Operations Strategy in Action: A Guide to the Theory and Practice of Implementation

Cover......Page 1
Copyright......Page 5
Contents......Page 6
Preface......Page 8
1.0 what is operations and why is itimportant?......Page 10
1.1 the concept of strategy......Page 11
1.2 historic approaches to strategy......Page 14
1.3 functional approaches......Page 18
1.3.1 manufacturing strategy......Page 19
1.3.2 transitions to a more developed view of operating......Page 22
1.3.3 still room for improvement?......Page 28
1.4 the need to develop an operations strategy......Page 30
1.4.2 bottom-up......Page 33
1.4.3 market requirements......Page 34
1.4.4 operations resources......Page 35
1.5 content of operations strategy......Page 38
1.5.1 process improvement......Page 40
1.5.2 process technology......Page 41
1.5.3 capacity strategy......Page 43
1.5.4 supply network strategy......Page 45
1.6 process of operations strategy......Page 49
1.7 summary......Page 50
2.0 the case for implementation: whyimplementation is an appropriatefocus for the operations manager......Page 52
2.1 existing frameworks andapproaches to operations strategyimplementation......Page 53
2.2.1 culture......Page 54
2.2.2 foundations......Page 55
2.2.3 process......Page 56
2.2.4 catchball......Page 57
2.2.5 limitations......Page 58
2.3 the ferdows and de meyer approach......Page 59
2.3.1 ferdows’s and de meyer’s (1990) research......Page 60
2.3.2 diff erent types of control......Page 61
2.4 hill’s approach......Page 62
2.4.1 developing a company-wide goal......Page 63
2.4.3 capability development......Page 65
2.5 the hayes/harvard approach......Page 66
2.5.1 stage 1: internally neutral......Page 67
2.5.2 stage 2: externally neutral......Page 68
2.5.3 stage 3: internally supporting......Page 69
2.5.4 stage 4: externally supportive......Page 71
2.5.5 forces and eff ects......Page 72
2.6 hill’s framework and the platts andgregory procedure......Page 74
2.7 the slack/warwick approach: theoperations strategy matrix......Page 77
2.7.1 marketing infl uence......Page 78
2.8.1 purpose: the strategic context......Page 79
2.8.3 process: the methodological context......Page 80
2.8.4 project management: the delivery perspective......Page 81
2.8.5 participation: the operational context......Page 82
2.9 pryor’s 5p approach to strategy implementation......Page 83
2.9.1 model components......Page 86
2.9.2 pryor’s 5ps aims......Page 88
2.10 conclusion......Page 89
3.0 introduction: operations strategy isnot easy......Page 91
3.1 the process of strategyimplementation......Page 94
3.2 a business school approach to the problem......Page 98
3.3 other approaches to developing astrategy implementation capability......Page 103
3.4 elements required for implementation......Page 105
3.5 the transition to the operations strategy process......Page 108
4.0 introduction......Page 112
4.1 what is creative thinking?......Page 113
4.1.1 the benefi ts of creative thinking......Page 114
4.1.2 paradigm shifts......Page 115
4.2 the appropriateness of techniques......Page 116
4.2.1 blocks to creativity......Page 117
4.2.2 mindset......Page 119
4.3 the power of pictures......Page 120
4.3.1 focuses attention......Page 121
4.3.3 shares thinking......Page 122
4.3.5 bridges missing information......Page 123
4.3.6 challenges self-imposed constraint (perception)......Page 124
4.4.1 identifi es structure, trends and relationships......Page 126
4.4.3 highlights key factors......Page 128
4.5 advice for implementation......Page 129
4.6 appraisal of existing techniques......Page 131
4.7 generation of actions: linking actions to operations objectives......Page 136
4.8 case study: japanese creativity......Page 137
4.8.1 incrementalism......Page 139
4.9 conclusion......Page 140
Note......Page 141
5.0 introduction......Page 142
5.1 shortcomings of existing methods......Page 143
5.3 the taps approach......Page 146
5.4 see-the-big-picture approach......Page 148
5.4.1 workshop 1: preparation for the building of a connectance diagram......Page 150
5.4.2 workshop 2: generating actions......Page 154
5.4.3 workshop 3: evaluating and prioritising......Page 158
5.5 winning support for the decision......Page 161
5.5.1 executive summary......Page 162
5.7 conclusion......Page 163
Notes......Page 165
6.0 introduction......Page 166
6.1 can project management beconsidered a strategic capability?......Page 169
6.2 project management as a tool ofstrategy implementation......Page 171
6.3 as a systematic approach to consistency......Page 178
6.4 supporting elements of project management......Page 182
6.5 elements required for considering project management in this way......Page 186
6.6 approaches to a development strategy......Page 187
6.7 employment of an external consultancy......Page 188
6.7.1 project coordinator......Page 189
6.7.2 true project managers and project leaders......Page 192
6.7.3 project team......Page 197
6.7.4 in-house project management capability......Page 200
6.8 internalising project management......Page 202
6.8.1 a hybrid structure......Page 205
6.9 creating and supporting a project management-based operations strategy implementation structure......Page 208
6.10 conclusion......Page 212
6.11 end remarks......Page 215
Notes......Page 216
References......Page 217
Index......Page 226