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MM ZG512 Manufacturing
Strategy
Rajiv Gupta
BITS Pilani
Live Lecture 1
Course Outline
• Text book:
– “Competitive Strategy” by Michael E. Porter, Free
Press, 2012
• Method of instruction: Recorded lectures, live on-line
recitation sessions. In addition there will be additional
recorded material that will be available
– The recorded lectures form the main course content.
– The live lectures will be used for discussions and for expanding
on the material covered in the recorded lectures.
– If a student only reads the slides of the recorded lectures or the
on-line recitations he/she will miss important points that are
covered in the lecture/class.
2
• The textbook will provide additional material and
examples to help you better understand the material.
• Students are urged to read the relevant chapters
from the book and other material that is made
available.
• Please note that the recorded lectures are available
in the Courseware section, i.e., Courseware for
Manufacturing Strategy
3
• For any questions, doubts pertaining to the subject
matter, please send me an email at
gupta.rm@wilp.bits-pilani.ac.in. For all
administrative questions, please call or write the
WILPD office at BITS Pilani. If you do not get a
satisfactory response please let me know.
• I expect you to keep regular with the material
covered in class and with the readings as assigned.
This is your responsibility.
4
• Assessment: There will be 2 exams, 2 on-line
quizzes, and an assignment. The point
breakdown will be as follows:
– Mid-term exam (closed book) – 30%
– Final exam (open book) – 50%
– 2 on-line quizzes (open) 5% each (Total 10%)
– Assignment – 10%
5
Term Paper
• You will have to write and submit a term
paper. The paper will require you to take a
company, either the one you are currently
working for, or any other company that you
wish to analyze, and you will perform a
strategy analysis on the company using the
materials covered in the course. The paper will
be for 10 marks and will be due by the end of
the term.
6
Semester at a Glance
• Recorded Lecture 1
– Definition and Introduction to Strategy
– Need for Strategy
– Different Levels of Strategies
– Role of Manufacturing in Business Strategy Development
– Porter’s 5 Competitive Forces
• Recitation 2
– Based on Recorded Lectures 1 and 2
7
– Porter’s 5 Competitive Forces (contd.)
– Structural Analysis
– Generic Strategies
– Choosing a Strategy
• Recitation 3
8
– Creating Competitive Advantage
– Manufacturing Outputs
– Manufacturing Focus
– Product Volume Variety Matrix
– Manufacturing Systems
• Recitation 4
9
– Manufacturing Levers
– Volume/Variety vs. Layout/Flow Matrix vs. Product Life Cycles
– FMS and JIT Systems
– BCG Matrix
– Competing Through Manufacturing
• Recitation 5
10
– Competing Through Manufacturing
– Transitioning through the four stages of the strategic role of
manufacturing
– GE Dishwasher SBU case
– Strategic Fit
• Recitation 6
11
– Strategic Fit
– Focus and trade-offs
– Ikea case
– Competitive edge
– Understanding competitive advantage
– Operational capabilities
– Using Operational Capabilities to launch an attack - Case
• Recitation 7
12
– Traditional Strategy vs Strategic Intent
– Competitive Innovation
– How Strategic Intent works
– Core Competence
– Core Products
– Core Competence and the SBU structure
• Recitation 8
13
– Why companies go global
– Different ways in which companies go global
– Global strategies
– Configuration and Co-ordination issues for going global
– Risks of going global
– Competitive advantage of nations
• Recitation 9
14
• In addition we will have 2 detailed case studies that
we will discuss in class.
– Apple
– Amazon vs. Walmart
15
Recitation 1
• Begin Module 1
– Brief Summary of Recorded Lecture 1
16
Recorded Lecture 1
• Recorded lecture 1 deals with questions of:
– What is strategy?
– Why do we need strategy?
– What are the different levels at which strategy
exists?
• So what do you understand by the term
strategy and why is it needed?
17
Recorded Lecture 1
In 1980 Michael Porter defined strategy as
"...broad formula for how a business is going
to compete, what its goals should be, and
what policies will be needed to carry out
those goals" and the "...combination of
the ends (goals) for which the firm is striving
and the means (policies) by which it is seeking
to get there."
18
Recorded Lecture 1
• The key words to focus on when we think of
strategy are:
– It is a broad approach, not a plan. What is the
difference?
– Its impact is long term. Why so? Can you have a
short term strategy?
– It guides how a company positions itself for
competing in the market.
19
Recorded Lecture 1
• The reasons why we need strategy is so that:
– People within the company understand what the
business priorities are.
– Customers, suppliers, and others understand the
broad focus of the company.
– Decisions having long term impact and involving
large investments can be made consistently and
effectively.
– Companies develop approaches that can help
them deal with the competition.
20
Recorded Lecture 1
• The origins of strategy is from warfare, i.e., it
is a broad approach to overcome the enemy.
