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    Homework Answers CH 2

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    Sadam Mangnejo
    1. While a factory may produce high quality products fast and flexibly, it could still provide poor customer service if it does not consider customer needs in its strategy. The ultimate judge of success is how the customer rates the overall service or product, not just its technical qualities. 2. Even organizations that do not compete internationally should aim to be world class within their industry. Benchmarking against best practices globally helps drive strategic improvements. Additionally, the internet eliminates geographical boundaries and exposes all organizations to global competition. 3. The major priorities of operations strategy were traditionally seen as tradeoffs between cost, quality, delivery, and flexibility. However, more recent views argue these can improve simultaneously, and all may be necessary for competitive

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    Homework Answers CH 2

    Uploaded by

    Sadam Mangnejo
    241 views2 pages
    1. While a factory may produce high quality products fast and flexibly, it could still provide poor customer service if it does not consider customer needs in its strategy. The ultimate judge of success is how the customer rates the overall service or product, not just its technical qualities. 2. Even organizations that do not compete internationally should aim to be world class within their industry. Benchmarking against best practices globally helps drive strategic improvements. Additionally, the internet eliminates geographical boundaries and exposes all organizations to global competition. 3. The major priorities of operations strategy were traditionally seen as tradeoffs between cost, quality, delivery, and flexibility. However, more recent views argue these can improve simultaneously, and all may be necessary for competitive

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    Homework Answers Ch 2

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    1. While a factory may produce high quality products fast and flexibly, it could still provide poor customer service if it does not consider customer needs in its strategy. The ultimate judge of success is how the customer rates the overall service or product, not just its technical qualities. 2. Even organizations that do not compete internationally should aim to be world class within their industry. Benchmarking against best practices globally helps drive strategic improvements. Additionally, the internet eliminates geographical boundaries and exposes all organizations to global competition. 3. The major priorities of operations strategy were traditionally seen as tradeoffs between cost, quality, delivery, and flexibility. However, more recent views argue these can improve simultaneously, and all may be necessary for competitive

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    241 views2 pages

    Homework Answers CH 2

    Uploaded by

    Sadam Mangnejo
    1. While a factory may produce high quality products fast and flexibly, it could still provide poor customer service if it does not consider customer needs in its strategy. The ultimate judge of success is how the customer rates the overall service or product, not just its technical qualities. 2. Even organizations that do not compete internationally should aim to be world class within their industry. Benchmarking against best practices globally helps drive strategic improvements. Additionally, the internet eliminates geographical boundaries and exposes all organizations to global competition. 3. The major priorities of operations strategy were traditionally seen as tradeoffs between cost, quality, delivery, and flexibility. However, more recent views argue these can improve simultaneously, and all may be necessary for competitive

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    © All Rights Reserved
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    Download as docx, pdf, or txt
    of 2

    CHAPTER 2

    OPERATIONS STRATEGY AND COMPETITIVENESS


    Review and Discussion Questions
    1. Can a factory be fast, dependable, flexible, produce high-quality products, and still provide
    poor service from a customers perspective?
    Yes, if a customers needs are not considered and does not influence strategy development, an
    organization could be delivering the wrong service or product. Even though the product or
    service is delivered fast, dependable, and flexible in design and features and is of high technical
    quality, overall service could be rated poor by a customer who demands a different mix of
    features and attributes. It is often best not to be fastest to the market, but to be the best firm in the
    market as judged by the ultimate customer.
    2. Why should a service organization worry about being world class if it does not compete
    outside its own national border? What impact does the Internet have on this?
    As the environment changes, firms can find themselves faced with competition from outside their
    industry or from outside their home country. Even if they do not, the principles of a world class
    firm can be applied to any and all manufacturing and service concerns. Benchmarking or rating
    your firms performance to the best in your industry or class can provide future strategic
    directions for improvements.
    The Internet is global by its very nature. Retail stores must now compete with Internet stores.
    Local auction houses will be in competition with Internet auction sites such as eBay. Virtually all
    organizations will be impacted in some form by the Internet. It is important that this impact be
    considered.
    3. What are the major priorities associated with operations strategy? How has their relationship
    to each other changed over the years?
    The four major imperatives are cost, quality, delivery, and flexibility. In the sixties, these four
    imperatives were viewed from a tradeoffs perspective. For example, this meant that improving
    quality would result in higher cost. However, more recent thought posits that these four
    imperatives can improve simultaneously, and in many industries may be necessary for success.
    The problem then becomes one of prioritizing and managing towards orderly improvement.
    4.

    Operations Strategy and Competitiveness

    5.
    6.
    7.
    8. What is meant by the expressions order winners and order qualifiers? What was the order
    winner(s) for your last purchase of a product or service?
    Order winners are dimensions that differentiate the product or service or services of one firm
    from another. Order qualifiers are dimensions that are used to screen a product or service as a
    candidate for purchase. Obviously, answers will vary for the order winners from your last
    purchase.
    9.
    10. What are the typical performance measures for quality, speed of delivery, and flexibility?
    The typical performance measure for quality is percent defective or yield rate. Other quality
    indicators include environmental measures of toxic waste produced, scrap, rework, and waste.
    Scrap is categorized as engineered or nonengineered scrap.
    Speed of delivery is measured by length and variability in product lead time.
    Flexibility is measured by the number of products sold, and the time required to get a new
    product to market.

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