生产运营战略与竞争力.pptx

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1、第一节 生产运作战略的基本概念An effective operations management effort must have a mission so it knows where it is going and a strategy so it knows how to get there第1页/共27页一、企业的使命与战略1.Mission Organizations mission states the rationale for the organizations existence and its objective to be achieved.Once an organi

2、zations overall mission has been decided,each functional area within the firm determines its supporting mission.第2页/共27页 2.Strategy Strategy is an organizations action plan to achieve the mission.Each functional area has a strategy for achieving its mission and for helping the organization reach the

3、 overall mission.Please refer to the example in textbook P18&p20 第3页/共27页战略的层次关系企业战略：一是选择企业经营范围和领域，二是在各事业部之间进行资源分配事业部战略：是在选定的事业范围内，如何去竞争，因此也称竞争战略运作战略：生产、财务、营销 战术解决“如何做”，运作解决具体的“做”的问题第4页/共27页战略选择企业战略：单一事业、垂直一体化、水平一体化、多元化经营战略：成本领先（抢饼吃）、差异化（做饼吃）、集中一点职能战略：质量效率响应速度竞争优势成本、差异创新第5页/共27页二、生产运作战略生产运作战略生产运作战略与

4、企业经营战略第6页/共27页1.生产运作战略生产运作战略在企业经营战略的总体框架下，决定如何通过运作活动来达到企业的整体经营目标。它通过对企业各种资源要素和内外部环境的分析，对和生产与运作管理以及生产运作系统有关的基本问题进行分析和判断，确定总的指导思想以及一系列决策原则。第7页/共27页2.生产运作战略与企业经营战略公司级经营战略事业部级战略职能级战略参见p20区别第8页/共27页第二节 生产运作战略制定生产运作战略的内容生产运作战略制定的影响因素生产运作战略与产品的寿命周期第9页/共27页一、生产运作战略的内容 1、生产运作总体战略 自制或购买 低成本和大批量 多品种和小批量 高质量 混合

5、策略第10页/共27页2、产品/服务、生产系统的设计选择The 10 decisions of OM that support missions and implement strategies:Goods and service designProcess and capacity designQualityLocation selectionLayout designHuman resource and job designSupply-chain managementInventorySchedulingMaintenance第11页/共27页Components of the P/OM

6、 MissionP/OM Mission and StrategyLocationProcurementHuman Resources&Job DesignInventoryReliability and MaintenanceProcess DesignLayoutSchedulingQuality ManagementProduct Design第12页/共27页二、生产运作战略制定的影响因素企业外部因素国内外宏观经济环境和经济产业政策市场需求及其变化（生产系统）技术进步（新产品、新方法、新工艺）供应市场（质量、时间）企业内部因素企业整体经营目标与各部门职能战略企业能力第13页/共27页三

7、、生产运作战略与产品寿命周期 1.产品的寿命周期IntroductionGrowthMaturityDeclineStereo TVSmartPhonesHome ComputerColor TVBlack&White TVSales0Time第14页/共27页2.不同寿命阶段的生产运作战略IntroductionGrowthMaturityDeclineProduct design and development criticalFrequent product and process design changesShort production runsHigh production co

8、stsLimited modelsAttention to qualityForecasting criticalProduct&process reliability Improvements and options of competitive advantagesIncrease capacityEnhance distributionStandardizationLess rapid product changesOptimum capacityIncreasing stability of processLong production runsProduct improvement

9、and cost cuttingLittle product differentiationCost minimizationOvercapacity in the industryPrune line to eliminate items not returning good marginReduce capacity第15页/共27页Strategy and Issues During A Products Life CycleBest period to increase market shareR&D engineering are criticalProduct design and

10、 development are criticalFrequent product and process design changesOver-capacityShort production runsHigh skilled-labor contentHigh production costsLimited number of modelsUtmost attentions to qualityQuick elimination of market-revealed design defectsCompany Strategy&IssuesP/OM Strategy&IssuesIntro

11、duction第16页/共27页Strategy and Issues During A Products Life CyclePractical to change prices or quality imageMarketing is criticalStrengthen nicheForecasting is criticalProduct and process reliabilityCompetitive product improvements and optionsShift toward product orientedEnhance distributionCompany S

12、trategy&IssuesP/OM Strategy&IssuesGrowth第17页/共27页Strategy and Issues During A Products Life CyclePoor time to increase market shareCompetitive costs become criticalPoor time to change price,image,or qualityDefend position via fresh promotional and distribution approachesStandardizationLess rapid pro

13、duct changes and more minor annual model changesOptimum capacityIncreasing stability of manufacturing processLower labor skillsLong production runsAttention to product improvement and cost cuttingRe-examination of necessity of design compromisesCompany Strategy&IssuesP/OM Strategy&IssuesMaturity第18页

14、/共27页Strategy and Issues During A Products Life CycleCost control critical to market shareLittle product differentiationCost minimizationOvercapacity in the industryPrune line to eliminate items not returningGood marginReduce capacityCompany Strategy&IssuesP/OM Strategy&IssuesDecline第19页/共27页第三节 生产运

15、作战略的竞争优势选择从生产运作管理的角度而言，在选定了经营产品与服务范围之后，另一个重要的方面就是如何高效率地生产这些产品与服务，并将它们高效益地提供给顾客，以保持企业的竞争优势。所谓竞争优势是指一个企业在其生产或服务系统中所必须拥有、相对于竞争对手具有优越性、并以此支持它赢得市场需求的要素或能力。第20页/共27页一、生产运作战略的竞争要素1.成本-低成本2.质量-高性能、高标准设计，稳定可靠3.交货速度（时间）-供货速度，准时供货，新产品开发速度4.柔性（灵活性）-对顾客特除要求的适应能力，对需求量变化的应变能力第21页/共27页不同时期的核心竞争要素工业化初期，消费水平低，“有没有”，产

16、品便宜、可用随着消费水平的提高，“好不好”，质量当质量和价格达到一定水平，品种，柔性时间信誉，问题的解决，由产品或服务向产品和服务转变第22页/共27页二、竞争要素的选择 Identify Critical Success FactorsCritical success factors are those relatively few activities that make a difference between having and not having a competitive advantage.Competing on Differentiation/cost/response第

17、23页/共27页三、制造业企业的生产运作战略制造业企业生产运作战略的主要目的在于根据市场条件和所生产产品的类别识别和确定适合企业自身的竞争要素，并将这些竞争要素转化为对生产活动的具体要求和衡量指标，同时制定必要的计划与改进措施，以保证在生产运作方面具有足够的能力去实现和发挥企业的竞争优势。参见p28表2-4第24页/共27页四、服务业的生产运作战略制造业企业运作战略的竞争要素对服务业也具有同样的意义但必须注意服务业的特殊要素，诸如服务的可得性、方便性、声誉等。在服务生产中，服务水平的高低在一定程度上体现了竞争优势的强弱。第25页/共27页Richard Chase 对服务水平的划分便利性服务熟练服务优质服务世界级水平服务（world-class)第26页/共27页感谢您的观看！第27页/共27页