Page 509 - Operations Strategy

484 Index

capacity utilisation in lean operation 102 correspondence in operations strategy
capital availability 126–7 formulation 326
capital cost of process technology 202–3 cost
Carglass® (case study) 379–92 in BPR 109
Carroll, Lewis 348 capacity strategy 121
central functions in operations strategy in-house or outsourced decision 167
implementation 330–3 of investment in process technology 224
as curator 331 in lean operations 104
as facilitator 332 market requirements perspective on product/
as governor 330–1 service development 297–8
and information networks 332–3 operations strategy analysis and 287
as trainer 332 as performance objective 27, 59–61
Chase, R.B. 266 reputational risks 61
Checklist Manifesto 255–6 performance targets 243
Chew, Bruce 356 and quality in TQM 95, 99
Chopra, S. 192 sandcone model of improvement 251
Christensen, C.M. 361–3 cost structure of capacity strategy 127
Clean and Green (CAG) recycling services coupling in process technology strategy 206–7
(example) 316–17 criticality in operations strategy 326
Clever consulting (case study) 393–4 culture of improvement 237
clusters, location of 146–7 curator as central function in operations
Coase, Ronald 170 strategy 331
Coch, L. 334 customer objectives in Six Sigma 110
co-development mode 335 customers
codification in contracting 172 demand triggers in lean operation 101
cognitive trust in contracting 175 needs and expectations in TQM 94
coherence in operations strategy 325–6 processing process technology 199
Collis, D.J. 322
communities of practice (CoPs) 258–9 Davenport, T. 106
community factors in location of capacity 148–9 de Meyer, A. 250
company-wide solutions, drifting out of focus 87 decision areas in operations strategy 27–31
competencies and improvement 237 capacity 28
competitive benchmarking 245 development and organisation 28
competitive factors in performance process technology 28
objectives 63, 65 structural and infrastructural 30–1
delights 65–6 supply network 28
order-winners 63, 65 decision points in BPR 107
qualifiers 63, 65 Define, Measure, Analyse, Improve, Control
comprehensiveness in operations strategy 325 cycle 111–12
concept generation 288 delights 65–7
concept screening 288 delivery mode in operations strategy 335
confidence and involvement in operations Dell Computers 314
strategy implementation 336–7 change at (example) 319–20
connectivity in process technology 206–7 Delta Synthetic Fibres (DSF) (case study)
consultancy mode in operations strategy 335 395–400
content in operations strategy 25–31 demand and capacity change
decision areas 27–30 future, uncertainty of 125
performance objectives 25–7 lagging demand 136–8
continuous improvement 234–5, 237–8 leading demand 136–8
contracting in purchasing and supply 172–81 smoothing 136–8
and contracts 172–3 demand forecast updating 186, 188
e-procurement 177–9 demand matching process technology 203
electronic marketplaces 178–9 Deming, W.E. 98
first/second/third/fourth party dependability
logistics 179–80 in BPR 109
Cooper Bikes (example) 180–1 capacity strategy 121
corporate social responsibility (CSR) 49–50 in in-house or outsourced decision 167
and trade-offs in performance 79–80 investment in process technology 223

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