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BACK TO 100 examples in Business, Operations and
Engineering. |
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Introduction Global Operations Management. |
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Ch 1 Introduction, History, Globalization |
Ch 4 ...Improving Global Supply Chain .....................Performance |
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Ch 2 Operations in Global Business Strategy |
Ch 5 ...Pushing The Limits of Global ..............Operational Performance. |
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Ch 3 Improving Operations Performance |
Notes below, with Case Concerns. |
People Experience globalization differently depending on their occupation, home
country,company,industry and understanding.
For a NIC newly industrialized country or Developing country it can mean economic freedom or depletion of their natural resources.
Worldwide collaboration on CAR design.
GOM it must happen to learn from customers and to line up their work between parts of the organization.
GOM must make more and better products a lower cost. Serving customer’s world wide with common production processes and component design.
Elimination of many middle management jobs and Industrial engineers also are cut back.
Now the key players are experts arranged in teams. It used to be money and physical labor.
Effects of GO are bringing in money from outside sources, selling outside of it, sell more, and to invent product.
Computer and microprocessors are a key reason here along with lowering of trade barriers.
New approaches,new technologies.
Must use mind and hands.
Successful with senior mgmt support. OM mgmt must also learn new mindset and methods. ~japan took over.
ROOTS
Trade supplemented by investment for compliment of the trade.
Managerial influenced the local biz more as time went on.
Traders usually sought these for cheaper cost or for being available. Also to support THEIR trade.
Invested locally to support colonies.
Returns on investments were higher but riskier. Huh…
In 1914 direct foreign investment to world GDP reached a level it has not matched since.
DFI managers have direct influence from corp.office.
Portfolio investments do not.
Reason for trade was is getting resources,Tariffs made local mfg a needed evil…
European saved material while Americans saved labor.
After WWII USA *4 its DFI.
In 1973 over ½ of the worlds biggest companies were USA. 2/3 of worlds DFI and exports.
SHIFTING
NIC rapid growth. JAPAN growth less than 1/3 of USA. By 1992 it was 10% more… where was our leaders ??
World DFI and trade increased by factor of 4 1978-1990.
Most of DFI still to developing countries. Others investing in USA.
1963 4 TIGERS of Republic of Korea,Hong Kong,Singapore,Taiwan. From 1% to 7% from 1963-1990.
Growth will be from DC.=developing countries.
Exchange rates are determined more by private operation than government.
DFI into China increase.
Volume of currency increased exponentially after 1986 and controls ant tariffs loosened by governments.
European front also did this and worked in harmony with local countries.
NAFTA for us.
GATT agreement on trade and tariffs lowered barriers 38 percent.
NAFTA and CHILE in 1994 and former Soviet Union is getting involved also.
Multi Nationals completing within the traid.
300 businesses do 80% of worlds foreign production. 90% have headquarted in Developed Countries.
6 firms accounted for 66 percent of the firms on the fortune 500 list.
1993 this dropped to 58 percent. Many of these were around in 1914 when DFI was king.
TRIAD=JAPAN,WESTERN EUROPE, and USA.
Game name is to not give competitor a free "net profit " ride anywhere. It will use these funds to attack you later.
Global Competition in Industrialized Markets.
Human and Technological resources available in all economies are becoming more similar.
RATIO of foreign sales to TOTAL SALES.
FOREIGN ASSETS TO TOTAL ASSETS.
They have more assets than growth, this shows growth. Mcdonalds is expanding outside USA faster than inside.
America has more than ½ of worlds MNC in 1973 NOW 30%…Voting helps?
Sometimes some companies need to be global.
GOAL is to produce new product quicker..
1980 alliances with competitors were a common way to stay on cutting edge. Firms were forced to. Or left behind.
Global competition in the NIC’s.
Government supported them. It is said that Japan would of not happen without support by govt.
These counties were hungry for info on knowledge.
The 4 TIGERS grew fast. 1966-1977 10 to 27 % imports to USA. European to USA increased 2%..
JAPAN cost now raises while the NIC come up to bat with homework done.
MORE new kids are Brazil,Poland,India,IrelandPortugal,Thailand, Spain etc…………..
OPERATION FOUNDATIONS OF GLOBALIZATION.
Managers must learn this area from basic knowledge to culture changes needed for it.
Common corporate goal across all boundaries. Global competition is fierce and nobody can wait to see…
INNOVATIONS IN INFORMATION AND COMMUNICATION TECHNOLOGIES.
INNOVATIONS IN THE MANAGEMENT OF MANUFACTURING AND TECHNOLOGY.
DIFFICULTY OF IMPLEMENTING INNOVATIONS IN OPERATIONS AND TECHNOLOGY MANAGEMENT.
TWO MAJOR TRANSITIONS IN OPERATIONS,TECHNOLOGY AND MANAGEMENT IN 20TH CENTURY.
MANAGERS CHALLENGES DURING GLOBALIZATION.
OPERATIONS IN GLOBAL BUSINESS STRATEGY.
IMPROVING OPERATIONS PERFORMANCE.
PUSHING THE LIMITS OF GLOBAL OPERATIONS PERFORMANCE
Evolution of global operation manager and their work.
