produktion som kärnkompetens johann packendorff, indek
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Produktion som kärnkompetens
Johann Packendorff, INDEK
Innehåll
1. Produktionssystemet som källa till konkurrensfördelar för ett företag
2. En närmare titt på de fem grundtyperna av konkurrensfördelar
3. Produktionsstrategi
1.
Produktionen är – rätt organiserad – en källa till konkurrenskraft och överlevnad för företaget!
The strategic role of operations can be defined by its aspirations (Hayes and Wheelwright)
Give an Operations Advantage
Externally supportive
Internally supportive
Externally neutral
Internally neutral
The ability
to Implement
Link Strategy With
Operations
Adopt best Practice
Correct the Worst
Problems
Increasing contri
bution of o
peratio
ns
STAGE 1 STAGE 2 STAGE 3 STAGE 4The
ability to
Drive strategy
Stop holding the
organization back
Be as good as
competitors
Be clearly the best
in the industry
Redefine the industry’s
expectations
The abilityto
support Strategy
How can the contribution of theoperations function be assessed?
Externally
Objective is to minimize the negative impact of ‘operations’.
Internally
Neutral Supportive
Stage 1
Stage 2 Stage 4
Stage 3
Objective is for ‘operations’ to help the business maintain parity with its competitors.
Objective is for ‘operations’ to provide credible support for the business strategy.
Objective is for ‘operations’ to provide a source of competitive advantage.
Broad strategic objectives for an operation applied to stakeholder groups
Society
Increase employment Enhance community well-
being Produce sustainable
products Ensure clean environment
Suppliers
Continue business Develop supplier capability Provide transparent information
Shareholders
Economic value from investment Ethical value from
investment
Employees
Continues employment Fair pay Good working conditions Personal development
Customers
Appropriate product or
service specification Consistent quality Fast delivery Dependable delivery Acceptable price
An operation contributes to business strategy by achieving five "Performance
Objectives"
CHANGING what you do a FLEXIBILITY advantageGives
Doing things CHEAPLY a COST advantageGives
Doing things ON TIME a DEPENDABILITY advantageGives
Doing things FAST a SPEED advantageGives
Doing things RIGHT a QUALITY advantageGives
The benefits of excelling
Minimum cost,maximum value
Reliable operation
Ability to change
Error-freeprocesses
Fastthroughput
Cost
Speed
Quality Flexibility
Depend-ability
Minimum price, highest value
Quickdelivery
Dependable delivery
Error-free products and
services
Frequent new products, maximum
choice
2. De strategiska konkurrensfördelarna
• Kvalitet• Hastighet• Tillförlitlighet• Flexibilitet• Kostnadseffektivitet
Kvalitet
Quality means different things in different operations
Hospital
Patients receive the most appropriate treatmentTreatment is carried out in the correct mannerPatients are consulted and kept informedStaff are courteous, friendly and helpful
Bus company
The buses are clean and tidyThe buses are quiet and fume-freeThe timetable is accurate anduser-friendlyStaff are courteous, friendly andhelpful
Automobileplant
All assembly is to specificationThe product is reliableAll parts are made to specificationThe product is attractive andblemish-free
Supermarket
The store is clean and tidyDécor is appropriate and attractiveGoods are in good conditionStaff are courteous, friendly andhelpful
Quality
“Quality” has several meanings, the two most common are……
Quality as the specification of a product or service
Eg. Lower Hurst Farm produces organic meat raised exclusively on its own farm
Quality as the conformance with which the product or service is produced
Eg. Quick service restaurants like McDonald’s buy less expensive meat
Quality
Irrespective of a product or service’s specification quality, producing it so it conforms to its specification consistently brings benefits to any operation
Externally -- it enhances the product or service in the market, or at least avoids customer complaints
Internally -- it brings other benefits to the operation
It prevents errors slowing down throughput speed
It prevents errors causing internal unreliability and low dependability
It prevents errors causing wasted time and effort, therefore saving cost
Quality Flexibility
Depend- ability
Speed
Cost
On-specification products and services
Quality
External and internal benefits
Hastighet
Speed means different things in different operations
Hospital
The time between requiring treatment and receiving treatment kept to a minimumThe time for test results, X-rays, etc. to be returned kept to a minimum
Bus company
The time between customer setting out on the journey and reaching his or her destination kept to a minimum
AutomobileplantMinimizing the time between dealers requesting a vehicle of a particular specification and receiving it Minimizing the time to deliver spares to service centres
Supermarket
Minimizing the time for the total transaction of going to the supermarket, making the purchases and returning The immediate availability of goods
Speed again has different interpretations externally and internally
Externally – it means the elapsed time between a customer asking for a product or service and getting it (in a satisfactory condition)
It often enhances the value of the product or service to customers
Internally -- it brings other benefits to the operation
It helps to overcome internal problems by maintaining dependability
It reduces the need to manage transformed resources as they pass through the operation, therefore saving cost
Quality Flexibility
Depend- ability
Speed
Cost
On-specification products and services
Short delivery lead-time
Speed
External and internal benefits
Tillförlitlighet
Dependability means different things in different operations
Hospital
Proportion of appointments which are cancelled kept to a minimumKeeping appointment timesTest results, X-rays, etc. returned as promised
Bus company
Keeping to the published timetable at all points on the routeConstant availability of seats for passengers
Automobileplant
On-time delivery of vehicles to dealersOn-time delivery of spares to service centres
Supermarket
Predictability of opening hoursProportion of goods out of stock kept to a minimumKeeping to reasonable queuing timesConstant availability of parking
Externally -- it enhances the product or service in the market, or at least avoids customer complaints
Internally -- it brings other benefits to the operation
It prevents late delivery slowing down throughput speed
It prevents lateness causing disruption and wasted time and effort, therefore saving cost
Dependability
Quality Flexibility
Depend- ability
Speed
Cost
On-specification products and services
Short delivery lead-time
Reliable delivery
Dependability
External and internal benefits
Flexibilitet
Flexibility has several distinct meanings but is always associated with an operation’s ability to change
Change what ?
