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2 - 1© 2011 Pearson Education, Inc. publishing as Prentice Hall
22 Operations Strategy in a Global Environment
Operations Strategy in a Global Environment
PowerPoint presentation to accompany PowerPoint presentation to accompany Heizer and Render Heizer and Render Operations Management, 10e Operations Management, 10e Principles of Operations Management, 8ePrinciples of Operations Management, 8e
PowerPoint slides by Jeff Heyl
2 - 2© 2011 Pearson Education, Inc. publishing as Prentice Hall
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1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 (est*)
Year
Per
cen
t
Growth of World TradeGrowth of World Trade
Figure 2.1
Collapse of the Berlin Wall
2 - 3© 2011 Pearson Education, Inc. publishing as Prentice Hall
Some Multinational Some Multinational CorporationsCorporations
% Sales % AssetsOutside Outside
Home Home Home % ForeignCompany Country Country Country Workforce
Citicorp USA 34 46 NA
Colgate- USA 72 63 NAPalmolive
Dow USA 60 50 NAChemical
Gillette USA 62 53 NA
Honda Japan 63 36 NA
IBM USA 57 47 51
2 - 4© 2011 Pearson Education, Inc. publishing as Prentice Hall
Some Multinational Some Multinational CorporationsCorporations
% Sales % AssetsOutside Outside
Home Home Home % ForeignCompany Country Country Country Workforce
ICI Britain 78 50 NA
Nestle Switzerland 98 95 97
Philips Netherlands 94 85 82Electronics
Siemens Germany 51 NA 38
Unilever Britain & 95 70 64Netherlands
2 - 5© 2011 Pearson Education, Inc. publishing as Prentice Hall
Reasons to GlobalizeReasons to Globalize
Reasons to GlobalizeReasons to Globalize
1. Reduce costs (labor, taxes, tariffs, etc.)2. Improve supply chain3. Provide better goods and services4. Understand markets5. Learn to improve operations6. Attract and retain global talent
Tangible Reasons
Intangible Reasons
2 - 6© 2011 Pearson Education, Inc. publishing as Prentice Hall
Developing Missions and Developing Missions and StrategiesStrategies
MissionMission statements tell an organization where it is going
The StrategyStrategy tells the organization how to get there
2 - 7© 2011 Pearson Education, Inc. publishing as Prentice Hall
MissionMission
Mission - where are you going? Organization’s
purpose for being
Answers ‘What do we provide society?’
Provides boundaries and focus
2 - 8© 2011 Pearson Education, Inc. publishing as Prentice Hall
Hard Rock CafeHard Rock Cafe
Our Mission: To spread the spirit of Rock ’n’ Roll by delivering an
exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard
Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.
Figure 2.2
2 - 9© 2011 Pearson Education, Inc. publishing as Prentice Hall
Arnold Palmer HospitalArnold Palmer Hospital
Arnold Palmer Hospital for Children provides state-of-the-art,
family centered healthcare focused on restoring the joy of childhood in an environment of compassion, healing, and hope.
Figure 2.2
2 - 10© 2011 Pearson Education, Inc. publishing as Prentice Hall
Benefit to Society
Mission
Factors Affecting MissionFactors Affecting Mission
Philosophy and Values
Profitability and GrowthEnvironment
Customers Public Image
2 - 11© 2011 Pearson Education, Inc. publishing as Prentice Hall
Sample MissionsSample Missions
Sample Company Mission
To manufacture and service an innovative, growing, and profitable worldwide microwave communications business that exceeds our customers’ expectations.
Sample Operations Management Mission
To produce products consistent with the company’s mission as the worldwide low-cost manufacturer.
Figure 2.3
2 - 12© 2011 Pearson Education, Inc. publishing as Prentice Hall
Sample MissionsSample Missions
Figure 2.3
Sample OM Department Missions
Product design To design and produce products and services with outstanding quality and inherent customer value.
Quality management To attain the exceptional value that is consistent with our company mission and marketing objectives by close attention to design, procurement, production, and field service operations
Process design To determine, design, and produce the production process and equipment that will be compatible with low-cost product, high quality, and good quality of work life at economical cost.
2 - 13© 2011 Pearson Education, Inc. publishing as Prentice Hall
Sample MissionsSample Missions
Figure 2.3
Sample OM Department Missions
Location To locate, design, and build efficient and economical facilities that will yield high value to the company, its employees, and the community.
Layout design To achieve, through skill, imagination, and resourcefulness in layout and work methods, production effectiveness and efficiency while supporting a high quality of work life.
Human resources To provide a good quality of work life, with well-designed, safe, rewarding jobs, stable employment, and equitable pay, in exchange for outstanding individual contribution from employees at all levels.
