OUTLINE EXECUTIVE SUMMARY

CHAPTER 1 Using Operations to Compete Companys Corporate Strategy, and Operations Strategy, Core competency (LINK) Companys core processes and support processes Competitive Priorities and Capabilities

Chapter 3- Process Strategy Process Strategy used by company (if any) Process Structure: Level of customer contact, resource flexibility (workforce, equipment; gen purpose or special purpose , capital intensity (automation, fixed or flexible) Economies of scope? Strategies used for change: process reengineering or improvement

Chapter 4- Process Analysis Analysis of processes- use of systematic approach or not Process documentation: use of charts, types if any Process charts/ tools used to analyse processes- checklists, bar graphs, scatter diagrams, others used by company Benchmarking?

Chapter 5- Managing Quality

Costs of quality/? Does the company take these into consideration during its production processes TQM Principles- Continuous Improvement, Customer Satisfaction, Employee Involvement. Six Sigma. Is it used? Six Sigma Improvement Model? Are statistical methods used to test process control? Acceptance Sampling? Control charts used? Are processes tested for capability- Use of Capability index and Ratio to test for variation and centering?

What type ISO certification does the company have, if any? Chapter 6 CAPACITY

Current capacity and cushion? Is it capable of meeting current and future demand? Current Utilization of equipment and other resources? How are long term capacity decisions made? How are requirements arrived at? Tools used for capacity planning, decision trees etc.?

Chapter 7

Constraints/ bottle necks if any? How are bottlenecks managed and relieved?

SUPPLY CHAIN Source of raw material? How are materials stored, when not in use? Problems experienced in the management of the supply chain- how are they resolved? Bullwhip effect? Is it experienced and to what extent? Factors considered in selecting suppliers Use of EDI or DRP? Are these systems in place? Type of integration engaged in- vertical, backward, forward, and virtual. Any strategic alliances? Are CRM systems in place? Types, if any. ****POINTS TO PONDER ON SLIDE. (Connection b/w supply chain and value chain, how do these decisions feed into the overall strategy?)

LOCATION Why are did you chose this particular location? How was the decision made- system used if any? What factors were taken into consideration? Does the company use evaluation tools such as the weighted score, rectilinear, Euclidian distance etc.?

INVENTORY MGMT Inventory System in place? Control Systems/ how are levels reduced? Considerations for placement and size? Different classifications used by company, if any

Recommendations if any