the design, operation, and improvement of the pro- duction system
that creates the firm's primary products and services
2.The Five P's:
People, plants, parts, processes, and planning and control
3.Strategic Decisions:
long range business plans such as the acquisition of new resources
4.Tactical Decisions:
medium range, typically for the utilization of existing re- sources
5.Operational Decisions:
narrowly focused for a short time frame, involving the execution of
schedules or control activities
6.Operations Strategy:
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, concerned with setting broad policies and plans for using the production
resources of the firm to best support the firm's long term competitive
strategy
7.Stage 1-Internally Neutral:
Objective here is limited to minimizing the downside (don't mess up)
8.Stage 2-Externally Neutral:
Here operations is only required to match the per- formance of the
competition. Industry practice is followed but not initiated (keep up with
the joneses)
9.Stage 3-Internally Supportive:
A strategy is formulated and adhered to. process- es and technologies
are screened for strategic consistency (be consistent with corporate
strategy)
10.Stage 4-Externally Supportive:
Operations is used to its fullest capability to seek a competitive
advantage. Fully involved with all major decisions, adopting a
proactive rather than reactive role
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