1 II. Operations Strategy and Process Choice 1. Operations Management and Competitive Advantages – “An Efficiency Drive” – “Case Study: Burger Time” 2. Process Types and The Product-Process Matrix 3. Case Discussion: Kristen’s Cookies 4. Process Flow Diagram and Gantt Chart
II. Operations Strategy and Process Choice. Operations Management and Competitive Advantages “An Efficiency Drive” “Case Study: Burger Time” Process Types and The Product-Process Matrix Case Discussion: Kristen’s Cookies Process Flow Diagram and Gantt Chart. An Efficiency Drive. - PowerPoint PPT Presentation
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• Is drive-through a good deal for the restaurants?
• What are the efforts to save time?
• Implications
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Case Discussion: Burger Time
• What are the major operational differences between McDonald’s and Burger King?
• How do these differences relate to each company’s competitive strategies?
• What implications do these differences have for the management of operations?
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Competitive Advantages and Operations Management
Competitive Advantages
• Price – Cost
• Quality– Customer service– Consistent quality
• Time– Rapid, reliable delivery
• Variety
Operations Management • Match supply with demand• Quantitative methods and
qualitative strategies to• ensure efficient use of
resources
• find the right balance between competing objectives
• improve performance along multiple dimensions simultaneously
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Performance Dimensions in Retail Banking
• Quality: courteous services, consistency (reliability), accurate information (credibility), empathy, timely information (customer responsiveness), conformance, employee skill and knowledge
• Time: delivery speed (waiting time), convenient services (access), on time delivery (account statements), handling customer complaints
• Flexibility: a broad line of financial products, system responsiveness, new product introduction speed, rapid staff changes, customizations
• Cost: cost effective back and front-office labor productivity, cost effective back-office technology innovations, transaction processing costs
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The changing sources of competitive advantage
• Low Cost & Scale Economies (< 1960s)
• Focused Factories (mid 1960s)
• Flexible Factories and Product variety (1970s)
• Quality (1980s)
• Time (late 1980s-1990s--> )
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Process types: Match Supply with Demand• Economics
• Two options• Make supply after demand: Make to order (MTO)
• Make supply before demand: Make to stock (MTS)
• Matching supply with demand means
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Process Types: Resource Types and Layout• Job Shop process
– General purposed/flexible resources– Process focused layout: Jobs have flexible routing, go from one resource
to another as needed– Wide variety of products, customized products
• Batch process– Similar to JS, but with larger lot sizes, some EOS, more commonality in
the resources required, still not cost effective to build a dedicated assembly line.