The products and services it brings to the market – Product/service flexibility
The mix of products and services it produces at any one time – Mix flexibility
The volume of products and services it produces – Volume flexibility
The delivery time of its products and services – Delivery flexibility
Flexibility means different things in different operations
Hospital
Introducing new treatmentsA wide range of treatmentsThe ability to adjust the number of patients treatedThe ability to reschedule appointments
Bus company
The introduction of new routes and excursionsA large number of locations servedThe ability to adjust the frequency of servicesThe ability to reschedule trips
AutomobileplantThe introduction of new modelsA wide range of optionsThe ability to adjust the number of vehicles manufacturedThe ability to reschedule manufacturing priorities
Supermarket
The introduction of new goods A wide range of goods stockedThe ability to adjust the number of customers servedThe ability to get out-of-stock items
Quality Flexibility
Depend- ability
Speed
Cost
Frequent new products/services
Wide range
Volume and delivery changes
On-specification products and services
Short delivery lead-time
Reliable delivery
Flexibility
External and internal benefits
Kostnadseffektivitet
Cost means different things in different operations
Hospital
Bus company
Automobileplant
Supermarket
Staff costs
Technology and facilities costs
Bought-in materials and services
Technology and facilities costs
Staff costs
Staff costs
Staff costs
Technology and facilities costs
Technology and facilities costs
Bought-in materials and services
Bought-in materials and services
Bought-in materials and services
Cost The cost of producing products and services is obviously influenced by many factors such as input costs, but two important sets are…..
The 4 V’s volume variety variation visibility
The internal performance of the operation at quality speed dependability flexibility
Quality Flexibility
Depend- ability
Speed
Cost
Frequent new products/services
Wide range
Volume and delivery changes
On-specification products and services
Short delivery lead-time
Reliable delivery
Cost
External and internal benefits
Vilken/vilka parametrar är viktigast?
Polar diagrams for a taxi service versus a bus service
Cost
Quality Flexibility
DependabilitySpeed
Taxiservice
Busservice
Reassurance
Crimereduction
CrimedetectionWorking with
criminal justiceagencies
Efficiency
Actualperformance
Required performance
Polar diagrams on actual and required performance for a proposed police work method
3. Produktionsstrategi
Operations strategy is …..
“… the decisions which shape the long-
term capabilities of the company’s
operations and their contribution to overall
strategy through the on-going
reconciliation of market requirements and
operations resources …”
What you HAVE
in terms of operations capabilities
What you NEED
to “compete”in the market
Market Requirements
Operations Resources
What you WANT
from your operations to
help you “compete”
What you DO
to maintain your
capabilities and satisfy
markets
StrategicReconciliation
Operations strategy is different from operations management
Microlevel of the process
Macrolevel of the total operation
Level of analysis
Time scale
Short-termfor example, capacity
decisions
1-12 months
Dem
an
d
1-10 years
Dem
an
d
Long-termfor example, capacity
decisions
Level of aggregation
DetailedFor example
“Can we give tax services to the small business market in
Antwerp?”
AggregatedFor example
“What is our overall business advice capability compared with
other capabilities?”
Level of abstraction
ConcreteFor example
“How do we improve our purchasing procedures?”
PhilosophicalFor example“Should we develop strategic
alliances with suppliers?”
Operations management Operations strategy
How is operations strategy different from operations management
Operations Management Operations Strategy
Job design
Capacity management
Planning & Control
Inventory control
Quality control
Process technologystrategy
Human resource strategy
Capacity location, planning and dynamics
Organization and systems development
Supply network strategy
Performance and improvement strategy
Process design
LayoutTechnology
JITMRP
Product/service design Product/service innovation
Operations strategy
Top - down Perspective
What the business wants operations to do
Market requirement Perspective
What the market position requires
operations to do
Operations resources
Perspective
What operations resources can do
What day-to-day experience suggests
operations should do
Bottom - up Perspective
The four perspectives on operations strategy
Top-down and bottom-up perspectives of strategy
Emergent sense of what the strategy should be
Operational experience
Corporate strategy
Business strategy
Operations strategy
The challenge of operations strategy formulation
An operations strategy should be:
Appropriate...
Comprehensive...
Coherent...
Consistent over time...