Evolution of purchasing.
EVOLVING SKILLS OF GLOBAL OPERATION MANAGERS.
OBJECTIVES AND STRUCTURE OF BOOK.
CHAPTER 2
INTRODUCTION.
STRATEGIC CHANGES REQUIRED BY GLOBALIZATION.
OPERATIONS IN MULTINATIONAL BUSINESS STRATEGY.
GLOBAL PRESSURE TO COMPETE ON SEVERAL DIMENSIONS AND TO CONTINUALLY IMPROVE.
GLOBAL OPPORTUNITIES AND PRESSURES TO OPERATE IN MORE COUNTRIES.
GLOBAL OPPORTUNITIES TO INTEGRATE INTERNATIONAL OPERATIONS.
DIFFERENCES BETWEEN MULTINATIONALS AND GLOBAL BUSINESS STRATEGIES.
OPERATIONS STRATEGIES REQUIRED BY GLOBALIZATION.
MULTINATIONAL AND GLOBAL APPROACHES TO OPERATIONS STRATEGY.
TABLE 2-2
MULTINATIONAL.
GLOBAL.
MARKET SELECTION.
PRODUCT DEVELOPMENT AND TECHNOLOGY CHOICE.
HOW MANY MCDONALDS FORMULA.
RESOURCE ALLOCATION.
SUMMARY OF OPERATIONS STRATEGY CHANGES REQUIRED BY GLOBALIZATION.
DIFFICULTIES IN MANAGING GLOBALIZATION.
EXAMPLES.
SOURCES OF DIFFICULTIES IN GLOBALIZATION.
TRADE OFFS IN GLOBALIZATIONS.
APPROACHES TO MANAGING GLOBALIZATION.
CHANGES IN ORGANIZATION STRUCTURE.
CHANGES IN MANAGEMENT UNDERSTANDING AND BRAIN WORK NEEDED.
DEVELOPMENT OF CORE COMPETENCIES FOR GLOBAL LEARNING.
OPERATIONS IN GLOBAL BUSINESS STRATEGY.
CHAPTER 3 IMPROVING OPERATIONS PERFORMANCE.
Introduction.
OPPORTUNITIES FOR IMPROVING OPERATIONS PERFORMANCE.
PERFORMANCE COMPARISON IN AUTO INDUSTRY.
PERFORMANCE COMPARISONS IN OTHER INDUSTRIES.
OPERATIONS ANALYSIS OF PERFORMANCE DIFFERENCES.
WORK DEFINITION AND ORGANIZATION STRUCTURE.
THROUGHPUT TIME OR CYCLE TIME.
QUALITY.
IMPROVEMENT PROJECTS.
DIFFICULTIES IN OPERATIONS PERFORMANCE.
FINDING THE ROOT CAUSE.
CHOOSING IMPROVEMENT PROJECTS.
ENSURING EFFECTIVE EMPLOYEE PARTICIPATION.
OPERATIONS MANAGEMENT APPROACHES TO IMPROVING OPERATIONS PERFORMANCE.
CHOOSING IMPROVEMENT PROJECTS.
MANAGING PROCESS IMPROVEMENT PROJECTS. Plan-Do-Check-Act
PDCA.
FOLLOW THOUGH ON RESOURCE AND CROSS ORGANIZATION ISSUES.
STRATEGIC MANAGEMENT APPROACHES TO IMPROVING OPERATIONS PERFORMANCE.
ENSURING EFFECTIVE EMPLOYEE PARTICIPATION.
CHOOSING PROJECTS.
SOLVING PROBLEMS AND MANAGING PROJECTS.
MAKING TRADE OFFS.
LEVERAGING INTERNATIONAL OPERATIONS EXPERIENCE.
Chap 4 ..Improving Global Supply Chain Performance
Opportunities for improving global supply chains.
Supply chains defined.
Supply chain improvements in north America.
Operations analysis of performance improvements in a simple global supply chain.
Capability / Current Cost / Service / Sensitivity to long term influences.
Operation Analysis of performance improvements in a global supply chain Network.
Current Costs/ Service/ sensitivity to long term influences.
Strategic Analysis of Performance Improvements in global supply chains.
Strategic Manager limitations.
Explorations for improvements in Global Supply Chains~ GSC's.
Exploratory process for evaluating proposed supply chain improvements.
Management Approaches to improve global supply chain performance.
Examples of strategic improvements in global supply chains.
Obstacles to implementing Global Supply Chain Improvements.
Chapter 5
Opportunities for pushing the limits of Global Operation Performance.
Evidence of Interfirm International Collaboration
Achievements of Collaborative Global Operations Projects.
Global Operations Projects in Corporate Globalizations.
Operations Strategy Framework for Overcoming the limits of some global operations projects.
Necessary Conditions for Success.
Capability of each partner.
Governance of the relationship.
Fit with each Partner's Strategic Business Purpose.
Management Approaches to successful global operations projects.
Management Education / Value of Problems.
Opportunities and challenges for managers in global operations.
Senior managers./ Operations Manager / Onward.
