cost, diff, responce

Competitiveness, Strategy,

and Productivity

How effectively an organization meets the

wants and needs of customers relative to

others that offer similar goods or services

CompetitivenessCompetitiveness

Competitiveness StrategiesCompetitiveness Strategies

Differentiation – better or at least different

Cost - cheaper Quick response – more

responsive

Businesses Compete Using Businesses Compete Using MarketingMarketing

Identifying consumer wants and needs Pricing Advertising and promotion

Businesses Compete Using Businesses Compete Using OperationsOperations

Product and service design Cost Location Quality Quick response

Businesses Compete Using Businesses Compete Using Operations (cont.)Operations (cont.)

Flexibility Inventory management Supply chain management Service and service quality Managers and workers

Why Some Organizations FailWhy Some Organizations Fail

Too much emphasis on short-term financial performance

Failing to take advantage of strengths and opportunities

Neglecting operations strategy Failing to recognize competitive threats

SWOT = Strengths, Weaknesses, Opportunities and Threats

Why Some Organizations FailWhy Some Organizations Fail

Too much emphasis in product and service design and not enough on improvement

Neglecting investments in capital and human resources

Failing to establish good internal communications

Failing to consider customer wants and needs

Mission/Strategy/TacticsMission/Strategy/Tactics

How does mission, strategies and tactics relate to decision making and

distinctive competencies?

StrategyStrategy TacticsTacticsMissionMission

StrategyStrategy

Mission The reason for existence for an organization

Mission Statement States the purpose of an organization

Goals Provide detail and scope of mission

StrategiesPlans for achieving organizational goals

Tactics The methods and actions taken to accomplish strategies

Planning and Decision MakingPlanning and Decision Making

Mission

Organizational Strategies

Functional Goals

Finance Strategies

MarketingStrategies

OperationsStrategies

Tactics Tactics Tactics

Operatingprocedures

Strategy ExampleStrategy Example

Ratana is a high school student. She would like to have a career in business, have a good job, and earn enough income to live comfortably

Mission: Live a good life Goal: Successful career, good income Strategy: Obtain a college education Tactics: Select a college and a major Operations: Register, buy books, take

courses, study, graduate, get job

Examples of StrategiesExamples of Strategies

Low cost - outsourcing Scale-based strategies - capital intensive

method for high volume production Specialization - focus on narrow product line

for higher quality Flexible operations - customization High quality – focus on higher quality than

competitors Services – focus on various aspect of

services

Strategy and TacticsStrategy and Tactics

Strategy Factors Price – low cost Quality – consistent quality, high quality Time – rapid delivery, on-time delivery Flexibility – variety, volume Service – customer services Location - convenience

Distinctive CompetenciesThe special attributes or abilities that give an

organization a competitive edge.

Strategy FormulationStrategy Formulation

Distinctive competencies Environmental scanning SWOT Order qualifiers Order winners

Strategy FormulationStrategy Formulation

Order qualifiers Characteristics that customers perceive as

minimum standards of acceptability to be considered as a potential purchase

Order winners Characteristics of an organization’s goods or

services that cause it to be perceived as better than the competition

Economic conditions Political conditions Legal environment Technology Competition Markets

Key External FactorsKey External Factors

Human Resources Facilities and equipment Financial resources Customers (loyalty, understanding) Products and services Technology Suppliers

Key Internal FactorsKey Internal Factors

Strategic OM DecisionsStrategic OM Decisions

Decision Area Affects

Product and service design Costs, quality liability and environmental

Capacity Cost structure, flexibility

Process selection and layout Costs, flexibility, skill level, capacity

Work design Quality of work life, employee safety, productivity

Location Costs, visibility

Quality Ability to meet or exceed customer expectations

Inventory Costs, shortages

Maintenance Costs, equipment reliability, productivity

Scheduling Flexibility, efficiency

Supply chains Costs, quality, agility, shortages, vendor relations

Projects Costs, new products, services, or operating systems

Quality and Time StrategiesQuality and Time Strategies

Quality-based strategies Focuses on maintaining or

improving the quality of an organization’s products or services

Quality at the source

Time-based strategies Focuses on reduction of

time needed to accomplish tasks

Time-based StrategiesTime-based Strategies

JAN FEB MAR APR MAY JUN

Planning

Processing

Changeover On time!

