Operations Strategy and Product and Service Innovation Paper Please write an essay on the topic below. See the attachments for more details. Topic: Essay

Operations Strategy and Product and Service Innovation Paper Please write an essay on the topic below. See the attachments for more details.

Topic: Essay on Operations Strategy & Product and Service Innovation

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Overview:
Any company, regardless of size, product or service, is one to which you can apply the principles of operational excellence. The basis for this paper will be either a factual case from your own work experience or a published case. For this paper, you will describe the situation in the case and then apply appropriate principles of operations strategy (Ch. 3) and product and service innovation (Ch. 4). The case should be treated as a problem presented to you by your company’s top management for analysis and a recommended course of action. In the paper, you will discuss and make a recommendation for improvement in the operations of the company based on the concepts you learned in chapters three and four.

Chapter 3 and chapter 4 are attached.

Please ensure you read the requirements and guidelines for this essay in the outline document. Topic: Essay on Operations Strategy & Product and Service Innovation
Overview:
Any company, regardless of size, product or service, is one to which you can apply the principles
of operational excellence. The basis for this paper will be either a factual case from your own
work experience or a published case. For this paper, you will describe the situation in the case
and then apply appropriate principles of operations strategy (Ch. 3) and product and service
innovation (Ch. 4). The case should be treated as a problem presented to you by your
company’s top management for analysis and a recommended course of action. In the paper,
you will discuss and make a recommendation for improvement in the operations of the
company based on the concepts you learned in chapters three and four.
TextBook, Chapter 3 and chapter 4 are attached.
Your paper should be at minimum 8 double-spaced paragraphs. Each paragraph should
contain at minimum 4 sentences.
Your paper will include the following.
• APA Formatted Title Page
• Paragraph 1: Company Overview
• Paragraph 2: Situation/Problem
• Paragraphs 3-5: Recommendations from Ch. 1: Operations Management
• Paragraphs 6-8: Recommendations from Ch. 2: Operations Performance
• APA Formatted Reference Page
Criteria for Grading:
Knowledge of Subject Matter – 40 points
Quality of Research – 30 points
Presentation of Ideas and Mechanics – 30 points
Operations Management
8th edition
Chapter 3
Operations Strategy
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Slack et al.’s model of operations management
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Key questions
In Chapter 3 – Operations strategy – Slack et al. identify the
following key questions…
? What is strategy and what is operations strategy?
? What is the difference between a ‘top-down’ and a ‘bottomup’ view of operations strategy?
? What is the difference between a ‘market requirements’
and ‘operations resources’ view of operations strategy?
? How can operations strategy form the basis for operations
improvement?
? How can an operations strategy be formulated? The
process of operations strategy
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
What is strategy?
? Setting broad objectives that direct an enterprise towards its
overall goal.
? Planning the path (in general rather than specific terms) that
will achieve these goals.
?Stressing long-term rather than short-term objectives.
? Dealing with the total picture rather than stressing individual
activities.
? Being detached from, and above, the confusion and
distractions of day-to-day activities.
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Strategic decisions
Strategic decisions are those decisions which are
widespread in their effect on the organization to which the
strategy refers, define the position of the organization
relative to its environment and move the organization
closer to its long-term goals.
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
‘Operations’ is not the same as ‘operational’
‘Operations’ are the resources that create products and
services.
‘Operational’ is the opposite of strategic, meaning day-today and detailed.
So, one can examine both the operational and the
strategic aspects of operations.
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
The strategic role of the operations function
The three key
attributes
of operations strategy
Implementing
Operations contribution
Be dependable
Operationalize strategy
Explain practicalities
Supporting
Be appropriate
Understand strategy
Contribute to decisions
Driving
Be innovative
Provide foundation of strategy
Develop long-term capabilities
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
The 4 stage model of operations contribution
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Figure 3.3
The four perspectives on operations strategy
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
The strategy hierarchy
Key strategic
decisions
Influences on
decision making
Corporate
strategy
What business to be in?
What to acquire?
What to divest?
How to allocate cash?
Economic environment
Social environment
Political environment
Company values and ethics
Business
strategy
What is the mission?
What are the strategic
objectives of the firm?
How to compete?
Customer/market dynamics
Competitor activity
Core technology dynamics
Financial constraints
Functional
strategy
How to contribute to the
strategic objectives?
How to manage the
function’s resources?
Skills of function’s staff
Current technology
Recent performance of the
function
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Top-down and bottom-up perspectives on
operations strategy can reinforce each other
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Different competitive factors and performance
objectives
