Page 510 - Operations Strategy

Index 485

in lean operations 104 exploitation/exploration improvement
market requirements perspective on product/ operations 235–6
service development 294–5, 297 external benchmarking 246
operations strategy analysis and 287 external effects of performance objectives 61–2
as performance objective 27
performance targets 242 facilitator as central function 332
sandcone model of improvement 251 failure costs 95
in TQM 99 Ferdows, K. 250
deploy improvement operations 239–40 financial services, clustered 146–7
design evaluation in product/service financial terms in process technology 220–1
development 289 life cycle costs 221–2
develop improvement operations 239–40 limitations on 222
development and organisation strategy 28 on market requirements 222–4
digital camera (example) 284 net present value 222
Digital Equipment Corporation 361 Fisher, M.C. 190
direct improvement operations 239–40 flexibility
direct process technology strategy 198–9 in BPR 109
direction setting in improvement of capacity provision 132–3
strategy 240–6 capacity strategy 121
Disneyland Resort Paris (case study) 405–11 in in-house or outsourced decision 167
do/buy analysis 169–70 in lean operations 104
Dow Corning (example) 311–12 market requirements perspective on product/
Dresding Medical (DM) (case study) 412–13 service development 295–6
Drucker, Peter 273 incremental commitment 296
Dubai Terminal 3 47 newspaper metaphor 295–6
Duhigg, C. 207 operations strategy analysis and 287
dyads 156–8 as performance objective 27, 59
Dyson, James (example) 285–6 performance targets 243
in process technology strategy 210–11
economic bottom line (Profit) 52 on investment 224
economies of scale in 127–33 sandcone model of improvement 251
education and involvement in operations in TQM 99
strategy implementation 337 focused operations 80–7
efficient frontier in trade-offs of benefits and risks of 86–7
performance 76–7 concept of 81–2
electronic marketplaces 178–9 drifting out of focus 87
EMI 360 as operations segmentation 81–2
energy costs in location of capacity 148 operation-within-an-operation concept 82
enterprise IT in process technology 213 types of 83–5
enterprise resource planning (ERP) 213–16 forecast demand and capacity strategy 123–4
criticisms of 215–16 Formula One (example) 265–6
lessons from 216 formulation of operations strategy 309, 310–26
supply network ERP 215 alignment, role of see alignment
what it is 214–15 analysis required 320–3
environmental bottom line (Planet) 51–52 capabilities 322–3
e-procurement 177–9 market requirements 320
Eureka Knowledge Management System resource capabilities 320–2
(example) 259–60 challenges to 323–4
European Foundation for Quality Management completion of 324–6
(EFQM) 97, 98 four-stage model of developing market
excellence in operations strategy 2–9 capabilities 266–8
different operations 4–6 Foxconn (example) 61
levels of analysis 3–4 French, J.P.R. Jr. 334
networks 3–4 function IT in process technology 213
excess capacity, change 139–40 functional benchmarking 246
‘excess?’ zone on importance–performance functional matrix structures for product/service
matrix 249 development 304
explicit knowledge 257 functional strategy model of operations 37–8

Z20 Operations Strategy 62492.indd 485 09/03/2017 14:48