• In business, we don’t have an enemy; the
competition takes the place of the enemy and
the company strategy should help it to beat
the competition.
• Strategies can be developed at various levels;
corporate, business, and functional, as well as
the governmental levels.
21
Recorded Lecture 1
• The strategy at each level determines the bounds
for the next level below it.
• Ideally, the strategies at the corporate level
should help align the strategies of individual
businesses, which should help align the strategies
of individual functions.
• In practice, however, strategies at each level are
not necessarily in sync. So individual functional
strategies may not be mutually supportive and be
at odds with each other.
• Can you think of any examples?
22
Recorded Lecture 1
• When functional strategies fail to support the
business strategy, and other functions, the
company performance falters
• For example, marketing may have a strategy to
provide a large variety of products while
manufacturing may be geared toward
producing large quantities of a small variety of
products.
• Why might this happen?
23
Examples
• A Marketing Strategy can include decisions
regarding
– When to introduce new products
– When and if to exit markets/products
– Pricing strategy. e.g. Estee Lauder
– Distribution strategy
– Promotion strategy
– Etc.
24
Examples
• Facilities Strategy
– Often part of manufacturing strategy
– May include decisions such as
• When and how to expand
• Dedicated vs. mixed use facilities
• Facility size and location
• Technology
• Example
25
Examples
• Manufacturing Strategy can include decisions
including
– Centralized vs. decentralized manufacturing
– External collaboration
– Mass production vs. batch production vs. job shop
– Level and type of automation
– Vertical integration
26
Strategies Plans, Policies and
Philosophies
• Strategies are general, high level approaches
to help marshal the resources of an
organization to help achieve its long term
goals
• Plans tend to be more specific, more shorter
term and therefore should not be confused
with strategy
27
Strategies Plans, Policies and
Philosophies
• Policies tend to be rules to conduct day to day
operations and are not designed to specifically
affect company goals directly
• Philosophies tend to be too broad and are
designed more to shape behavior than
decisions.
28
Recitation 1
• End of module 1
29
Recitation 1
• Begin Module 2
– Brief Summary of Recorded Lecture 2
30
Recorded Lecture 2
• Interestingly, manufacturing is often not an equal
partner in the development of the business
strategy.
• This is particularly ironic because
– Manufacturing plays a key role in meeting the
requirements of the customer
– Manufacturing involves the largest investment by the
company and the company strategy has a major
impact on its investment
• Why do you think this happens?
31
Recorded Lecture 2
• Companies usually think of product design,
finance and marketing when they think of
developing a strategy.
• Manufacturing is typically concerned with
meeting the objectives set by others and
focused on short term, rather than long term,
goals.
• The reward system in companies encourages
short term thinking.
32
Recorded Lecture 2
• The next topic is the Porter Framework of Five
Competitive Forces
• Porter developed the framework as a means of
defining the structure of competition in an industry
• The structure will largely influence how profitable an
existing, or a new, company will be.
• The profitability of a company will be based on how
well it is able to deal with the five competitive forces
as defined by Porter.
33
The Porter Framework
Industry Profitability is Determined by
Threat of
New Entrants
Bargaining Power Rivalry Among Bargaining Power

of Suppliers Existing Competitors of Buyers
Threat of Substitute
Products or Services
34
Recorded Lecture 2
• The five competitive forces affect the ability of a
company to make money.
• Broadly the five forces affect sectors of industries.
So in a sector dealing with commodity products,
with a lot of competition, it will be difficult for a
company to make very large profit as compared
to other sectors with less competition.
• But within the sector, some companies can make
more money than others.
35
Recitation 1
• End of module 2
36
Recitation Next Week
• Discussion questions
– What do you understand by the term strategy?
– What can you say about the strategy your company
follows?
– Do you think that your company’s strategy is clearly and
explicitly stated and understood by everyone?
– Does your department, business unit have its own
strategy? How does it match with the corporate strategy?
37
– How much input does manufacturing have in strategy
formulation in your company?
– Does top management in your company understand
manufacturing well?
– Would you say that the barrier to entry in your industry is
high or low? Why? What is the implication of this?
– How would you characterize the rivalry among the existing
competitors in your industry?
38
Questions?
39
Strategy
Rajiv Gupta
BITS Pilani
Live Lecture 2
Recitation 2
• Module 1
– Term Paper
• Module 2
– Brief Summary of Prerecorded Lectures 1and 2
• Module 3
– Discussion on Prerecorded Lecture 1
• Module 4
• Module 5
– Brief Summary of Prerecorded Lecture 3
• Module 6
• Module 7
– Discussion Questions for next week
2
Recitation 2
• Begin Module 1
– Term Paper
3
Term Paper
• In the last class I mentioned that you will have
to write and submit a term paper. The paper
will require you to take a company, either the
one you are currently working for, or any
other company that you wish to analyze, and
you will perform a strategy analysis on the
company using the materials covered in the
course. The paper will be for 10 marks and will
be due by the end of the term.
