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價值鏈管理-課件ValueChainManagement:FunctionalStrategiesforCompetitiveAdvantageMcGraw-Hill/IrwinContemporaryManagement,5/eCopyright?2008TheMcGraw-HillCompanies,Inc.Allrightsreserved.chapternineValueChainManagement:FunctiLearningObjectivesExplaintheroleoffunctionalstrategyandvalue-chainmanagementinachievingsuperiorquality,efficiency,innovation,andresponsivenesstocustomersDescribewhatcustomerswant,andexplainwhyitissoimportantformanagerstoberesponsivetotheirneedsExplainwhyachievingsuperiorqualityissoimportantandthechallengesfacingmanagersandorganizationsthatseektoimplementtotalqualitymanagement3LearningObjectivesExplaintheLearningObjectivesExplainwhyachievingsuperiorefficiencyissoimportantandthedifferentkindsoftechniquesthatneedtobeemployedtoincreaseitDifferentiatebetweentwoformsofinnovation,andexplainwhyinnovationandproductdevelopmentisacrucialcomponentofthesearchforcompetitiveadvantage4LearningObjectivesExplainwhyFourWaystoCreateaCompetitiveAdvantage5FourWaystoCreateaCompetitToyota’sProductLineupFigure9.26Toyota’sProductLineupFigureFunctionalStrategiesandValue-ChainManagementFunctional-levelstrategy

planofactiontoimprovetheabilityofeachofanorganization’sdepartmentstoperformsitstask-specificactivitiesinwaysthataddvaluetoanorganization’sgoodsandservices7FunctionalStrategiesandValuQuestion?Whatiscoordinatedsequenceoffunctionalactivitiesnecessarytotransforminputsintofinishedgoods?A.InputchainB.TransformationseriesC.ValuechainD.Valuestring8Question?WhatiscoordinatedsFunctionalStrategiesandValue-ChainManagementValuechain

coordinatedseriesorsequenceoffunctionalactivitiesnecessarytotransforminputsintofinishedgoodsorservicescustomersvalueandwanttobuy9FunctionalStrategiesandValuFunctionalActivitiesand

theValueChain10FunctionalActivitiesand

theFunctionalStrategiesandValue-ChainManagementValue-chainmanagement

developmentofasetoffunctional-levelstrategiesthatsupportacompany’sbusiness-levelstrategyandstrengthenitscompetitiveadvantage11FunctionalStrategiesandValuFunctionalStrategiesandValue-ChainManagementProductdevelopment

engineeringandscientificresearchactivitiesinvolvedininnovatingneworimprovedproductsthataddvaluetoaproductMarketingfunction’staskistopersuadecustomersaproductmeetstheirneedsandconvincethemtobuyit12FunctionalStrategiesandValuFunctionalStrategiesandValue-ChainManagementMaterialsmanagementfunction

controlsthemovementofphysicalmaterialsfromtheprocurementofinputsthroughproductionandintodistributionanddeliverytothecustomer13FunctionalStrategiesandValuQuestion?Whichfunctionprovidesaftersalesserviceandsupport?ProductionfunctionSalesfunctionCustomerservicefunctionCallcenterfunction14Question?WhichfunctionprovidFunctionalStrategiesandValue-ChainManagementProductionfunction

responsibleforthecreation,assemblyorprovisionofagoodorservice,fortransforminginputsintooutputsSalesfunction

playsacrucialroleinlocatingcustomersandtheninformingandpersuadingthemtobuythecompany’sproducts15FunctionalStrategiesandValuFunctionalStrategiesandValue-ChainManagementCustomerservicefunction

providesaftersalesserviceandsupportCancreateaperceptionofsuperiorvaluebysolvingcustomerproblemsandsupportingcustomers16FunctionalStrategiesandValuImprovingResponsivenesstoCustomersGoodvalue-chainmanagementrequiresmarketingmanagerstofocusondefiningthecompanybusinessintermsofcustomerneeds17ImprovingResponsivenesstoCuWhatDoCustomersWant?AlowerpricetoahigherpriceHigh-qualityproductsQuickserviceandgoodafter-salesserviceProductswithmanyusefulorvaluablefeaturesProductsthataretailoredtotheiruniqueneeds18WhatDoCustomersWant?AlowerCustomerRelationshipManagementCustomerrelationshipmanagement

techniquethatusesITtodevelopanongoingrelationshipwithcustomerstomaximizethevalueanorganizationcandelivertothemovertime19CustomerRelationshipManagemeImpactofIncreasedQualityon

