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LIST OF FIgureS, TAbLeS And exhIbITS FrOm CASe STudIeS xv
Figure 7.11 The Nonaka and Takeuchi knowledge model 261
Figure 7.12 Process control may be one of the most operational tasks,
but it can bring strategic benefits 263
Figure 7.13 Deploying operations capabilities to create market potential
means ensuring that the operations function is expected
to contribute to market positioning 264
Figure 7.14 The four-stage model of operations contribution 267
Figure 8.1 Issues covered in this chapter 272
Figure 8.2 The relationship between creativity, innovation and
design 274
Figure 8.3 The S-shaped curve of innovation 274
Figure 8.4 The Henderson–Clark Model 275
Figure 8.5 The increasing strategic importance of product and service
development 277
Figure 8.6 The link between product/service and process development
can be closer in service industries 282
Figure 8.7 Operations strategy analysis for product and service
development 287
Figure 8.8 A typical ‘stage model’ of the product and service
development process 288
Figure 8.9 (a) The idealised development funnel (b) The development
funnel for one company 291
Figure 8.10 (a) Sequential arrangement of the stages in the development
activity (b) Simultaneous arrangement of the stages in
the development activity 292
Figure 8.11 Slow or delayed development times, which can be
the result of quality or flexibility failures, will increase
costs and can reduce revenue 297
Figure 8.12 The ‘vicious cycle’ of under-resourcing development capacity 299
Figure 8.13 Organisation structures for design processes 305
Figure 9.1 This chapter concerns the formulation and implementation
stages of the process of operations strategy 309
Figure 9.2 In operations strategy ‘fit’ is the alignment between market
and operations capability 311
Figure 9.3 Align operations resources with market requirements or align
market positioning with operations resources capabilities 313
Figure 9.4 Alignment over time at CAG Recycling Services 317
Figure 9.5 ‘Fit’ is concerned with ensuring comprehensiveness,
correspondence, coherence and criticality 325
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