4
Term Paper
• Your first task is to select the company you
wish to analyze and send me a brief email
about it.
• Next you will do an analysis of the company
using Porter’s 5 Competitive Forces which we
will discuss today and in the next class.
• So time to get started.
5
Recitation 2
• End of module 1
6
Recitation 2
• Begin Module 2
– Brief Summary of Prerecorded Lectures 1 and 2
7
Prerecorded Lecture 1
• The origins of strategy is from warfare, i.e., it
is a broad approach to overcome the enemy.
• In business, the term strategy has been used
since around 1950s and 60s
• In business, strategy is a high level approach
to beat the competition and gain a leading
position in the market.
8
• Michael Porter identifies three principles
underlying strategy:
– Creating a "unique and valuable position"
– Making trade-offs by choosing "what not to do"
– Creating "fit" by aligning company activities with
one another to support the chosen strategy
• We will be discussing Porter’s three points
later in the semester.
9
• Organizations can develop strategies at various
levels; corporate, business, and functional:
– Corporate strategy involves answering a key question
from a portfolio perspective: "What business should
we be in?“
– Business strategy involves answering the question:
"How shall we compete in this business?
– Functional strategy deals with the question “How
does the function best support the business
objectives?”
10
Some questions that should be considered as part of a business strategy
• What is the organization's business?
• Who is the target customer for the organization's products and services?
• Where are the customers and how do they buy? What is considered
"value" to the customer?
• Which businesses, products and services should be included or excluded
from the portfolio of offerings?
• What is the geographic scope of the business?
• What differentiates the company from its competitors in the eyes of
customers and other stakeholders?
• Which skills and capabilities should be developed within the firm?
• What are the important opportunities and risks for the organization?
• How can the firm grow, through both its base business and new business?
• How can the firm generate more value for investors?
11
• The strategy at each level determines the
bounds for the next level below it.
• In practice, however, strategies at each level
are not necessarily in sync. So individual
functional strategies may not be mutually
supportive and be at odds to each other.
• Some of the functional areas that need a
strategy include manufacturing, engineering,
marketing, finance.
12
• When business strategy, and each of the
functional strategies fail to support each
other, the company performance falters
• For example, marketing may have a strategy to
provide a large variety of products while
manufacturing may be geared toward
producing large quantities of a small variety of
products.
13
• The company should perform an environmental
analysis including the:
– Remote external environment, including the political,
economic, social, technological, legal and environmental
landscape
– Industry environment, such as the competitive behavior of
rival organizations, the bargaining power of
buyers/customers and suppliers, threats from new
entrants to the industry, and the ability of buyers to
substitute products. (Porter’s 5 Forces)
– Internal environment, regarding the strengths and
weaknesses of the organization's resources (i.e., its people,
processes and IT systems)
14
• Although manufacturing plays a key role in
meeting the requirements of the customer and
involves the largest investment by the company,
manufacturing has traditionally not played a
proactive role in the formulation of business
strategy.
• Manufacturing is typically concerned with
meeting the objectives set by others and focused
on short term, rather than long term, goals.
• The reward system in companies encourages
short term thinking.
15
The Porter Framework
Industry Profitability is Determined by
Threat of
New Entrants
Bargaining Power Rivalry Among Bargaining Power

of Suppliers Existing Competitors of Buyers
Threat of Substitute
Products or Services
16
• The five competitive forces affect the ability of a
company to make money.
• Broadly the five forces affect sectors of industries.
So in a sector dealing with commodity products,
with a lot of competition, it will be difficult for a
company to make very large profit as compared
to other sectors with less competition.
• But within the sector, some companies can make
more money than others based on how well they
execute their strategy.
17
• The threat of new entrants is governed by
barriers to entry.
• Barriers to entry are factors that make it
difficult for new competitors to enter the
market.
• The higher the barriers, the lesser the chances
of newer competitors entering the market.
Hence less pressure on margins.
18
• Examples of barriers to entry could be:
– How much investment is required.
– Whether the product is specialized or a
commodity.
– Governmental regulations.
– Etc.
• Suggest an example of an industry with high
entry barriers. Reasons for your selection?
19
• Rivalry among the existing competitors will
obviously put pressure on profit margins.
• Some factors that contribute to the intensity of
the rivalry can be:
– How equally matched are the competitors
– Slow rate of growth in the industry
– Differentiation in the product
– Barriers to exit
• Which industries have high rivalry among existing
competitors?
20
Recitation 2
• End of module 2
21
Recitation 2
• Begin Module 3
– Discussion Questions Based on Prerecorded
Lecture 1
22
Recitation
– Which of these is a strategy, and why?