OrganizationalPerformanceFigure9.420ImpactofIncreasedQualityonImprovingQualityAnorganizationabletoprovide,forthesameprice,aproductofhigherqualitythanacompetitor’sproductisservingcustomersbetterHigherproductqualitycanincreaseefficiency21ImprovingQualityAnorganizatiTotalQualityManagementTotalqualitymanagement(TQM)

focusesonimprovingthequalityofanorganization’sproductsandstressesthatallofanorganization’s

value-chainactivities

shouldbedirected

towardthisgoal22TotalQualityManagementTotalStepstoSuccessfulTQMImplementationBuildorganizationalcommitmenttoqualityFocusonthecustomerFindwaystomeasurequalitySetgoalsandcreateincentivesSolicitinputfromemployees23StepstoSuccessfulTQMImplemStepstoSuccessfulTQMImplementationIdentifydefectsandtracetosource.Introducejust-in-time(JIT)inventorysystems.Workcloselywithsuppliers.Designforeaseofproduction.Breakdownbarriersbetweenfunctions.24StepstoSuccessfulTQMImplemFocusontheCustomerIdentifywhatcustomerswantfromthegoodorservicethatthecompanyprovidesIdentifywhatthecompanyactuallyprovidestocustomersIdentifythegapthatexistsbetweenwhatthecustomerswantandwhattheyget(qualitygap)Formulateaplanforclosingthequalitygap25FocusontheCustomerIdentifyFacilitiesLayout,FlexibleManufacturing,andEfficiencyFacilitiesLayout

strategyofdesigningthemachine-workerinterfacetoincreaseproductionsystemefficiencyFlexibleManufacturing

strategybasedontheuseofITtoreducethesetupcostsassociatedwithaproductassemblyprocess26FacilitiesLayout,FlexibleMaFigure9.5ThreeFacilitiesLayouts27Figure9.5ThreeFacilitiesLayDiscussionQuestion?Whichfacilitieslayoutisthebesttouse?ProductlayoutProcesslayoutFixedpositionlayoutContingencylayout28DiscussionQuestion?WhichfaciFacilitiesLayoutProductlayout

machinesareorganizedsothateachoperationisperformedatworkstationsarrangedinafixedsequenceProcessLayout

selfcontainedworkstationsnotorganizedinafixedsequence29FacilitiesLayoutProductlayouFacilitiesLayoutFixed-PositionLayout

theproductstaysinafixedspotandcomponentsproducedatremotestationsarebroughttheproductfortofinalassembly30FacilitiesLayoutFixed-PositioChangingaFacilitiesLayoutFigure9.631ChangingaFacilitiesLayoutFiFlexibleManufacturingAimstoreducetimerequiredtosetupproductionequipmentByredesigningtheprocesssetuptimesandcostscanbedrasticallyreducedAbletoproducemanymorevarietiesofaproductthanbeforeinthesameamountoftime32FlexibleManufacturingAimstoJust-in-TimeInventoryandEfficiencyJust-in-time(JIT)inventorysystemgetscomponentstotheassemblylinejustastheyareneededtodrivedowncostsMajorcostsavingscanresultfromincreasinginventoryturnoverandreducinginventoryholdingcosts33Just-in-TimeInventoryandEffSelf-ManagedWorkTeamsandEfficiencySelf-managedworkteamsproduceanentireproductinsteadofjustpartsofitTeammemberslearnalltasksandmovefromjobtojobCanincreaseproductivityandefficiency34Self-ManagedWorkTeamsandEfProcessReengineeringandEfficiencyProcessReengineering

fundamentalrethinkingandradicalredesignofthebusinessprocesstoachievedramaticimprovementincriticalmeasuresofperformance35ProcessReengineeringandEffiTwoKindsofInnovationQuantumproductinnovation

resultsinthedevelopmentofradicallydifferentkindsofgoodsandservicesbecauseoffundamentalshiftsintechnologybroughtaboutbypioneeringdiscoveries36TwoKindsofInnovationQuantumTwoKindsofInnovationIncrementalproductinnovation

resultsingradualimprovementsandrefinementstoexistingproductsovertimeasexistingtechnologiesareperfected,andfunctionalmanagerslearnhowtoperformvalue-chainactivitiesinbetterways37TwoKindsofInnovationIncremeStrategiestoPromoteInnovationandSpeedProductDevelopmentProductdevelopment

managementofthevalue-chainactivitiesinvolvedinbringingneworimprovedkindsofgoodsandservicestothemarket38StrategiestoPromoteInnovatiStrategiestoPromoteInnovationandSpeedProductDevelopmentInvolvebothcustomersandsuppliersEstablishastage-gatedevelopmentfunnelEstablishcross-functionalteams39StrategiestoPromoteInnovatiStrategiestoPromoteInnovationandSpeedProductDevelopmentStage-GateDevelopmentFunnel

techniquethatforcesmanagerstomakechoicesamongcompetingprojectssothatfunctionalresourcesarenotspreadthinlyovertoomanyprojects40StrategiestoPromoteInnovatiAStage-GateDevelopmentFunnelFigure9.741AStage-GateDevelopmentFunneAStage-GateDevelopmentFunnelProductdevelopmentplan

specifiesalloftherelevantinformationthatmanagersneedtomakeadecisionaboutwhethertogoaheadwithafull-blownproductdevelopmenteffort42AStage-GateDevelopmentFunneMembersofaCross-FunctionalProductDevelopmentTeamFigure9.843MembersofaCross-FunctionalManagingtheValue-Chain:SomeRemainingIssuesItismanager’sjobtocollectrelevantinformationaboutthecompetitiveenvironmentFutureintentionsofcompetitorsIdentityofnewcustomersIdentityofnewsuppliers44ManagingtheValue-Chain:SomeBoundary-SpanningRolesBoundary-Spanningroles

