Page 98 - Operations Strategy

TRAdE-Offs – ARE THEy inEviTAblE? 73

Figure 2.10 market requirements, operations resources and strategic reconciliation
at vW over 70 years

Operations Strategic Market
resources reconciliation requirements

1946–51 Building up Emerging,
Implementing capacity and Simple any working
design
strategy capability vehicle

1952–58 Systemisation Maturing,
Continuity of of resources Standardised simple robust
design
strategy and processes vehicle

Minor More
1959–64
Minor change reconfiguration New 1500 sophisticated
and continuity for new model performance,
model quality

Uncertain
1965–70 Fragmented Multiple
Searching for acquisition of new rejection of
viable strategy new resources designs VW traditional
products

Clarifying
1971–75 Adapt best Defined
Emergent practices from range around style,
quality and
strategy enlarged group
variety
1976–89
Continuing Accommodate Product Segmentation
with minor new models development around performance,
paths
style and variety
and acquisitions
changes
Drastic
1990–96 reconfiguration Design for Increasingly
Major change to increase low-cost competitive
(internal) e“ciency, manufacture around price
reduce costs

Continuous
1997–2000 process Common Branding with
Implementing improvement product price, quality
strategy and cost platforms and style
reduction

2001–present Lean process Increasingly
Implementing improvement and Modular competitive
global more low-cost design around price
strategy locations and innovation

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