• Cutting costs
• Being a low cost producer
– What do you understand by the term strategy?
– What can you say about the strategy your company
follows?
– Do you think that your company’s strategy is clearly and
explicitly stated and understood by everyone?
– Does your department, business unit have its own
strategy? How does it match with the corporate strategy?
23
Recitation 2
• End of module 3
24
Recitation 2
• Begin Module 4
Lecture 2
25
Recitation
– How much input does manufacturing have in strategy
formulation in your company?
– Would you say that the barrier to entry in your industry is
high or low? Why? What is the implication of this?
– In what industries is barrier to entry high due to
differentiation or economies of scale?
– How would you characterize the rivalry among the existing
competitors in your industry?
26
Recitation 2
• End of module 4
27
Recitation 2
• Begin Module 5
28
• In Lecture 3 we continue with Porter’s 5 Competitive
Forces.
• Threat from substitute products refers to products
and services that provide the same function to the
customer , and therefore may be considered
interchangeable.
• Often a company does not recognize substitute
products and technologies until it is too late.
• Examples would be alternatives modes of
transportation, alternative building materials, etc.
29
• Customers primarily consider the price to
performance ratio of different products. If the price
to performance ratio of the substitute product is
better than that of the original product, the
substitute may replace the original.
• Bargaining power of buyers refers to the clout that a
buying entity has in negotiating a price.
• The tendency of the buyer is to get as low a price for
the product or service and he will try to do so.
30
• The ability of the buyer to effectively negotiate the
price depends on several factors, including the
relative sizes of the companies, and how critical the
product is to the buyer’s business, the difficulty for
the buyer to switch to a competitor, and the ability of
the buyer to backward integrate.
• The seller, on the other hand will try to extract as
high a price as he can for his goods or services.
• The same factors apply to the seller as to the buyer,
but in reverse.
31
• Once a company understands the competitive forces
that affect the industry, it can take suitable steps to
prepare itself for the challenge.
• It can either take reactive steps to counter some of
the threats, or it can take proactive steps to ward off
potential threats.
32
Recitation 2
• End of module 5
33
Recitation 2
• Begin Module 6
34
• In Lecture 4 we discuss the 3 Generic Strategies as
postulated by Michael Porter, i.e., Overall Cost
Leadership, Differentiation, and Focus strategies.
• The Overall Cost Leadership Strategy calls for a
company to excel in controlling the total cost of
providing the goods or services to the customer. This
allows the company to have lower market prices and
therefore, higher market share.
• The Differentiation Strategy calls for a company to
develop unique products that can command a higher
price in the market.
35
• The higher price can lead to higher margins, but
come with a lower market share.
• The Focus Strategy requires a company to develop a
narrow niche in the market. This may be based on
product or customer base. Within the niche area, the
company excels in providing the product either at a
low price, or with unique features. This gives the
company an edge over its competition, but only in
the focus area.
• Each of the generic strategies requires a different set
of skills and management focus.
36
• Typically it is not possible for a company to adopt
more than one generic strategy as each strategy
requires the complete attention of the management
team.
• A company must choose one generic strategy based
on what it considers its strengths and weaknesses
relative to the rest of the industry and the market.
• An option not available to a company is to be “Stuck
in the Middle,” i.e., not have a clear strategy.
37
• Each generic strategy allows a company to overcome
the 5 Competitive Forces, but there are risks involved
in the strategies as well.
• A company with a particular generic strategy still
needs to keep an eye on developments in the
market. Otherwise changes in the market and in the
competition may erode any advantage the company
may have.
• There is no generic strategy that is universally better
or worse than others.
38
Recitation 2
• End of module 6
39
Recitation 2
• Begin Module 7
– Discussion Questions For Next Week
40
– Are there products or services that can substitute for your
company’s offerings? Is your company aware of these?
– How does your company prepare itself for substitutes?
– How much leverage do your customers have in establishing
prices of the products you sell? How do you handle it?
– How much leverage do your suppliers have over your
company? How do you tackle it?
– Does your company work toward anticipating shifts in the
competitive scenario? How?
41
– Which of the generic strategies does your company follow?
Give some examples to illustrate
– What kind of skills do you see that the company requires
and has for the generic strategy adopted by your
company?
– What can you say about the organizational structure and
management approach as it relates to the generic strategy
of your company?
– How successful is your company in implementing its
generic strategy?
42
Questions?
43
Strategy
Rajiv Gupta
BITS Pilani
Live Lecture 3
Recitation 3
• Module 1
– Assignment
• Module 2
– Topics Covered in Prerecorded Lectures 3 and 4
• Module 3
• Module 4
• Module 5
• Module 6
• Module 7
– Discussion Questions for the Next Recitation
2
Recitation 3
• Begin Module 1
– Assignment
3
Assignment
• Choose a company, either the one you work for, or
have worked for, or any other company
• You will start by analyzing the industry in which the
company operates using Porter’s 5 Competitive Forces
• Then you will try to define what Generic Strategy the
company follows (or should follow) giving appropriate
reasons for your conclusions
• This will be a multi part assignment. The rest of the
assignment will be described as we go along the
semester.
