Indian Institute of Management Bangalore
Operations Strategy
Tentative Course Outline
PGP: 2004-05
Term: V
Faculty: L.S.Murty
Credits: 3
Course Objectives
To understand the strategic role of manufacturing and how it can be forged into a competitive
weapon. To understand the linkages between different decision areas in manufacturing to ensure
consistency. To devise manufacturing change programs that build internal capabilities and make
manufacturing internally and externally supportive.
Concept and Framework for Operations Strategy
Linking manufacturing strategy with corporate strategy; manufacturing tasks and mission;
manufacturing focus; elements of a manufacturing strategy; a framework for understanding the
process of formulation of manufacturing strategy, bringing about change, improving capabilities.
Capacity and Facilities Planning
Determining the type, size, amount and timing of new capacity in the light of strategy. The
linkage with outsourcing and vertical integration
Formulating and Implementing Operations Strategy
Formulating and Implementing Operations Strategy consistent with the manufacturing tasks, such
as cost, quality, flexibility, delivery, innovation. Organizing for manufacturing, role of people.
Technology and Product Development Strategies
Concept of and need for technology and product development strategies in the current
competitive environment. Illustrations of how firms have implemented it.
Paradigms in Operations
Several paradigms have emerged including the Toyota Production Systems or Lean
Manufacturing, Agile Manufacturing, and Quick Response. In what context is each relevant?
Implementing Change and Building Capabilities
The role of capabilities in establishing competitive advantage: the Operations perspective
contrasted with other functional approaches. Challenges in implementing change.
Course Evaluation
Case Analyses
Case Presentations
Examination
Term Project
1
20%
10%
40%
30%
MODULE 1. Introduction
1.
Case: Blitz Company
Read: Manufacturing – Missing Link in corporate strategy, HBR March April 1969
2.
Read: 1. Focused Factory, HBR, May June 1974
2. Competing through Manufacturing, HBR Jan Feb 1985
3.
Case:
American Connector Company (A)
MODULE 2. Capacity and Facilities Planning
4.
Case: YETI Consultants
Read: Chapters 3 and 4, Restoring our Competitive Edge
5.
Case: Applichem (A)
Read: Chapters 3 and 4, Restoring our Competitive Edge
Look beyond the obvious in plant location
6.
Case: Indalex Ltd.
Read: Chapters 3 and 4, Restoring our Competitive Edge
MODULE 3. Formulating and Implementing Operations Strategy
7.
Case:
Madras Refineries Limited
8.
Case:
Just in Time at Eicher Tractors
People make it happen
MODULE 4. Technology and Product Development Strategies
9.
Case: Plus Development Corporation (A)
Read: Rigid Disk Drives – An Industry Note
10.
Case: Eli Lilly and Company: Drug Development Strategy (A)
Read: Regaining the lead in manufacturing
11.
Case: BMW: The 7-Series Project (A)
Read: The Dynamic Aspect of Product Development Capabilities
Another look at how Toyota integrates product development
A second look at Japanese product development
MODULE 5. Paradigms in Manufacturing
12.
Read: 1. The Rise of Lean Production (from Machine that Changed the World)
2. Running the Factory (from Machine that Changed the World)
3. Total Framework of the Toyota Production System
4. Fast, global, and entrepreneurial supply chain management, Hong Kong style
13.
Continuation of previous session
2
14.
Case: Chaparral Steel
Read: Agile Manufacturing: To be distributed
What strategy can do for technology
15.
Case: Sport Obermeyer Ltd.
Read: Making supply meet demand in an uncertain world
MODULE 6. Implementing Change and Building Capabilities
16.
Case: Infosys Ltd. (to be distributed)
Read: Growth Models for Top Indian Software Firms
17.
Case:
The Rogers Corporation
18.
Case:
Eli Lilly and Company – The Flexible Facility Decision
19.
Case:
Copeland Corporation: Evolution of a Manufacturing Strategy (A)
20.
Course Review
Read: Beyond World Class: The new manufacturing strategy
What is Strategy?
Reading Materials Kit
The reading materials come to you in two kits – one is spiral bound and consists of the articles;
and the other is a set of cases. This packaging is chosen for your reading convenience.
References
Dynamic Manufacturing by R.Hayes, S.Wheelwright and K.Clark
Managing Quality by D.Garvin
Manufacturing in the Corporate Strategy by Wickham Skinner
Manufacturing Strategy – Process and Content by Christopher A Voss
Manufacturing: the Formidable Competitive Weapon by Wickham Skinner
Measures for Manufacturing Excellence by Robert Kaplan
Restoring our Competitive Edge: Competing through Manufacturing by R.Hayes and
S.Wheelwright
The Uneasy Alliance: Managing the Productivity –Technology Dilemma by K.Clark, R.Hayes
and C.Lorenz.
3