Page 13 - Operations Strategy

xii LIST OF FIgureS, TAbLeS And exhIbITS FrOm CASe STudIeS
Figure 2.3 Broad objectives for a parcel delivery operation applied
to stakeholder groups 49
Figure 2.4 Significant times for the delivery of two products/services 58

Figure 2.5 Different product groups require different performance
objectives 64
Figure 2.6 Polar diagrams for newspaper collection (NC) and general
recycling (GR) services and a proposed police performance
method 64
Figure 2.7 Qualifiers, order-winners and delights expressed in terms of
their competitive benefit with achieved performance Note.
There is an erosion of delights and order winners over time 65
Figure 2.8 What is the operation doing today to develop the capabilities
which will provide the ‘Delights’ of the future? 67

Figure 2.9 The effects of the product/service life cycle on operations
performance objectives 68
Figure 2.10 Market requirements, operations resources and strategic
reconciliation at VW over 70 years 73
Figure 2.11 The efficient frontier 77

Figure 2.12 To what extent do ethical and financial performance trade-off? 78
Figure 2.13 Burning bridges behind you increases commitment but
reduces flexibility 85

Figure 3.1 This chapter concerns how some organisations use ‘approaches’
to operations improvement as substitutes for strategy 91
Figure 3.2 EFQM excellence model 98

Figure 3.3 TQM elements in the four operations strategy decision
categories 99
Figure 3.4 (a) Traditional and (b) lean synchronised flow between stages 100

Figure 3.5 Lean elements in the four operations strategy decision
categories 104

Figure 3.6 BPR advocates reorganizing (reengineering) processes to reflect
the natural ‘end-to-end’ processes that fulfill customer needs 107
Figure 3.7 BPR elements in the four operations strategy decision categories 109

Figure 3.8 The DMAIC cycle of define, measure, analyse, improve
and control 111
Figure 3.9 Six Sigma elements in the four operations strategy decision
categories 114
Figure 3.10 Each of the ‘new approaches’ positioned in terms of their
emphasis on what changes to make or how to make the
changes, and whether they emphasise rapid or gradual change 117

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