2 - 14© 2011 Pearson Education, Inc. publishing as Prentice Hall
Sample MissionsSample Missions
Figure 2.3
Sample OM Department Missions
Supply-chain management
To collaborate with suppliers to develop innovative products from stable, effective, and efficient sources of supply.
Inventory To achieve low investment in inventory consistent with high customer service levels and high facility utilization.
Scheduling To achieve high levels of throughput and timely customer delivery through effective scheduling.
Maintenance To achieve high utilization of facilities and equipment by effective preventive maintenance and prompt repair of facilities and equipment.
2 - 15© 2011 Pearson Education, Inc. publishing as Prentice Hall
Strategic ProcessStrategic Process
Marketing Operations Finance/ Accounting
Functional Area Missions
Organization’s Mission
2 - 16© 2011 Pearson Education, Inc. publishing as Prentice Hall
StrategyStrategy
Action plan to achieve mission
Functional areas have strategies
Strategies exploit opportunities and strengths, neutralize threats, and avoid weaknesses
2 - 17© 2011 Pearson Education, Inc. publishing as Prentice Hall
Strategies for Competitive Strategies for Competitive AdvantageAdvantage
Differentiation – better, or at least different
Cost leadership – cheaper
Response – rapid response
2 - 18© 2011 Pearson Education, Inc. publishing as Prentice Hall
Competing on Competing on DifferentiationDifferentiation
Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer’s perception
of value
Safeskin gloves – leading edge products
Walt Disney Magic Kingdom – experience differentiation
Hard Rock Cafe – dining experience
2 - 19© 2011 Pearson Education, Inc. publishing as Prentice Hall
Competing on CostCompeting on Cost
Provide the maximum value as perceived by customer. Does not
imply low quality.
Southwest Airlines – secondary airports, no frills service, efficient utilization of equipment
Wal-Mart – small overhead, shrinkage, distribution costs
Franz Colruyt – no bags, low light, no music, doors on freezers
2 - 20© 2011 Pearson Education, Inc. publishing as Prentice Hall
Competing on ResponseCompeting on Response Flexibility is matching market changes in
design innovation and volumes A way of life at Hewlett-Packard
Reliability is meeting schedules German machine industry
Timeliness is quickness in design, production, and delivery Johnson Electric,
Pizza Hut, Motorola
2 - 21© 2011 Pearson Education, Inc. publishing as Prentice Hall
OM’s Contribution to StrategyOM’s Contribution to Strategy
Product
Quality
Process
Location
Layout
Human resource
Supply chain
Inventory
Scheduling
Maintenance
DIFFERENTIATIONInnovative design … Safeskin’s innovative gloves Broad product line … Fidelity Security’s mutual
funds After-sales service … Caterpillar’s heavy equipment
service Experience … Hard Rock Café’s dining
experience
COST LEADERSHIP Low overhead … Franz-Colruyt’s warehouse-
type stores Effective capacity use … Southwest Airline’s
aircraft utilization Inventory management … Wal Mart’s sophisticated
distribution system
RESPONSE Flexibility … Hewlett-Packard’s response to
volatile world market Reliability … FedEx’s “absolutely,
positively, on time” Quickness … Pizza Hut’s 5-minute guarantee
at lunchtime
Figure 2.4
10 Operations CompetitiveDecisions Approach Example Advantage
Response(faster)
Cost leadership(cheaper)
Differentiation(better)
2 - 22© 2011 Pearson Education, Inc. publishing as Prentice Hall
Strategy
Analysis
SWOT Analysis SWOT Analysis
Internal Strengths
Internal Weaknesses
External Opportunities
External Threats
Mission
2 - 23© 2011 Pearson Education, Inc. publishing as Prentice Hall
Strategy Development ProcessStrategy Development Process
Determine the Corporate Mission
State the reason for the firm’s existence and identify the value it wishes to create.
Form a Strategy
Build a competitive advantage, such as low price, design, or volume flexibility, quality, quick delivery, dependability, after-
sale service, broad product lines.
Analyze the EnvironmentIdentify the strengths, weaknesses, opportunities, and threats.
Understand the environment, customers, industry, and competitors.