Interactingwithindividualsandgroupsoutsidetheorganizationtoobtainvaluableinformationfromtheenvironment45Boundary-SpanningRolesBoundarTheNatureofBoundary-SpanningRolesFigure9.946TheNatureofBoundary-SpanninMovieExample:You’veGotMailHowwelldotheworkersrespondtocustomersintheFoxBookstore?47MovieExample:You’veGotMail價值鏈管理-課件ValueChainManagement:FunctionalStrategiesforCompetitiveAdvantageMcGraw-Hill/IrwinContemporaryManagement,5/eCopyright?2008TheMcGraw-HillCompanies,Inc.Allrightsreserved.chapternineValueChainManagement:FunctiLearningObjectivesExplaintheroleoffunctionalstrategyandvalue-chainmanagementinachievingsuperiorquality,efficiency,innovation,andresponsivenesstocustomersDescribewhatcustomerswant,andexplainwhyitissoimportantformanagerstoberesponsivetotheirneedsExplainwhyachievingsuperiorqualityissoimportantandthechallengesfacingmanagersandorganizationsthatseektoimplementtotalqualitymanagement50LearningObjectivesExplaintheLearningObjectivesExplainwhyachievingsuperiorefficiencyissoimportantandthedifferentkindsoftechniquesthatneedtobeemployedtoincreaseitDifferentiatebetweentwoformsofinnovation,andexplainwhyinnovationandproductdevelopmentisacrucialcomponentofthesearchforcompetitiveadvantage51LearningObjectivesExplainwhyFourWaystoCreateaCompetitiveAdvantage52FourWaystoCreateaCompetitToyota’sProductLineupFigure9.253Toyota’sProductLineupFigureFunctionalStrategiesandValue-ChainManagementFunctional-levelstrategy

planofactiontoimprovetheabilityofeachofanorganization’sdepartmentstoperformsitstask-specificactivitiesinwaysthataddvaluetoanorganization’sgoodsandservices54FunctionalStrategiesandValuQuestion?Whatiscoordinatedsequenceoffunctionalactivitiesnecessarytotransforminputsintofinishedgoods?A.InputchainB.TransformationseriesC.ValuechainD.Valuestring55Question?WhatiscoordinatedsFunctionalStrategiesandValue-ChainManagementValuechain

coordinatedseriesorsequenceoffunctionalactivitiesnecessarytotransforminputsintofinishedgoodsorservicescustomersvalueandwanttobuy56FunctionalStrategiesandValuFunctionalActivitiesand

theValueChain57FunctionalActivitiesand

theFunctionalStrategiesandValue-ChainManagementValue-chainmanagement

developmentofasetoffunctional-levelstrategiesthatsupportacompany’sbusiness-levelstrategyandstrengthenitscompetitiveadvantage58FunctionalStrategiesandValuFunctionalStrategiesandValue-ChainManagementProductdevelopment

engineeringandscientificresearchactivitiesinvolvedininnovatingneworimprovedproductsthataddvaluetoaproductMarketingfunction’staskistopersuadecustomersaproductmeetstheirneedsandconvincethemtobuyit59FunctionalStrategiesandValuFunctionalStrategiesandValue-ChainManagementMaterialsmanagementfunction

controlsthemovementofphysicalmaterialsfromtheprocurementofinputsthroughproductionandintodistributionanddeliverytothecustomer60FunctionalStrategiesandValuQuestion?Whichfunctionprovidesaftersalesserviceandsupport?ProductionfunctionSalesfunctionCustomerservicefunctionCallcenterfunction61Question?WhichfunctionprovidFunctionalStrategiesandValue-ChainManagementProductionfunction

responsibleforthecreation,assemblyorprovisionofagoodorservice,fortransforminginputsintooutputsSalesfunction

playsacrucialroleinlocatingcustomersandtheninformingandpersuadingthemtobuythecompany’sproducts62FunctionalStrategiesandValuFunctionalStrategiesandValue-ChainManagementCustomerservicefunction

