Operations Strategy in Action

Operations Strategy in Action

A Guide to the Theory and Practice of Implementation

Kim Hua Tan and Rupert L. Matthews

This fresh and enlightening book offers a rounded overview of operations strategy with a particular focus on implementation. The premise of the book is that developing an effective operations strategy without its subsequent implementation will render the strategising process a waste of time and resources. The authors explain the pros and cons of existing approaches to implementation, as well as offering a systematic framework for turning strategic intent into actions. The study will be of great interest to academics and will also give practitioners confidence in effectively formulating and efficiently implementing strategies that reflect the needs of the today’s business.

Chapter 2: The Practice of Operations Strategy Implementation

Kim Hua Tan and Rupert L. Matthews

Subjects: business and management, operations management, strategic management


THE CASE FOR IMPLEMENTATION: WHY IMPLEMENTATION IS AN APPROPRIATE FOCUS FOR THE OPERATIONS MANAGER The introduction touched upon a number of approaches to implementing an operations strategy once formulated and one in particular cannot be thought of as a tool specifically for strategy implementation. Although GE used the Six Sigma approach effectively to achieve its strategy and significantly reduce its operating costs, the main reason was likely to be the fit that was present with the strategy, the approach and what the market required of GE. If GE’s aim had not been to reduce total operating costs through improved process control, it is unlikely Six Sigma would have been as able to assist in pursuing its strategy. It would have also been a considerably less successful exercise if, once achieved, the improvements were not appreciated by the market to justify the investment required in the development and maintenance of the system. Although within the GE example, particular focus was given to the statistical professionals or ‘belts’, the position of these professionals was likely to be very similar to that of an operations manager. Operations managers are located in a position within an organisation that is similar to a capability, where they may straddle a number of functional elements to coordinate particular developments. As stated in Chapter 1, the importance of these capabilities for an organisation working on the implementation of an operations strategy is significant. Without capabilities that are able to provide value that is of importance to the end...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information