• You will be required to submit a complete paper at the
end of the semester.
4
Recitation 3
• End of module 1
5
Recitation 3
• Begin Module 2
6
• In Lecture 3 we continue with Porter’s 5 Competitive
Forces.
• Threat from substitute products refers to products
and services that provide the same function to the
customer , and therefore may be considered
interchangeable.
• Examples would be alternatives modes of
transportation, alternative building materials, etc.
7
• Bargaining power of buyers refers to the clout that a
buying entity has in negotiating a price.
• The tendency of the buyer is to get as low a price for
the product or service and he will try to do so.
• The ability of the buyer to effectively negotiate the
price depends on several factors, including the
relative sizes of the companies, and how critical the
product is to the buyer’s business, the difficulty for
the buyer to switch to a competitor, and the ability of
the buyer to backward integrate.
8
• The seller, on the other hand will try to extract as
high a price as he can for his goods or services.
• The same factors apply to the seller as to the buyer,
but in reverse.
9
• In Lecture 4 we discuss the 3 Generic Strategies as
postulated by Michael Porter, i.e., Overall Cost
Leadership, Differentiation, and Focus strategies.
• The Overall Cost Leadership Strategy calls for a
company to excel in controlling the total cost of
providing the goods or services to the customer. This
allows the company to have lower market prices and
therefore, higher market share.
• The Differentiation Strategy calls for a company to
develop unique products that can command a higher
price in the market.
10
• The higher price can lead to higher margins, but
comes with a lower market share.
• The Focus Strategy requires a company to develop a
narrow niche in the market. This may be based on
product or customer base. Within the niche area, the
company excels in providing the product either at a
low price, or with unique features. This gives the
company an edge over its competition, but only in
the focus area.
• Each of the generic strategies requires a different set
of skills and management focus.
11
• Typically it is not possible for a company to adopt
more than one generic strategy as each strategy
requires the complete attention of the management
team.
• A company must choose one generic strategy based
on what it considers its strengths and weaknesses
relative to the rest of the industry and the market.
• An option not available to a company is to be “Stuck
in the Middle,” i.e., not have a clear strategy.
12
Recitation 3
• End of module 2
13
Recitation 3
• Begin Module 3
Lecture 3
14
Recitation
15
Recitation
– In the article on the Indian automotive industry, what do
you understand from the 5 Factor Analysis of the auto
industry?
– What should be the learning for an automotive company
considering venturing into the Indian market?
– In the article applying Porter’s 5 Competitive Forces to the
airline industry, do you agree with the author?
– What does the analysis reveal about the industry?
16
Recitation 3
• End of module 3
17
Recitation 3
• Begin Module 4
Lecture 4
18
Recitation
– Which of the generic strategies does your company follow?
Give some examples to illustrate
– What kind of skills do you see that the company requires
and has for the generic strategy adopted by your
company?
– What can you say about the organizational structure and
management approach as it relates to the generic strategy
of your company?
– How successful is your company in implementing its
generic strategy?
19
Recitation 3
• End of module 4
20
Recitation 3
• Begin Module 5
21
Summary of Prerecorded Lecture 5
• In Lecture 5 we begin by discussing Competitive
Advantage and the measures for assessing a
company’s competitive ability.
• The common measures used, such as Return on
sales, Market Share and Shareholder Value do not
adequately measure how well a company is utilizing
its resources.
• Return on Invested Capital, or ROIC, is a more
suitable measure to indicate the ability of a company
to effectively utilize its resources and should be used
in preference to the others.
22
• We can increase ROIC in one of two ways, either by increasing
the selling prices of the product we sell, or by reducing the
cost of delivering the product to the customer.
• Each of these approaches requires us to adopt a different
strategy. For example, in order to be able to charge a higher
price, we would typically adopt a Differentiation Strategy,
while you would use an Overall Cost Leadership Strategy to
reduce the cost of delivery.
• We create value for the customer by either performing certain
activities, or by getting someone else to perform them for us.
The total set of all activities that need to be performed to
create value for the customer is referred to as the Value
System. The set of activities a company performs in-house is
called the Value Chain.
23
• A company must decide which activities to perform in-
house, and which ones to outsource.
• This is a departure from the traditional make-buy
decision where we decide whether to make a product in-
house or to outsource it. In the Value Chain approach
you decide to outsource a specific activity.
• Also there is a different way of looking at traditional
vertical integration. Vertical integration focuses on
ownership of assets. In practice, you can have a range of
relationships with partners that can be used.
