Indian Institute of Management Bangalore

Operations Strategy Tentative Course Outline: subject to some changes in cases and readings

2012-13: PGP Term-IV, PGSEM Quarter 1 Faculty: LS Murty, D Block 106, 3044(O), lsmurty@iimb.ernet.in Course Objective:

Credits: 3

This course is intended to make the participants aware of the strategic role operations plays in an organization. In the process, it brings out the strategic implications of the anatomy of operations management; its linkages with other functional areas and corporate; and the competitive strength of operations management. Session Plan: The twenty sessions of this course are divided into five modules. Except for the guest lectures and term paper presentations, a case will be discussed in each session and the students will have to read the indicated Session Readings. These articles (refer Reading List on p2) will not be directly discussed in the class, however, students are advised to read them as the readings are supplementaries for the session and the module. Module Session Date Session Case Session Readings Groups submitting case analysis

I. Introduction: The Concept of Operations Strategy

Blitz Company Blitz Company (Contd) American Connector Company(A) American Connector Company(A)

1,2,3,4,5 1,2,3,4,5 6,7,8,9 10 20,21

II. Architecture

Whistler Corporation (A) (9-690-011) Crown Equipment Corporation: Design Services Strategy (9-991031) Lecture: Strategy Formulation 1

11,12,13

III. Systems and Processes IV. Technology

Michigan Manufacturing Corporation (9-694-051) Stermon Mills Inc (5-693105) ITT Automotive: Global Manufacturing Strategy (1994) (9-695-002) Delamere Vineyard (9-698051)

14 19

V. Leading Operational Innovation: Role of Senior Management VI. Responsible Strategies

Indalex Ltd. Australian Paper Manufacturers (A) (9-691041) The Poletown Dilemma (9389-017) Inditex Outsourcing at Tangier (SKE099) Starbucks and Conservation International (9-303-055)

15 16,17,18

22, 23

Project Presentations & course wrap-up

Reading List: 1) Michael E. Porter, What is strategy? Harvard Business Review, Nov-Dec 1996. 2) Wickham Skinner, Manufacturing: Missing Link in Corporate Strategy Harvard Business Review, May-June 1969. 3) Steven C. Wheelwright and Robert H. Hayes, "Competing Through Manufacturing", Harvard Business Review, Jan-Feb 1985.

4) Robert H. Hayes and Gary P. Pisano (1996), "Manufacturing Strategy: At the Intersection of Two Paradigm Shifts, Production and Operations Management, Vol 5, No. 1. 5) Book Chapter: Operations Strategy: Origins and New Directions of Operations, Strategy and Technology: Pursuing the Competitive Edge, by Robert Hayes, Gary Pisano, David Upton and Steven Wheelwright, John Wiley & Sons, 2005. 6) McLaughlin, Curtis P., Pannesi, Ronald T., Kathuria Narindar (1991), The Different Operations Strategy Planning Process for Service Operations, International Journal of Operations & Production Management, Vol. 11 Issue 3, pp. 63-76. [optional] 7) Wickham Skinner, The focused factory, Harvard Business Review, May/Jun 1974, Vol. 52, Issue 3, p113-121. 8) Roger G Schroeder and Michael J. Pesch, Focusing the factory: Eight lessons, Business Horizons, Sept-Oct 1994. 9) R Van Deirndonck and G. Brandt, The focused factory in service industry, International Journal of Operations and Production Management, Vol 8, Issue 3. [optional] 10) Andrews Bartmess and Keith Cerny (1993), Building a Competitive Advantage through a Global Network of Capabilities", California Management Review, Vol. 35, Issue 2; pp. 78. 11) Kit Fai Pun (2004), A conceptual synergy model of strategy formulation for manufacturing, International Journal of Operations and Production Management, Vol. 24, No. 9. 12) Swamidass P., Darlow N. and Baines T. (2001), Evolving forms of manufacturing strategy development: Evidence and implications, International Journal of Operations and Production Management, Vol. 21 No. 10. 13) Book Chapter: A Manufacturing audit approach to strategy formulation by Platts KW and Gregory MJ, Manufacturing strategy- Process and Content, by Voss CA, (Ed.), Chapman & Hall London, 1992. 14) Fernando C A Santos (2000), Integration of human resource management and competitive priorities of manufacturing strategy, International Journal of Operations and Production Management, Vol. 20, No. 5. 15) Pisano G and Wheelwright S, "The New Logic of High Tech R&D" Harvard Business Review, Sep-Oct 1995. 16) Hayes R. and Pisano G., "Beyond World Class: The New Manufacturing Strategy", Harvard Business Review, Jan-Feb, 1994. 3

17) Hayes R., "Strategic Planning-Forward in Reverse? Harvard Business Review, Nov-Dec, 1985. 18) John M Hobbs and Donald F Heany, Coupling Strategy to Operating Plans, Harvard Business Review, May-June, 1977. 19) Insinga, Richard C., Werle, Michael J. (2000), Linking outsourcing to business strategy, Academy of Management Executive, Vol. 14, Issue 4, pp. 58-70. 20) S. David Wu (2005), Managing Capacity in the High-Tech Industry: A Review of Literature, The Engineering Economist, Vol. 50, pp.125158. 21) Jan A. Van Mieghem (2003), Capacity Management, Investment and Hedging: Review and Recent Developments, Vol. 5, No. 4, pp. 269302. 22) Porter, Michael E. and Forest L Reinhardt (2007), A Strategic Approach to Climate, Harvard Business Review; Oct2007, Vol. 85 Issue 10, p22-26 23) Michael E Porter, Mark R Kramer (2006), Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility, Harvard Business Review, Dec 2006. Vol. 84, Iss. 12; p. 78 Pedagogy The course predominantly is case-based. The participants have to form groups of size five each. Each group has to submit two case analyses. The groups have to turn-in the case analyses (both hard copy and soft copy) before the respective class begins. Also each group has to take up a project / paper for the term, submit the report and make a presentation at the end of the term. There are a few projects suggested in the handout Project proposals for term paper. Each group may work on one of these topics or may choose a topic on their own in consultation with the instructor.

Instructions on timelines for group formation and project work: Students are required to form groups of five and inform the instructor by email by nnth June 5:00 pm sharp. Subsequently the group number and composition would be announced. All the groups are required to decide and submit their project proposal by nnth July and submit an interim project report by nnth July. The reports and presentations (hard copy and soft copy) have to be submitted latest by nnth August. Communication All course related correspondence by e-mail should have POM125 in the subject line. Evaluation: Case Analyses (2) Project End Term Examination 30% 35% 35%