View source for Operations Strategy - Frameworks

!![[Operations Strategy 1 Introduction ]]
''Reconciliation of market Requirements and Operations Resources''
''Order winning and Order Qualifying'' p51- DIAGRAM
*Criticisms - Other factors - l-t realtionships. Also Depends on how mrt is segmented
QDFSC p 43
Response-Range Flexibility P45
Internal/External ''focus'' of QFDCS p 49

!![[Operations Strategy 2 Reconciliation]]
Three main themes
*''Reconciliation of resources to mkt requirements''
*''Content ie Op strategy matrix''
*''Process ie Fit Sustainability Risk''
The four categories of operation strategy decisions p559
''Operation Strategy Matrix'' p63 - DIAGRAM
''Line of fit Mkt reqs v Capabilities p67''
''Trade -Offs''/Paradoxes/Dilemmas p85 - DIAGRAM
**Positioning/ Good at both / reposition
**3 way cost/perf/cap
**can have domino affect
** improve one w/o affecting the other
**frictional and other cost
**outsource T-O's or PT
**trade off shape can be inverted
Emergent / Realised Strategies p85
''Structure / Infrastructure'' - Physical issues Capcity/Sc and Process Issues PT and Org
Operation Content and Operation process
Q(conformance/specification) F(Range/Response) SDC - Can be ''Resource or Mkt''
Content = WHAT,Capacity/Supply/PT/Devpt
Process=HOW ''Fit/Sustainability/Risk''

Examples of:
** Trade-offs 4 wheel drives - Hybrids
**SWA speed cost v variety
** Trade off changing over time VW Hyundai
** Of doing both HP servers
**

Operational Focus p97
Types of Focus p101
Focus is a type of segmentation - product/ op/ loc/variety/volume
* what if mkt changes
* what if you havent chosen or identifed the right segment
''Ch 2 Key Qu p73 Content and Process pf Reconciliation the QFDCS/CSPD, the performance objective to measure and FSR
Ch 3 Key Qu p107 The role and key perf obj change over time - trade-offs are inevitable but can be overcome over time. Focus ops provide clarity but shifts in mkt place can leave u stranded''

!![[Operations Strategy 3- Capacity]]
Content of Operations Starts - Capacity, Supply Network, PT and Devpt p111
''Capacity - Configuring(level, type, location) Managing(Timing, Magnitude,Location of Changed Cap)'' p115
Level LT.MT,St, K, Dem, Flex EoS
Loc - Image, Predicated, Demand v Supply, cost, Politics, Clustering
Type - Many/Few
Timing - Lag/Lead/smooth
Change Loc - s-t disruption, tme lag,cost, community. Ferdows developing the role of sites Off-shore, lead, Outpost, server
Magnitude - small / larger, o/u cap, comp, balancing and bull whip. Fixed and VC
Efficiency and utlization p 117
''Category Killers'' p121
Timing of Capacity Change (moving on from Configuration) P149
[[Porter's Diamond of National Advantage]]
[[Game Theory]]
Ch 4 Key Qu p143
Ch 5 Key Qu p173
Examples
*Oil too little capcity when demand is high - LT decisions
* Steel/Cars too much capacity - consolidation - playing chicken. Planes in desert can be brought back into service. 
* category killers - creating capacity to fulfil new demand
* disruptive - CD's

!![[Operations Strategy 4 - The Supply Network Strategy]]
Themes 
!!!Type of network
Upstream/Focal/Downstream p181
!!!Relationships
Supply Network Relationships - Vertical/Partnerships/Mkt Trading p187
Pros and cons of vertical integration
* quality, co-ordination - big plays
''Themes in relationships''
* trust, Joint problem solving, l-t devept, few and deep, x's of contact between org, focus, information, dedicated assets
Supply Network relationships - Dynamic (Qualitative/Quantitative) Network Mgt (Co-ordination, Differentiation, Reconfiguration) p 197
Key Qu Ch6 p209
Lean Manufacturing [[The Machine that Changed the World]]
[[Operation Strategy Whats the Right Supply Chain]] Efficiency v Response p233
Supply Chain Behaviour p 215
Co-opetition/Complementors p215
''Quantitative''
Bullwhip effect p221
''Qualitative''
Service Supply Chains and the ''Performance Perception Gaps'' p223 - DIAGRAM
Supply chain instability - due to batching / price fluctuatios and rationing
''Network Mgt''
* Reconfigure - disintermediation - record industry
* Co-ordinate - channel alignment avoid high transaction costs, long term price supply contracts eg Car component mfg
* differentaition and fit 
* alignment of obj QFDSC
Focal Company
Ch 7 Key Qu p 241
''Examples
Dell - close to the customer - pull
Compaq - strategy was not clear
Exxon - manage it from extraction to retailing
GE - Samsung - outsourced the wrong part of its supply chain - hollowed out


