Operations Strategy 6 - Organization
Structural decisions - the physical arrangement and configuration of resources ie hardware Infrastructural decisions - activities that take place in the operation ie software
Key Infrastructural decisiion - functional support, controls and procedures, tech systems etc.eg push v pull systems
!!Improvement and systems Alder and Winograd - basic improvement strategy
- Modularity
- Accessibility
- Inclusiveness
!!Path based model for devpt (as opposed to intallation based) Mcafee
- IT is integral
- Projects are many
- Prototype and evlove
- Ongoing delivery
- common stds
- Technical contl in internal not vendor
- experimentation
- concerns are about integration and flecxibility and progressive delivery - not control, all requirements at once
!!HR issues and change
- coomoditization coming with focus
- segmentation
- lower skills? / pay?
but also
- X selling
- solving customers probelms not transactions
- buffering front office from back office
- adding value
!!Organizational design
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Flexible rsponse is efficiency / cost . Resopns to mkt changes. ability to serve range of mkt req's
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It is a mistake to think of these organizational structures as distinct types. Rather, they represent four influences on organizational design. These influences are:
the extent of functional influence (the U-form organization);
the extent of market, regional or operational unit influence (the M-form organization);
the extent to which resources have multiple reporting relationships (matrix-form organizations);
the extent to which organizational groupings form their own reporting relationship alliances (the N-form organization).
!!comparing forms .......................Ability to meet.Market....................................................Abilty to deploy Resources .......................Service..............flexibility...........Efficiency......Capacity/PT,,,,Devpt/Org......Supply
U-form...........low....................low....................med...............med ...............high.............low M- form...........high..................med..................med...............med.................med............med Matrix............high..................med....................med..............med ................med.............med N-form...........high..................high...................high...............high...................high............high
!!The role of ops in each form
......deg of.. tech specialisation.....centralization........delegated authority.....realtionship....ext relation U..........................H.......................L.............................L.........................Formal............ltd M.........................M......................M............................M........................f/I....................F/Ltd Matrix...................ML....................ML.........................MH.......................F/I..................F/ltd N.........................L........................L.............................H.........................I....................I/many
!!Interface with external environment Increwasining buffering op from ext env is seen as having drawbacks and is now more visible
- hotels
- clothes retailing
This implies fastrer response/ diff skills
It is becoming a deliberate paty or org design and is a q - what degree of exposure
Seevice factories - Showroom, dispatcher, consultant, lab
!!The role of operations
- to implement, drive and support strategy
The role of central operations - Macgee and Merali [img['|http://www.warwick.ac.uk/~bsscr/images/mod7_slide7.gif]]
!!foicus and targeted operations
Skinner
Attention to 5 features
- Age and variety of tech
- Type and range palced in marketplace
- Volumes handled
- Key taks
- quality stds
There are barrierrsa and pressures towards and away from foucs
!!Improving operations effectiveness by using and overcoming Trade offs
!!Achieving focus
- corp objectives
- Whre are we good at match markter req's
- Examine each element of op
- reorg elements so they are congruent