24
Types of Relationships
Vertical Arm’s length

Joint venture Long term
Integration relationship
relationship
25
Customer Value Chain
• An alternative approach “The Customer Value
Chain” is discussed in the book “Unlocking the
Customer Value Chain” by Thales Teixeira.
• He talks about a Customer Value Chain (CVC) as
consisting of the activities that a customer has to
go through in acquiring a product/service and
using it.
• According to Teixeira, a lot of the current
disruption in markets today are due to startups
uncoupling various activities in the CVC.
26
The above illustrates a simplified CVC for any consumer in any market. Typically,
In the traditional markets, the customer performed all the activities in the CVC at
one company.
27
Decoupling the CVC
The above figure shows how disrupters can, and do, decouple
the coupled activities in the CVC and steal customers from an
incumbent only for the decoupled activities.
28
Examples of Decoupled Activities
Activity Value AddingVa Non Disruptor
ValueAdding
Watching TV Watch show Watch ads TiVo
Shopping Test/try Purchase Amazon
Communication Talk/text Connect Skype
29
Costs Targeted by Decouplers
• According to Teixeira, decouplers target one or
more of three types of costs borne by the
consumer when they consider decoupling a
CVC
– Monetary costs
– Effort
– Time
30
31
• There are 6 manufacturing outputs, viz., Cost,
Quality, Performance, Flexibility, Delivery, and
Innovativeness. The values of these outputs depend
on the industry and the configuration of the
production and delivery system.
• Each organization needs to decide what outputs it
wants to focus on. That depends on the type of
customers and their requirements. Once a choice is
made with regard to the output, the system can be
planned to deliver the output.
32
• Each type of product typically tends to pose a particular
requirement on the manufacturing system.
• If we try to combine products with different
requirements and produce them on a common system,
we will not do well.
• We need to understand the requirements of the products
that we have chosen to produce and then design a
system to provide a limited number of the requirements.
Only then will the production system be able to deliver
the kind of outputs that we desire. This is called
developing a focus.
33
Recitation 3
• End of module 5
34
Recitation 3
• Begin Module 6
35
• In order to determine how to add value, a company
needs to ask 3 questions, which customers do we
serve, which requirements of these customers to
serve, and at what price.
• Based on the answers to these questions, we will
determine the requirements posed to our
manufacturing and delivery system.
• Each manufacturing system has certain characteristic
which makes it more suitable for certain
manufacturing tasks, and unsuitable for other tasks.
36
• Wickham Skinner proposed the concept of a Focused
Factory where he suggested that we design a
manufacturing system for optimally satisfying the
needs of a limited number of manufacturing tasks.
• If a company had products that called for a variety of
manufacturing tasks based on the outputs desired, it
was better to have multiple focused factories.
• A Plant Within a Plant (PWP) is the result of a larger
plant being subdivided into smaller plants based on
focus on a narrow set of manufacturing
requirements.
37
• A focused factory needs to have the type of
equipment, its configuration, and the operating
policies based on what is most suitable for the
product characteristics.
• Examples of the basis of focus include faster delivery,
lower cost, higher quality, greater flexibility, etc.
• A Product Volume/Variety vs. Flow/Layout Matrix
was introduced which suggested different layouts
and different types of production systems for high
and low volume products, with low and high variety,
respectively.
38
Volume-Variety/Layout-Flow Matrix
Functional
or Process Layout Job Shop
Batch Production
Cellular Layout
Operator-paced or
Product Machine-paced line
or Line Layout
Continuous
production
Continuous Flow
Large variety Few products One product

Low volume Medium volume High volume
39
• There are 3 broad types of production systems, i.e.,
job shop, batch production, and line production.
• There are 3 basic types of layout based on product
volumes and variety, i.e., layout by product, layout by
process, and cellular layouts.
• Based on the corresponding volumes and variety of
the products being produced, the right layout and
the right production system may be selected.
40
Recitation 3
• End of module 6
41
Recitation 3
• Begin Module 7
– Discussion Questions For the Next Recitation
based on Prerecorded lectures 5 and 6
42
Next Recitation
– What measure of performance does your organization use
to judge how well it is doing vis a vis the competition?
– How good do you think this measure is in determining the
true competitive ability of your organization?
– Does your company either forward integrate or backward
integrate? How has been the experience?
– How would you rate your company in terms of the 6
manufacturing outputs as discussed in the lecture?
– Can you suggest alternative outputs that may be more
relevant to your company?
43
Next Recitation
– Do your company’s plants exhibit any focus in terms of
manufacturing, or are they general purpose manufacturing
plants?
– Would your organization gain from developing a focus? How?
Why?
– Where would you place your company in terms of the
volume/variety matrix? What type of flow and layout do you
have?
– What type of layout and production system do you have in
place?
– How well suited is your infrastructure and the physical facilities
for the type of requirements posed by the volume and variety of
products? What are the challenges?