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Other Terms in Cases and Readings. |
Cases and Reading topics from Global Operations Management.
Topics and terms of concerns.
Ben and Jerry's
NAgging supply problems/Importing a corporate style/tradeoffs in globalization.
next case
Market selection/Product policy,marketing,distribution,production,sourcing.
Coalitions Policy/Organization,compensation,evaluation.
Product/marketing positioning.
Industry Changes/Production and research.
Affiliate and local relationships.
Common characteristics of global competition.
Field work for manufacturing strategy analysis.
Overhead cost allocation./Modeling plant relocation.
LAbor/
Productivity sub-model.
Product cost sub model/Distribution-Duty sub model.
ROI model and results.
Presentation options./ Finalizing the recommendations.
......
Business background/Company background/Technology.
Cross plant productivity study.
Background information./Industry position and analysis./Sourcing options.
New challenges:Mixed responses/Traditional Strategic DEmands.
Rewarding Efficiency in Global Industries.
Building Responsiveness in Multinational industries.
Exploiting learning in international industries.
Challenge of the 80-90's:= Transition to transnationality.
Need for munltidimensional strategic capabilities.
Responding to transnational capabilities.
The organizational constraint.
The critical role of american heritage.
ORGANIZATIONAL CAPABILITY AS KEY COMPETENCE.
The learning mode of industrialization.
Goverment intervention.
Diversified business group.
THE SHOP FLOOR AS STRATEGIC FOCUS.
Foreign technical assistance.
Acquisition of design capability./quality/fine tuning.
Conclusions about historically divergent production systems.
Intention vs learning/innovation vs learning.
Competitive strategy and production management.
A Shop floor focus.Direction of change.
Small group activity/Orgins/Implementation of/Organization and Administration.
Improvement Proposals/The Bandits/The Ten Philosophers.
Mechanisms for achieving management objectives.
Transfer of Technology/product design/tooling and equipment.
Employee training/Program mgmt/timing and scheduling.
Contract and negotiations/Local Content./Continuing relationship.
Rapid product and process development.
Technology leadership/Mgmt role/Goals for Mgmt/FMS on line.
Managing above the line
Primary research.
The MArket/Product line/Sub pack production./Sourcing pressures/Alternatives
MAQUILADORA OVERVIEW.
Product flows in global supply chains./Timing/Coordination/MPS/Forecasts.
Technical Coordination in Global Supply chains.
Vendor relations
Sources of disruption to the supply chain.
Inaccurate sales forcasts and demand fluctuations.
Production Problems/Mgmt Decisions.
Average costs of transportation and coordination in the international value
chain.
Transportation and duty./Admin costs/Inventory cost/Unfulfilled demand and
stockouts.
Summary of costs.
The impact of distance on direct coordination costs.
Telecommunication and travel costs.
Cost of inventory.
The impact of distance on Coordination Effectiveness.
Communication Effectiveness.
Cost of impaired information flows.
New product introductions.Failure to coordinate at design stage.
Resolution of quality problems/Sales forecasts and scheduling.
The order cycle/The design process/Sample production/
Raw material sourcing and production/Retailer ordering process.
Shipment to retail/Retail replenishment/Where to produce.
Solving the inventory problem.
The quest for zero inventory.
The inventory and service crisis.
Managing supply chain inventory. Pitfalls
No supply chain metrics.
Inadequate defination of customer service.
Inaccurate delivery status data.
Inefficient Information Systems.
Ignoring the impact of uncertainties./Simplistic inventory stocking policies.
Discrimination against internal customers.
Poor Coordination/Incomplete shipment methods analysis.
Incorrect assesment of inventory costs./Organizational barriers.
Product process design w/o supply chain consideration.
Separation of supply chain design from operational decisions.
Incomplete supply chain.
OPPORTUNITIES.
DEsign for supply chain management.
Integrate databases thoughout the supply chain.
Integrate control and planning support systems.
REdesign organizational incentives.
Institute supply chain performance measurement.
Expand view of supply chain.
Purchasing in Domestic.
Evolution of international purchasing in domestic.
Current Domestic purchasing policies.
The problems of foreign purchasing for domestic.
International purchasing initiatives at domestic.
Interdivisional product sourcing/reducing the risk.
Promoting products between divisions.
Coordinating multinational accounts.
Negotiating with global vendors.
Worldwide coordination of capital equipment purchasing.
Standardizing specifications across facilities.
The outlook for international sourcing.
Customers/competition/Mfg.operation/tooling/material/operation/purchasing.
Global Product=
Orgin/tecnical committee//marketing/.
Merchandising and marketing concept.
Design feedback and cording order.
Negotiating Prices.
Making Claims
MFG strategy of technology intensive business units.
Reason for the geographic dispersion of MFG facilities.
The structure of geographically dispersed manufacturing.
The nature of coordination.
Projects to coordinate technology support activities w/ MFG.
Managing Coordination in international manufacturing.
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BACK TO 100 examples in Business, Operations and
Engineering. |
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Do it once, do it right, and do it now.
|
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Back to Lawson Computing Homepage
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Apply as needed,
when needed. |