Competitive factors
If the customers value these …
Low price
Performance objectives
Then, the operations will need to
excel at these …
Cost
High quality
Quality
Fast delivery
Speed
Reliable delivery
Dependability
Innovative products and services
Flexibility (products/services)
Wide range of products and
services
Flexibility (mix)
The ability to change the timing
or quantity of products and
services
Flexibility (volume and/or
delivery)
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Order-winning competitive factors
Order-winning factors
+ve
Competitive
benefit
Neutral
?ve
Performance
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Qualifying competitive factors
Qualifying factors
+ve
Competitive
benefit
Neutral
?ve
Performance
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Less important competitive factors
Less important factors
+ve
Competitive
benefit
Neutral
?ve
Performance
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
The effects of the product/service life cycle
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Some typical structural and infrastructural
operations strategy decisions
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
In operations improvement should achieve ‘fit’ between market requirements
and operations performance, but deviation from the line of ‘fit’ between market
requirements and operations performance can expose the operation to risk
(1 of 2)
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
In operations improvement should achieve ‘fit’ between market requirements
and operations performance, but deviation from the line of ‘fit’ between market
requirements and operations performance can expose the operation to risk
(2 of 2)
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Nine-point performance scale
For this product/service is achieved performance …
Better than
competitors
1 – Consistently considerably better than our nearest competitor
2 – Consistently clearly better than our nearest competitor
3 – Consistently marginally better than our nearest competitor
Same as
competitors
4 – Often marginally better than most competitors
5 – About the same as most competitors
6 – Often close to main competitors
Worse than
competitors
7 – Usually marginally worse than main competitors
8 – Usually worse than most competitors
9 – Consistently worse than most competitors
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
The importance–performance matrix
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Strategic resources and sustainable competitive
advantage
Operations resources can give sustainable competitive
advantage if they are…
? Scarce
? Not very mobile
? Difficult to imitate
? Difficult to substitute for
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
The four stages of the process of operations
strategy
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
The challenge of operations strategy formulation
(1 of 2)
An operations strategy should pass the following
questions…
Is it comprehensive?
Is it coherent?
Does it correspond with strategic objectives?
Does it identify critical issues?
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
The challenge of operations strategy formulation
(2 of 2)
An operations strategy should pass the following
questions…
Is it comprehensive?
Is it coherent?
Does it correspond with strategic objectives?
Does it identify critical issues?
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Operations Management
8th edition
Chapter 4
Product and
Service Innovation
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Key questions
In Chapter 4 – Product and service innovation – Slack et al.
identify the following key questions…
? What is product and service innovation?
? What is the strategic role of product and service
innovation?
? What are the stages of product and service innovation?
? What are the benefits of interactive product and service
innovation?
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Figure 4.2
The relationship between creativity, innovation
and design
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Nature and purpose of the design activity
Products, services and the processes which produce
them all have to be designed.
Decisions taken during the design of a product or
service will have an impact on the decisions taken
during the design of the process which produces those
products or services and vice versa.
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Figure 4.3
The S-shaped curve of innovation
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Innovation in primary healthcare example…
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
The product and service design innovation activity
as a process
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Figure 4.7
The stages of product/service design innovation
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Concept generation…
Ideas from customers formally through marketing
activities.
Listening to customers – on a day-to-day basis.
Ideas from competitor activity – For example, reverse
engineering.
Ideas from staff – Especially those who meet
customers every day.
Ideas from research and development.
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
The funnel of development
Large number of
design options
CONCEPT
Choice and
evaluation
screens
Uncertainty
regarding the
final design
TIME
Certainty
regarding the
final design
One design
FINAL DESIGN
SPECIFICATON
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Preliminary design…
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
A delay in the ‘time to market’ disproportionally
delays the financial breakeven point
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Figure 4.12
Sorting out problems early saves greater disruption later
in the design activity
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved
Figure 4.13
Organizational structures for the design innovation
process
Copyright © 2016, 2013, 2010 Pearson Education, Inc. All Rights Reserved

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