44
Questions?
45
Strategy
Rajiv Gupta
BITS Pilani
Live Lecture 4
Recitation 4
• Module 1
– Discussion on the 3 cases regarding Porter’s 5 Competitive Forces
• Module 2
• Module 3
• Module 4
• Module 5
• Module 6
• Module 7
2
Recitation 4
• Begin Module 1
– Discussion Questions Based on the 3 Cases
Regarding Porter’s 5 Competitive Forces
3
Recitation
4
Recitation 4
• End of module 1
5
Recitation 4
• Begin Module 2
6
• In Lecture 5 we begin by discussing Competitive
Advantage and the measures for assessing a
company’s competitive ability such as Return on
sales, Market Share and Shareholder Value and
Return on Invested Capital ROIC.
• Return on Invested Capital, or ROIC, is a more
suitable measure to indicate the ability of a company
to effectively utilize its resources and should be used
in preference to the others.
7
• We can increase ROIC in one of two ways, either by increasing
the selling prices of the product we sell, or by reducing the
cost of delivering the product to the customer.
• To be able to charge a higher price, we would typically adopt a
Differentiation Strategy, while we would use an Overall Cost
Leadership Strategy to reduce the cost of delivery.
• Value Systems and Value Chains are discussed next. We create
value for the customer by either performing certain activities,
or by getting someone else to perform them for us. The total
set of all activities that need to be performed to create value
for the customer is referred to as the Value System. The set of
activities a company performs in-house is called the Value
Chain.
8
• A company must decide which activities to perform in-
house, and which ones to outsource.
• This is a departure from the traditional make-buy
decision where we decide whether to make a product in-
house or to outsource it. In the Value Chain approach
you decide to outsource a specific activity.
• Also there is a different way of looking at traditional
vertical integration. Vertical integration focuses on
ownership of assets. In practice, you can have a range of
relationships with partners that can be used.
9
Types of Relationships
Vertical Arm’s length

Joint venture Long term
Integration relationship
relationship
10
• An alternative approach “The Customer Value Chain” is
discussed in the book “Unlocking the Customer Value
Chain” by Thales Teixeira.
• He talks about a Customer Value Chain (CVC) as
consisting of the activities that a customer has to go
through in acquiring a product/service and using it.
• According to Teixeira, a lot of the current disruption in
markets today are due to startups uncoupling
individual activities in the CVC. The incumbent is left
with some of the activities, but not all of them.
11
The above illustrates a simplified CVC for any consumer in any market. Typically,
In the traditional markets, the customer performed all the activities in the CVC at
one company.
12
Decoupling the CVC
The above figure shows how disrupters can, and do, decouple
the coupled activities in the CVC and steal customers from an
incumbent only for the decoupled activities.
13
Examples of Decoupled Activities
Activity Value AddingVa Non Disruptor
ValueAdding
Watching TV Watch show Watch ads TiVo
Shopping Test/try Purchase Amazon
Driving Use Maintain Zipcar
14
Costs Targeted by Decouplers
• According to Teixeira, decouplers target one or
more of three types of costs borne by the
consumer when they consider decoupling a
CVC
– Monetary costs
– Effort
– Time
15
Banking example
16
• There are three types of decoupling
– Value adding
• Decouplers take away one of 2 or more value adding
activities
– Value eroding
• Decouplers take the value adding activity leaving the
value eroding activity
– Value charging
• Decouplers remove charges for most users, charging
only from heavy/regular users or advertisers
17
• Six manufacturing outputs are discussed, viz., Cost,
Quality, Performance, Flexibility, Delivery, and
Innovativeness. The values of these outputs depend
on the industry and the configuration of the
production and delivery system.
• Each organization needs to decide what outputs it
wants to focus on. That depends on the type of
customers and their requirements. Once a choice is
made with regard to the output, the system can be
planned to deliver the output.
18
• In Prerecorded Lecture 6 we discuss how to add
value.
• A company needs to ask 3 questions, which
customers do we serve, which requirements of these
customers to serve, and at what price.
• Based on the answers to these questions, we will
determine the requirements posed to our
manufacturing and delivery system.
19
• Wickham Skinner proposed the concept of a Focused
Factory where he suggested that we design a
manufacturing system for optimally satisfying the
needs of a limited number of manufacturing tasks.
• If a company had products that called for a variety of
manufacturing tasks based on the outputs desired, it
was better to have multiple focused factories.
• A Plant Within a Plant (PWP) is the result of a larger
plant being subdivided into smaller plants based on
focus on a narrow set of manufacturing
requirements.
20
• A focused factory needs to have the type of
equipment, its configuration, and the operating
policies based on what is most suitable for the
product characteristics.
• Examples of the basis of focus include faster delivery,
lower cost, higher quality, greater flexibility, etc.
