Page 511 - Operations Strategy

486 Index

functional structures for product/service incremental commitment in product/service
development 304 development 296
future of jobs 207–8 indirect process technology strategy
198–9
Galvin, R. 200 information networks as central function in
General Electric (GE) 110 operations strategy 332–3
geographic focus 84 information processing process technology
gig economy (example) 170–1 strategy 199
Go figure (example) 205 information technology (IT) in process
Goold, Michael 350 technology strategy 213–16
governor as central function in operations infrastructural decision areas in operations
strategy implementation 330–1 strategy 30–1
in-house networks in product/service
Hagen Style (case study) 414–15 development 300–1
Hartford Building Society (case study) 416–21 in-house or outsourced decision 167
Hassabis, Dr. Demis 205 innovation
Hayes, R. 209, 266–8 Henderson–Clark model 275–6
heart surgery: economies of scale in relationship between design, creativity,
(example) 129 and 273–4
Heathrow Terminal 5 46–7 S-curve 274–5
Henderson–Clark model 275–6 innovator’s dilemma 362–3
high-tech industries, clustered 147 instability in supply networks 186–7
Hofstede, G. 343–5 intangible resources in process technology
Hoover, William (example) 285–6 strategy 226
hotel chain: decision areas 31 Intel 314
example 168–9
IBM 324 internal benchmarking 246
Ideo: service design (case study) 422–40 internal customers and suppliers
IKEA (examples) 22–3, 296 in BPR 107
importance–performance mapping in TQM 94
for improvement strategy 246–51 internal effects of performance
matrix for 247–50 objectives 61–2
improve zone on importance–performance international benchmarking 246
matrix 248 intervention risk 356–8
improvement type I and type II errors 357–8
in BPR 106–7 investment, improvement by 237
enhanced in lean operation 101
of process in Six Sigma 113 jobs, future of 207–8
structured cycles in Six Sigma 111–12 Johnson, David 315
structured training in Six Sigma 112 Johnson, Dr. Mark 163
supporting 95 just-in-time see lean operations
improvement cycles 238–9
improvement strategy 36, 233 Kaplan, R.S. 349
capabilities see capabilities knowledge management 256–60
direction, setting 240–6 technologies 303
performance measurement 241–6 knowledge model 260–2
importance–performance mapping 246–51 combination 261–2
matrix for 247–50 externalisation 261
sandcone theory 250–1 importance of 262–3
market capabilities, developing 263–8 internalisation 262
external ideas 264–6 socialisation 261
four-stage model 266–8 Kodak (example) 284
operations improvement 233–40 Kroc, Ray 264–5
continuous and breakthrough 234–5,
237–8 labour costs in location of capacity 147
direct, develop, deploy 239–40 lagging demand and capacity change 136–8
exploitation or exploration 235–6 leading demand and capacity change 136–8
improvement cycles 238–9 lean health care (example) 105

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