Designing

Delivery

Global StrategyGlobal Strategy

Strategic decisions must be made with respect to globalization

What works in one country may not work in another

Strategies must be changed to account for these differences

Other issues Political, social, legal, cultural and economic

differences

Four International Operations Four International Operations StrategiesStrategies

HighHigh

LowLow

HighHighLowLow

Local Responsiveness ConsiderationsLocal Responsiveness Considerations(Quick Response and/or Differentiation)(Quick Response and/or Differentiation)

Import/export or license existing product

ExamplesU.S. SteelHarley Davidson

International Strategy

HighHigh

LowLow

HighHighLowLow

International StrategyInternational Strategy

HighHigh

LowLow

HighHighLowLow

Standardized product

Economies of scale Cross-cultural

learning

ExamplesTexas InstrumentsCaterpillarOtis Elevator

Global Strategy

HighHigh

LowLow

HighHighLowLow

Standardized product Economies of scale Cross-cultural learning

Global Strategy

HighHigh

LowLow

HighHighLowLow

Use existing domestic model globally

Franchise, joint ventures, subsidiaries

ExamplesHeinzMcDonald’sThe Body ShopHard Rock Cafe

Multidomestic Strategy

HighHigh

LowLow

HighHighLowLow

Global Strategy

Multidomestic Strategy Use existing

domestic model globally Franchise, joint ventures,

subsidiaries

ExamplesHeinz The Body ShopMcDonald’s Hard Rock Cafe

subsidiaries

HighHigh

LowLow

HighHighLowLow

Move material, people, ideas across national boundaries

Economies of scale Cross-cultural

learning

ExamplesCoca-ColaNestlé

Transnational Strategy

HighHigh

LowLow

HighHighLowLow

Global Strategy Transnational Strategy

Move material, people, ideas across national boundaries

Economies of scale Cross-cultural learning

ExamplesCoca-ColaNestlé

subsidiaries

ProductivityProductivity

Productivity A measure of the effective use of resources,

usually expressed as the ratio of output to input

Productivity ratios are used for Planning workforce requirements Scheduling equipment Financial analysis

ProductivityProductivity

Partial measures output/(single input)

Multi-factor measures output/(multiple inputs)

Total measure output/(total inputs)

Productivity = Outputs

Inputs

Productivity GrowthProductivity Growth

Current Period Productivity – Previous Period ProductivityPrevious Period Productivity

Productivity Growth =

Output - InputOutput - Input

Processes

Machine

Raw materials

Electricity / water / etc.

Capital

Inventory

Others

Products

Services

Output

Measures of ProductivityMeasures of Productivity

Partial Output Output Output Output

measures Labor Machine Capital Energy

Multifactor Output Output

measures Labor + Machine Labor + Capital + Energy

Total Goods or Services Produced

measure All inputs used to produce them

Units of output per kilowatt-hourmoney value of output per kilowatt-hour

Energy Productivity

Units of output per capital inputMoney value of output per money input

Capital Productivity

Units of output per machine hourmachine hour

Machine Productivity

Units of output per labor hourUnits of output per shiftValue-added per labor hour

Labor Productivity

Examples of Partial Productivity Examples of Partial Productivity MeasuresMeasures

Example 3Example 3

7040 Units Produced

Cost of labor of $1,000

Cost of materials: $520

Cost of overhead: $2000

What is the multifactor productivity?

Example 3 SolutionExample 3 Solution

MFP = OutputLabor + Materials + Overhead

MFP = (7040 units)$1000 + $520 + $2000

MFP = 2.0 units per dollar of input

Process YieldProcess Yield

Process yield is the ratio of output of good product to input

Defective product is not included in the output

Service example: Ratio of cars rented to cars available to rent

Factors Affecting ProductivityFactors Affecting Productivity

Capital Quality

Technology Management

Standardization Quality Use of Internet Computer viruses Searching for lost or misplaced items Scrap rates New workers

Other Factors Affecting ProductivityOther Factors Affecting Productivity

Safety Shortage of IT workers Layoffs Labor turnover Design of the workspace Incentive plans that reward productivity Outsourcing

Other Factors Affecting ProductivityOther Factors Affecting Productivity

OutsourcingOutsourcing

Higher productivity in another company is a key reason organizations outsource work

Improving productivity may reduce the need for outsourcing

Improving ProductivityImproving Productivity Develop productivity measures Determine critical (bottleneck)

operations Develop methods for productivity

improvements Establish reasonable goals Get management support Measure and publicize improvements Don’t confuse productivity with

efficiency

cost, diff, responce

scale cross

quick response

organizations

existing importexport

joint ventures

businesses

steel heinz

strategies

Business

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