2. 第一节 生产运作战略的基本概念An effective operations management effort must have a mission so it knows where it is going and a strategy so it knows how to get there
3. 一、企业的使命与战略1. Mission
Organization’s mission states the rationale for the organization’s existence and its objective to be achieved.
Once an organization’s overall mission has been decided, each functional area within the firm determines its supporting mission.
4. 2.Strategy
Strategy is an organization’s action plan to achieve the mission. Each functional area has a strategy for achieving its mission and for helping the organization reach the overall mission.
Please refer to the example in textbook P18 & p20
12. 2、产品/服务、生产系统的设计选择The 10 decisions of OM that support missions and implement strategies:
Goods and service design
Process and capacity design
Quality
Location selection
Layout design
Human resource and job design
Supply-chain management
Inventory
Scheduling
Maintenance
13. Components of the P/OM MissionP/OM Mission and StrategyLocationProcurementHuman Resources & Job DesignInventoryReliability and MaintenanceProcess DesignLayoutSchedulingQuality ManagementProduct Design
16. 2. 不同寿命阶段的生产运作战略IntroductionGrowthMaturityDeclineProduct design and development critical
Frequent product and process design changes
Short production runs
High production costs
Limited models
Attention to qualityForecasting critical
Product & process reliability
Improvements and options of competitive advantages
Increase capacity
Enhance distributionStandardization
Less rapid product changes
Optimum capacity
Increasing stability of process
Long production runs
Product improvement and cost cutting
Little product differentiation
Cost minimization
Overcapacity in the industry
Prune line to eliminate items not returning good margin
Reduce capacity
17. Strategy and Issues During A Product’s Life CycleBest period to increase market share
R&D engineering are critical
Product design and development are critical
Frequent product and process design changes
Over-capacity
Short production runs
High skilled-labor content
High production costs
Limited number of models
Utmost attentions to quality
Quick elimination of market-revealed design defectsCompany Strategy
& Issues
P/OM Strategy
& Issues Introduction
18. Strategy and Issues During A Product’s Life CyclePractical to change prices or quality image
Marketing is critical
Strengthen niche
Forecasting is critical
Product and process reliability
Competitive product improvements and options
Shift toward product oriented
Enhance distribution
Company Strategy
& Issues
P/OM Strategy
& Issues Growth
19. Strategy and Issues During A Product’s Life CyclePoor time to increase market share
Competitive costs become critical
Poor time to change price, image, or quality
Defend position via fresh promotional and distribution approaches
Standardization
Less rapid product changes and more minor annual model changes
Optimum capacity
Increasing stability of manufacturing process
Lower labor skills
Long production runs
Attention to product improvement and cost cutting
Re-examination of necessity of design compromisesCompany Strategy
& Issues
P/OM Strategy
& Issues Maturity
20. Strategy and Issues During A Product’s Life CycleCost control critical to market share
Little product differentiation
Cost minimization
Overcapacity in the industry
Prune line to eliminate items not returning
Good margin
Reduce capacityCompany Strategy
& Issues
P/OM Strategy
& Issues Decline
24. 二、竞争要素的选择 Identify Critical Success FactorsCritical success factors are those relatively few activities that make a difference between having and not having a competitive advantage.
Competing on Differentiation/cost/response