Figure 2.6
2 - 24© 2011 Pearson Education, Inc. publishing as Prentice Hall
Strategy Development and Strategy Development and ImplementationImplementation
Identify key success factors
Build and staff the organization
Integrate OM with other activities
The operations manager’s job is to implement an OM strategy, provide competitive advantage, and increase productivity
2 - 25© 2011 Pearson Education, Inc. publishing as Prentice Hall
Key Success FactorsKey Success Factors
Production/Operations
Figure 2.7
Marketing
ServiceDistributionPromotionChannels of distributionProduct positioning (image, functions)
Finance/Accounting
LeverageCost of capitalWorking capitalReceivablesPayablesFinancial controlLines of credit
Decisions Sample Options Chapter
ProductQualityProcessLocationLayoutHuman resourceSupply chainInventoryScheduleMaintenance
Customized, or standardizedDefine customer expectations and how to achieve themFacility size, technology, capacityNear supplier or near customerWork cells or assembly lineSpecialized or enriched jobsSingle or multiple suppliersWhen to reorder, how much to keep on handStable or fluctuating production rateRepair as required or preventive maintenance
56, S67, S7
89
1011, S11
12, 14, 1613, 15
17
Support a Core Competence and Implement Strategy by Identifying and Executing the Key Success Factors in the Functional Areas
2 - 26© 2011 Pearson Education, Inc. publishing as Prentice Hall
Courteous, but Limited Passenger
Service
Standardized Fleet of Boeing
737 Aircraft
Competitive Advantage:Low Cost
Lean, Productive Employees
Short Haul, Point-to-Point Routes, Often to
Secondary Airports
High Aircraft
Utilization
Frequent, Reliable
Schedules
Figure 2.8
Activity Mapping atActivity Mapping atSouthwest AirlinesSouthwest Airlines
2 - 27© 2011 Pearson Education, Inc. publishing as Prentice Hall
Activity Mapping atActivity Mapping atSouthwest AirlinesSouthwest Airlines
Courteous, but Limited Passenger
Service
Standardized Fleet of Boeing
737 Aircraft
Competitive Advantage:Low Cost
Lean, Productive Employees
Short Haul, Point-to-Point Routes, Often to
Secondary Airports
High Aircraft
Utilization
Frequent, Reliable
Schedules
Figure 2.8
Automated ticketing machines
No seat assignments
No baggage transfers
No meals (peanuts)
2 - 28© 2011 Pearson Education, Inc. publishing as Prentice Hall
Activity Mapping atActivity Mapping atSouthwest AirlinesSouthwest Airlines
Courteous, but Limited Passenger
Service
Standardized Fleet of Boeing
737 Aircraft
Competitive Advantage:Low Cost
Lean, Productive Employees
Short Haul, Point-to-Point Routes, Often to
Secondary Airports
High Aircraft
Utilization
Frequent, Reliable
Schedules
Figure 2.8
No meals (peanuts)
Lower gate costs at secondary airports
High number of flights reduces employee idle time
between flights
2 - 29© 2011 Pearson Education, Inc. publishing as Prentice Hall
Activity Mapping atActivity Mapping atSouthwest AirlinesSouthwest Airlines
Courteous, but Limited Passenger
Service
Standardized Fleet of Boeing
737 Aircraft
Competitive Advantage:Low Cost
Lean, Productive Employees
Short Haul, Point-to-Point Routes, Often to
Secondary Airports
High Aircraft
Utilization
Frequent, Reliable
Schedules
Figure 2.8
High number of flights reduces employee idle time
between flights
Saturate a city with flights, lowering administrative
costs (advertising, HR, etc.) per passenger for that city
Pilot training required on only one type of aircraft
Reduced maintenance inventory required because of only one type of aircraft
2 - 30© 2011 Pearson Education, Inc. publishing as Prentice Hall
Activity Mapping atActivity Mapping atSouthwest AirlinesSouthwest Airlines
Courteous, but Limited Passenger
Service
Standardized Fleet of Boeing
737 Aircraft
Competitive Advantage:Low Cost
Lean, Productive Employees
Short Haul, Point-to-Point Routes, Often to
Secondary Airports
High Aircraft
Utilization
Frequent, Reliable
Schedules
Figure 2.8
Pilot training required on only one type of aircraft
Reduced maintenance inventory required because of only one type of aircraft
Excellent supplier relations with Boeing has aided
financing
2 - 31© 2011 Pearson Education, Inc. publishing as Prentice Hall
Activity Mapping atActivity Mapping atSouthwest AirlinesSouthwest Airlines
Courteous, but Limited Passenger
Service
Standardized Fleet of Boeing
737 Aircraft
Competitive Advantage:Low Cost
Lean, Productive Employees
Short Haul, Point-to-Point Routes, Often to
Secondary Airports
High Aircraft
Utilization
Frequent, Reliable
Schedules
Figure 2.8
Reduced maintenance inventory required because of only one type of aircraft
Flexible employees and standard planes aid
scheduling
Maintenance personnel trained only one type of
aircraft
20-minute gate turnarounds
Flexible union contracts
2 - 32© 2011 Pearson Education, Inc. publishing as Prentice Hall
Activity Mapping atActivity Mapping atSouthwest AirlinesSouthwest Airlines
Courteous, but Limited Passenger
Service
