Transcript Document
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) Redefine the industry’s expectations Give an Operations Advantage Be clearly the best in the industry Link Strategy With Operations Correct the Worst Problems Internally supportive Be as good as competitors Adopt best Practice Externally neutral Stop holding the organization back STAGE 1 Externally supportive Internally neutral STAGE 2 The ability to Implement STAGE 3 The ability to support Strategy STAGE 4 The ability to Drive strategy How can the contribution of the operations function be assessed? Internally Externally Neutral Supportive Stage 1 Stage 3 Objective is to minimize the negative impact of ‘operations’. Objective is for ‘operations’ to provide credible support for the business strategy. Stage 2 Stage 4 Objective is for ‘operations’ to help the business maintain parity with its competitors. 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 Customers Continue business Develop supplier capability Provide transparent information Shareholders Economic value from investment Ethical value from investment Appropriate product or service specification Consistent quality Fast delivery Dependable delivery Acceptable price Employees Continues employment Fair pay Good working conditions Personal development An operation contributes to business strategy by achieving five "Performance Objectives" Doing things RIGHT Gives a QUALITY advantage Doing things FAST Gives a SPEED advantage Doing things ON TIME Gives a DEPENDABILITY advantage CHANGING what you do Gives a FLEXIBILITY advantage Gives a COST advantage Doing things CHEAPLY The benefits of excelling Minimum price, highest value Cost Quick delivery Dependable delivery Speed Fast throughput Error-free processes Quality Error-free products and services Dependability Minimum cost, maximum value Reliable operation Ability to change Flexibility 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 treatment Treatment is carried out in the correct manner Patients are consulted and kept informed Staff are courteous, friendly and helpful Automobile plant All assembly is to specification The product is reliable All parts are made to specification The product is attractive and blemish-free Bus company Supermarket The buses are clean and tidy The buses are quiet and fume-free The timetable is accurate and user-friendly Staff are courteous, friendly and helpful The store is clean and tidy Décor is appropriate and attractive Goods are in good condition Staff are courteous, friendly and helpful 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 External and internal benefits Cost Speed Quality On-specification products and services Dependability Flexibility Hastighet Speed means different things in different operations Hospital Automobile plant The time between requiring treatment and receiving treatment kept to a minimum The time for test results, X-rays, etc. to be returned kept to a minimum Minimizing the time between dealers requesting a vehicle of a particular specification and receiving it Minimizing the time to deliver spares to service centres Bus company The time between customer setting out on the journey and reaching his or her destination kept to a minimum 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 Speed External and internal benefits Cost Short delivery lead-time Speed Quality On-specification products and services Dependability Flexibility Tillförlitlighet Dependability means different things in different operations Hospital Proportion of appointments which are cancelled kept to a minimum Keeping appointment times Test results, X-rays, etc. returned as promised Bus company Keeping to the published timetable at all points on the route Constant availability of seats for passengers Automobile plant On-time delivery of vehicles to dealers On-time delivery of spares to service centres Supermarket Predictability of opening hours Proportion of goods out of stock kept to a minimum Keeping to reasonable queuing times Constant availability of parking Dependability 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 External and internal benefits Cost Short delivery lead-time Speed Quality On-specification products and services Reliable delivery Dependability Flexibility 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 Automobile plant Introducing new treatments A wide range of treatments The ability to adjust the number of patients treated The ability to reschedule appointments The introduction of new models A wide range of options The ability to adjust the number of vehicles manufactured The ability to reschedule manufacturing priorities Bus company Supermarket The introduction of new routes and excursions A large number of locations served The ability to adjust the frequency of services The ability to reschedule trips The introduction of new goods A wide range of goods stocked The ability to adjust the number of customers served The ability to get out-of-stock items Flexibility External and internal benefits Cost Short delivery lead-time Speed Quality On-specification products and services Reliable delivery Dependability Flexibility Frequent new products/services Wide range Volume and delivery changes Kostnadseffektivitet Cost means different things in different operations Hospital Bought-in materials and services Automobile plant Technology and facilities costs Bought-in materials and services Staff costs Staff costs Bus company Bought-in materials and services Staff costs Technology and facilities costs Supermarket Technology and facilities costs Bought-in materials and services Technology and facilities costs Staff costs 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 Cost External and internal benefits Cost Short delivery lead-time Speed Quality On-specification products and services Reliable delivery Dependability Flexibility Frequent new products/services Wide range Volume and delivery changes Vilken/vilka parametrar är viktigast? Polar diagrams for a taxi service versus a bus service Taxi service Speed Cost Bus service Dependability Quality Flexibility Polar diagrams on actual and required performance for a proposed police work method Required performance Actual performance Reassurance Efficiency Working with criminal justice agencies Crime reduction Crime detection 3. Produktionsstrategi Operations strategy is ….. “… the decisions which shape the longterm capabilities of the company’s operations and their contribution to overall strategy through the on-going reconciliation of market requirements and operations resources …” Market Requirements Operations Resources What you HAVE What you DO in terms of operations capabilities to maintain your capabilities and satisfy markets What you WANT from your operations to help you “compete” Strategic Reconciliation What you NEED to “compete” in the market Operations strategy is different from operations management Operations management Long-term for example, capacity decisions Demand Demand Time scale Short-term for example, capacity decisions Operations strategy 1-12 months 1-10 years Micro level of the process Macro level of the total operation Level of aggregation Detailed For example “Can we give tax services to the small business market in Antwerp?” Aggregated For example “What is our overall business advice capability compared with other capabilities?” Level of abstraction Concrete For example “How do we improve our purchasing procedures?” Level of analysis Philosophical For example “Should we develop strategic alliances with suppliers?” How is operations strategy different from operations management Operations Management Product/service design Process design Layout Technology Job design Capacity management Planning & Control JIT MRP Inventory control Quality control Operations Strategy Product/service innovation Process technology strategy Human resource strategy Capacity location, planning and dynamics Organization and systems development Supply network strategy Performance and improvement strategy The four perspectives on operations strategy Top - down Perspective What the business wants operations to do Operations resources Perspective Operations strategy What operations resources can do What day-to-day experience suggests operations should do Bottom - up Perspective Market requirement Perspective What the market position requires operations to do Top-down and bottom-up perspectives of strategy Corporate strategy Business strategy Operations strategy Emergent sense of what the strategy should be Operational experience The challenge of operations strategy formulation An operations strategy should be: Appropriate... Comprehensive... Coherent... Consistent over time...