providesaftersalesserviceandsupportCancreateaperceptionofsuperiorvaluebysolvingcustomerproblemsandsupportingcustomers63FunctionalStrategiesandValuImprovingResponsivenesstoCustomersGoodvalue-chainmanagementrequiresmarketingmanagerstofocusondefiningthecompanybusinessintermsofcustomerneeds64ImprovingResponsivenesstoCuWhatDoCustomersWant?AlowerpricetoahigherpriceHigh-qualityproductsQuickserviceandgoodafter-salesserviceProductswithmanyusefulorvaluablefeaturesProductsthataretailoredtotheiruniqueneeds65WhatDoCustomersWant?AlowerCustomerRelationshipManagementCustomerrelationshipmanagement

techniquethatusesITtodevelopanongoingrelationshipwithcustomerstomaximizethevalueanorganizationcandelivertothemovertime66CustomerRelationshipManagemeImpactofIncreasedQualityon

OrganizationalPerformanceFigure9.467ImpactofIncreasedQualityonImprovingQualityAnorganizationabletoprovide,forthesameprice,aproductofhigherqualitythanacompetitor’sproductisservingcustomersbetterHigherproductqualitycanincreaseefficiency68ImprovingQualityAnorganizatiTotalQualityManagementTotalqualitymanagement(TQM)

focusesonimprovingthequalityofanorganization’sproductsandstressesthatallofanorganization’s

value-chainactivities

shouldbedirected

towardthisgoal69TotalQualityManagementTotalStepstoSuccessfulTQMImplementationBuildorganizationalcommitmenttoqualityFocusonthecustomerFindwaystomeasurequalitySetgoalsandcreateincentivesSolicitinputfromemployees70StepstoSuccessfulTQMImplemStepstoSuccessfulTQMImplementationIdentifydefectsandtracetosource.Introducejust-in-time(JIT)inventorysystems.Workcloselywithsuppliers.Designforeaseofproduction.Breakdownbarriersbetweenfunctions.71StepstoSuccessfulTQMImplemFocusontheCustomerIdentifywhatcustomerswantfromthegoodorservicethatthecompanyprovidesIdentifywhatthecompanyactuallyprovidestocustomersIdentifythegapthatexistsbetweenwhatthecustomerswantandwhattheyget(qualitygap)Formulateaplanforclosingthequalitygap72FocusontheCustomerIdentifyFacilitiesLayout,FlexibleManufacturing,andEfficiencyFacilitiesLayout

strategyofdesigningthemachine-workerinterfacetoincreaseproductionsystemefficiencyFlexibleManufacturing

strategybasedontheuseofITtoreducethesetupcostsassociatedwithaproductassemblyprocess73FacilitiesLayout,FlexibleMaFigure9.5ThreeFacilitiesLayouts74Figure9.5ThreeFacilitiesLayDiscussionQuestion?Whichfacilitieslayoutisthebesttouse?ProductlayoutProcesslayoutFixedpositionlayoutContingencylayout75DiscussionQuestion?WhichfaciFacilitiesLayoutProductlayout

machinesareorganizedsothateachoperationisperformedatworkstationsarrangedinafixedsequenceProcessLayout

selfcontainedworkstationsnotorganizedinafixedsequence76FacilitiesLayoutProductlayouFacilitiesLayoutFixed-PositionLayout

theproductstaysinafixedspotandcomponentsproducedatremotestationsarebroughttheproductfortofinalassembly77FacilitiesLayoutFixed-PositioChangingaFacilitiesLayoutFigure9.678ChangingaFacilitiesLayoutFiFlexibleManufacturingAimstoreducetimerequiredtosetupproductionequipmentByredesigningtheprocesssetuptimesandcostscanbedrasticallyreducedAbletoproducemanymorevarietiesofaproductthanbeforeinthesameamountoftime79FlexibleManufacturingAimstoJust-in-TimeInventoryandEfficiencyJust-in-time(JIT)inventorysystemgetscomponentstotheassemblylinejustastheyareneededtodrivedowncostsMajorcostsavingscanresultfromincreasinginventoryturnoverandreducinginventoryholdingcosts80Just-in-TimeInventoryandEffSelf-ManagedWorkTeamsandEfficiencySelf-managedworkteamsproduceanentireproductinsteadofjustpartsofitTeammemberslearnalltasksandmovefromjobtojobCanincreaseproductivityandefficiency81Self-ManagedWorkTeamsandEfProcessReengineeringandEfficiencyProcessReengineering

fundamentalrethinkingandradicalredesignofthebusinessprocesstoachievedramaticimprovementincriticalmeasuresofperformance82ProcessReengineeringandEffiTwoKindsofInnovationQuantumproductinnovation

resultsinthedevelopmentofradicallydifferentkindsofgoodsandservicesbecauseoffundamentalshiftsintechnologybroughtaboutbypioneeringdiscoveries83TwoKindsofInnovationQuantumTwoKindsofInnovationIncrementalproductinnova

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