Standardized Fleet of Boeing
737 Aircraft
Competitive Advantage:Low Cost
Lean, Productive Employees
Short Haul, Point-to-Point Routes, Often to
Secondary Airports
High Aircraft
Utilization
Frequent, Reliable
Schedules
Figure 2.8
Automated ticketing machines
Empowered employees
High employee compensation
Hire for attitude, then train
High level of stock ownership
High number of flights reduces employee idle time
between flights
2 - 33© 2011 Pearson Education, Inc. publishing as Prentice Hall
Four International Four International Operations StrategiesOperations StrategiesC
ost
Red
uct
ion
Co
nsi
der
atio
ns
High
Low
HighLowLocal Responsiveness Considerations
(Quick Response and/or Differentiation)
Figure 2.9
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
International Strategy
2 - 34© 2011 Pearson Education, Inc. publishing as Prentice Hall
Four International Four International Operations StrategiesOperations StrategiesC
ost
Red
uct
ion
Co
nsi
der
atio
ns
High
Low
HighLowLocal Responsiveness Considerations
(Quick Response and/or Differentiation)
International Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Figure 2.9
2 - 35© 2011 Pearson Education, Inc. publishing as Prentice Hall
Four International Four International Operations StrategiesOperations StrategiesC
ost
Red
uct
ion
Co
nsi
der
atio
ns
High
Low
HighLowLocal Responsiveness Considerations
(Quick Response and/or Differentiation)
International Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Figure 2.9
Standardized product
Economies of scale Cross-cultural
learning
ExamplesTexas InstrumentsCaterpillarOtis Elevator
Global Strategy
2 - 36© 2011 Pearson Education, Inc. publishing as Prentice Hall
Four International Four International Operations StrategiesOperations StrategiesC
ost
Red
uct
ion
Co
nsi
der
atio
ns
High
Low
HighLowLocal Responsiveness Considerations
(Quick Response and/or Differentiation)
Standardized product Economies of scale Cross-cultural learning
Examples:Texas InstrumentsCaterpillarOtis Elevator
Global Strategy
International Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Figure 2.9
2 - 37© 2011 Pearson Education, Inc. publishing as Prentice Hall
Four International Four International Operations StrategiesOperations StrategiesC
ost
Red
uct
ion
Co
nsi
der
atio
ns
High
Low
HighLowLocal Responsiveness Considerations
(Quick Response and/or Differentiation)
Standardized product Economies of scale Cross-cultural learning
Examples:Texas InstrumentsCaterpillarOtis Elevator
Global Strategy
International Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Figure 2.9
Use existing domestic model globally
Franchise, joint ventures, subsidiaries
ExamplesHeinzMcDonald’sThe Body ShopHard Rock Cafe
Multidomestic Strategy
2 - 38© 2011 Pearson Education, Inc. publishing as Prentice Hall
Four International Four International Operations StrategiesOperations StrategiesC
ost
Red
uct
ion
Co
nsi
der
atio
ns
High
Low
HighLowLocal Responsiveness Considerations
(Quick Response and/or Differentiation)
Standardized product Economies of scale Cross-cultural learning
Examples:Texas InstrumentsCaterpillarOtis Elevator
Global Strategy
International Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Multidomestic Strategy Use existing
domestic model globally Franchise, joint ventures,
subsidiaries
ExamplesHeinz The Body ShopMcDonald’s Hard Rock Cafe
Figure 2.9
2 - 39© 2011 Pearson Education, Inc. publishing as Prentice Hall
Four International Four International Operations StrategiesOperations StrategiesC
ost
Red
uct
ion
Co
nsi
der
atio
ns
High
Low
HighLowLocal Responsiveness Considerations
(Quick Response and/or Differentiation)
Standardized product Economies of scale Cross-cultural learning
Examples:Texas InstrumentsCaterpillarOtis Elevator
Global Strategy
International Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Multidomestic Strategy Use existing
domestic model globally Franchise, joint ventures,
subsidiaries
ExamplesHeinz The Body ShopMcDonald’s Hard Rock Cafe
Figure 2.9
Move material, people, ideas across national boundaries
Economies of scale Cross-cultural
learning
ExamplesCoca-ColaNestlé
Transnational Strategy
2 - 40© 2011 Pearson Education, Inc. publishing as Prentice Hall
Four International Four International Operations StrategiesOperations StrategiesC
ost
Red
uct
ion
Co
nsi
der
atio
ns
High
Low
HighLowLocal Responsiveness Considerations
(Quick Response and/or Differentiation)
Standardized product Economies of scale Cross-cultural learning
Examples:Texas InstrumentsCaterpillarOtis Elevator
Global Strategy Transnational Strategy
Move material, people, ideas across national boundaries
Economies of scale Cross-cultural learning
ExamplesCoca-ColaNestlé
International Strategy
Import/export or license existing product
ExamplesU.S. SteelHarley Davidson
Multidomestic Strategy Use existing
domestic model globally Franchise, joint ventures,
subsidiaries
ExamplesHeinz The Body ShopMcDonald’s Hard Rock Cafe
Figure 2.9