non-critical activities.
• Subcontracting ancillary activities and services
• Integrating Manufacturing and Services
– Creating a total package of good and services
to better address the overall needs of
customers.
Copyright © 2005 The McGraw-Hill Companies. All rights reserved. McGraw-Hill/Irwin 2–
2–28
Approaches for Integrating
Manufacturing and Services
• Demonstration of Knowledge and Expertise
– Reassuring customers by allowing them to
view the production process and have
access to production employees.
• Customer Training
– Providing product training to customers to
build product loyalty and increased use of
products.