slide manajemen operasi (chapter 05)
TRANSCRIPT
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OPERATIONS MANAGEMENTOPERATIONS MANAGEMENTINTEGRATING MANUFACTURING AND SERVICESINTEGRATING MANUFACTURING AND SERVICES
FIFTH EDITIONFIFTH EDITION
Mark M. DavisMark M. DavisJanelle HeinekeJanelle HeinekeMark M. DavisMark M. Davis
Janelle HeinekeJanelle Heineke
Copyright ©2005, The McGraw-Hill Companies, Inc.Copyright ©2005, The McGraw-Hill Companies, Inc.
PowerPoint Presentation by PowerPoint Presentation by Charlie Cook, The University of West AlabamaCharlie Cook, The University of West Alabama
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CHAPTER
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
Copyright Copyright © © 2005 The McGraw-Hill Companies. All rights reserved.2005 The McGraw-Hill Companies. All rights reserved.
Integrating Manufacturing and Services5
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CHAPTER OBJECTIVES• Demonstrate the importance of aligning the goods and services
components of the product bundle.
• Present several frameworks that provide insights for integrating manufacturing and services.
• Introduce alternative approaches for using services to create value for manufacturing firms.
• Illustrate how services can add value to goods.
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Managerial Issues
• Trend toward a single global economy–Increased availability and quality of products
• Shorter product life cycles–Rapid commoditization of products
• Products are now a bundle of benefits–Services in support of its goods has become a means of differentiating a firm’s products.
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Managerial Issues
• Bundle of Benefits–The overall product offering that includes goods and services.
–Order Qualifiers• The minimum characteristics of a firm or its products
that a firm must have to be considered as a source of purchase.
–Order Winners• The characteristics of a firm that distinguish it from its
competition so that it is selected as the source of purchase.
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The Increasing Role of Service in Manufacturing• Examples of Services
– Warranties– Customer support– Leasing, licensing, and rentals
• Service adds value (and profitability)– Service margins can be greater than
associated product margins
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Increased Emphasis on Services
Exhibit 5.1
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Defining Levels of Added Service:Little “s”
• Little “s,” or Operational, Services– Services from primarily within the firms’
operations that are applied to existing products function to make them more attractive to customers.
• Availability: speed of delivery is an important factor in buying a product.
• Customization: modifying the standard product offering to meet the needs of each individual customer is now possible due to advances in manufacturing technologies.
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Defining Levels of Added Service:Big “S”
• Big “S,” or Strategic, Services– Services that require coordination across
organizational (functional) boundaries that exist between within a strategic business unit (SBU), between SBUs, or even between independent organizations.
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The Service Factory’s Roles
• Consultant– Utilizing the expertise of factory workers to
address customer-related issues, especially with respect to problem solving.
• Showroom– Using the factory floor to demonstrate to
customers the technical expertise and the quality of the processes used to manufacture goods or components.
• Dispatcher– Using the factory for after-sales service support,
especially in solving problems with new products.
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Customer’s Activity Cycle
Exhibit 5.2Source: Reprinted from From Tin Soldiers to Russian Dolls: Creating Added Value through Services Sandra Vandermerwe (Oxford, England: Butterworth-Heinemann), © 1993, with permission by Elsvier.
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Integration of Manufacturing and Services
• The Customer’s Activity Cycle (CAC)
Component Actions
Pre-purchase activities Being responsive to customer inquires and the ability to demonstrate technical expertise.
Purchase activities Actual sale and delivery of the product and collecting payment.
Post-purchase activities After-sales service and product warranties
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Examples of Activities within the Customer’s Activity Cycle
Exhibit 5.3
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Downstream Activities (Wise and Baumgartner)
Service Strategy Function
Embedded Services Specific functions that are a part of the product itself.
Comprehensive Services The manufactured product is “married” to additional services.
Integrated Solutions Combining product and services into a seamless offering that addresses a specific customer requirement.
Distribution Control Manufacturing goes downstream to assume responsibility for product distribution.
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Additional Approaches for Integrating Manufacturing and Services• Demonstration of Knowledge and Expertise
– Reassuring customers by allowing them to view the production process and to have access to production employees.
• Improved Product Performance– Using technology to anticipate and correct
problems before they occur or to reduce response time.
• Customer Training– Providing product training to customers to build
product loyalty and increased use of products.
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Additional Approaches for Integrating Manufacturing and Services (cont’d)• Customer Training
– Providing product training to customers to build product loyalty and increased use of products.
• Expanded Product Capabilities– Providing services in the form of additional
product capabilities that go beyond the primary function of the product itself.
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Focusing on Core Capabilities
• Core Capabilities
–Specific strengths that allow a company to achieve its competitive priorities.
–The skill or set of skills that the operations management function develops that allows the firm to differentiate itself from its competitors.
• Focusing is achieved by:
–Divesting non-critical activities.
–Subcontracting ancillary activities and services.
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The Impact of Technology
• The Internet
– Helps firms offer services that replace goods.
– Allows firms to offer 24 × 7 service while at the same time being cost effective.
– Has reduced the cost of transmitting information while increasing the speed and the amount of data that can be sent between individuals.