!![[Operations Strategy 5 - Process Technology]]
!!!Definition and characteristics
Direct - PT that contributes to the product and service CAD
Process industries exhibit long production runs volumes and low variety
Service Industry - consulting - high variety, low volume
Product/Process Innovation Lifecycle - DIAGRAM (mfg process lags product, semi-mfg slightly lags. services - aligned
Indirect- Manages the process. ERP systems. Can overlap -provides the informational service to the cust but also supports p247
''Problems associated with either end of spectrum
*cost 
*training
* rigidities especially if high investment
or
*Complexities
*variability of service
*not meeting total customer mkt
Teece ''Resource Process Distance'' and potential for learning p309 - DIAGRAM
''Scale Automation Coupling'' p253
''Hayes and Wheelwright Product Process Matrix'' p259 DIAGRAM
Scalability/Analytical Content/Connectivity
Product/PRocess Trade offs p273
''Examples''
**Bank processing - volume
**Sony Walkman - volume variety
**Travel Agents - going the other way but using PT to increase variety. Printers
Ch 8 Key Qu p273
!!!Choice and Implementation
!!!!Why implement
* cost - banks
* market demand - cell phones camera
* exploit new tech - Airlines - ''S-curve''
* CI or BPR - ERP
* disintermediate - dell
* respond to customers - on-line oinvesting
!!!!Choice
''Feasibility Acceptability Risk'' p 287
F- Cap-ex, qty of respurces req, HR req's
A - MISS p295, QFDSC, Finance
R - Adj Costs, Changed dependencies, Future?
!!!!Implementation
Process/Resource distance
* learning org
* Using users
* undertand obj / limitations / pilot etc
''Examples
* ERP
* Philips dedicated team - SMT's think in terms of MISS and QFDSC for each implementation
Ch 9 Key Qu p 315


!![[Operations Strategy 6 - Organization]]
Org is machine/brain/culture etc
Objective of org design - deploy resources, improve perf, flex, efficient, 
U.M,N, Matrix Org forms p 327
Visibility - retail high. Internet low. Service repair personnel - deep
Service factor Garvin p 337
* lab
* showroom
* disptacher - afetrsales support
* consultant - customer calls shop floor - technical support
!!Role of Op in Org
* ''Support, Implement, Driver''
Upton - Macafee Path based - integral v peripheral devloper v implementor
Skinner [[Focussed Factories]] and Strategy Mfg and Missing link
CI Adler Winograd - Modularity, Accessibility and Inclusiveness
or BPR 

Push / Pull Lean/TQM/WCO p341
Parenting types p343
Merali Mcgee Mentor(Canon)/lion Tamer(Hanson)/Leader(Shell)/Trainer(unilever) p345

Ch 10 Key Qu p349

!![[Operations Strategy 7 - Improvement Strategy]]
BRR or CI
Direct Develop Deploy cycle p359
Performance and Aggregation p361
Neely - Performance Measurement - Scorecard what, who, why, measure,frequency
BPR
[[Balanced Scorecard]] CLIF
[[Performance Pyramid]]
''Hayes and Wheelwright's Four Stage Model'' p383 - DIAGRAM
Sandcone Theory p371 - DIAGRAM
''Performance Importance Matrix'' p367 - DIAGRAM
Experience Curve p373
Poka Yoke
Implementation Difficulty / Implementation Capability
Bohn 8 Stage scale of process knowledge p377
Ch 11 Key Qu p385

!![[Operations Strategy 8 - Product Service Development Strategy]]
Developing Products and Processes p393
Degree of Product/Process Change Modification, Extension, Development, Pioneer p 395
Stage Model Product/Process design p 401
Delay development can increase costs DIAGRAM (Airbus)
Quality Function Deployment Matrix p403
Product Service Development Funnel p405
In-house v outsource Product / Process design
Guest engineers p417
Ch 10 Key Qu p425
Teece et al ''Resource Process Distance''
''Operation Strategy matrix''
Degree of Process Change v Degree of Product Change graph

!![[Operations Strategy 9 - Formulating Strategy]]
''Fit Sustainability Risk'' p435
Fit - Correspondence down Coherence across and the Operation Strategy Matrix p447
''Hill Framework'' p 453
''Platts Gregory Framework'' p455
Demmings 14 Point Quality Programme - TQM p449 Quality, CI, SPC, Perf Stds, TopMgt
[[Porter's Generic Strategy]]
SWOT p 459
Quinn 6 Benefits of using Planning Tools
''Importance / Performance matrix''
Ch 10 Key Qu p465
Sustainability p469
Red Queen Effect p 475
Organizational Learning and Double Loop p 481
Path Dependences p 489
Innovators dilemma p 491 Improve or disrupt. Eventually disruptibe tech will take over
Ch 14 Key Qu p495
Risk
H.O.T.
Risk
*Pure
*Speculative
Avoid/Mitigate-loss reduction, containment, substitute, economic (spatial, temporal)Recover

Prospect Theory p517

!![[Operations Strategy 10 - International Operations Strategy]]
[[Porter's Diamond of national Advantage]]
Ferdows Making the Most Out of Foreign factories

[[Category:Operations]]