• A Product Volume/Variety vs. Flow/Layout Matrix
was introduced which suggested different layouts
and different types of production systems for high
and low volume products, with low and high variety,
respectively.
21
• There are 3 broad types of production systems, i.e.,
job shop, batch production, and line production.
• There are 3 basic types of layout based on product
volumes and variety, i.e., layout by product, layout by
process, and cellular layouts.
• Based on the corresponding volumes and variety of
the products being produced, the right layout and
the right production system may be selected.
22
Functional
Batch Production
Cellular Layout
Operator-paced or
or Line Layout
Continuous
production
Continuous Flow

23
Recitation 4
• End of module 2
24
Recitation 4
• Begin Module 3
Lecture 5
25
Recitation
– What measure of performance does your organization use
to judge how well it is doing vis a vis the competition?
– How good do you think this measure is in determining the
true competitive ability of your organization?
– Does your company either forward integrate or backward
integrate? How has been the experience?
– The Customer Value Chain perspective can drastically
change the competitive field. Do you see ways in which
CVC can happen in your industry/business?
26
Recitation
– How would you rate your company in terms of the 6
manufacturing outputs as discussed in the lecture?
– Can you suggest alternative outputs that may be more
relevant to your company?
27
Recitation 4
• End of module 3
28
Recitation 4
• Begin Module 4
Lecture 6
29
Recitation
– Do your company’s plants exhibit any focus in terms of
manufacturing, or are they general purpose manufacturing
plants?
– Suggest a way that a tire repair shop could apply the concept of
focus. What would be the benefits?
– Would your organization gain from developing a focus? How?
Why?
– Where would you place your company in terms of the
volume/variety matrix? What type of flow, production system,
and layout do you have?
– How well suited is your infrastructure and the physical facilities
for the type of requirements posed by the volume and variety of
products? What are the challenges?
30
Recitation 4
• End of module 4
31
Recitation 4
• Begin Module 5
32
Brief Summary of Lecture 7
• In Lecture 7 we discuss manufacturing levers.
• Manufacturing levers are variables that need to be
set/adjusted based on the type of production system
that we have, viz., Job Shop, Batch or Line
Production. If the levers are inappropriately selected,
it will result in poor performance of the system.
• The six levers are; Human Resources, Organizational
Structure, Production Planning and Control,
Sourcing, Process Technology, and Facilities.
33
• Job shops tend to require more skilled workers,
better supervision, centralized PPC, large number of
vendors, general purpose machines and a process
type of a layout.
• The main advantage of a job shop is flexibility rather
than efficiency.
• In batch production, the workers are generally
skilled, as is supervision. PPC may be centralized for
process layouts, but we may have pull scheduling for
cellular layouts, vendors could be large in number
and the machines tend to be general purpose.
34
Summary of Lecture 7
• In batch production with cellular layouts you tend to
have more efficiency along with flexibility. However, with
process layouts, you tend to have just flexibility.
• In line production, the workers are less skilled as
compared to job shop and batch production. Supervision
is simpler. Production may be to forecast and could be via
ERP or by pull. The number of vendors would be fewer
than in job shop and batch production. Machines would
be specialized and the layouts based on product.
• Line production systems focus on efficiency of the
process.
35
Functional
Batch Production
Cellular Layout
Operator-paced or
or Line Layout
Continuous
production
Continuous Flow

36
Functional
Batch Production
Cellular Layout
Operator-paced or
or Line Layout
Continuous
production
Continuous Flow

New Product Gaining acceptance Maturity
37
An example
A TV manufacturer had an initial strategy of high flexibility during
the early stages of color TVs. At this stage it could be
characterized to be at the medium volume of production using
batch production.
As the demand appeared to be growing rapidly and it
considered adding capacity it chose to expand by moving down
in the process dimension so that it remained closer to the
diagonal. It did so by constructing two large plants for all color
TV production.
38
Recitation 4
• End of module 5
39
Recitation 4
• Begin Module 6
40
• We begin Lecture 8 with a brief discussion of 2 types of
production systems, Flexible Manufacturing Systems (FMS)
and Just in Time (JIT) Systems
• The old textbook treated these as two separate systems like
the job shop, batch, etc. However, the FMS is really like a
batch manufacturing system with a high degree of automation
and integration. JIT, on the other hand, is more than a way to
lay out equipment and schedule production as we have
discussed during the course on Lean manufacturing.
• I have pointed out areas where I differ from the previous
textbook in relation to these two systems. For example, I
disagree that the FMS has the lowest cost per unit and low
raw material inventories.
41
• Next we get into a more detailed discussion on the
product life cycle as it pertains to the amount of
investment required at each stage of the cycle.
• The product life cycle stage of maturity and phase
out require the least infusion of funding, while the
initial phases of development, introduction, and
growth require substantially more investment.
• The Boston Consulting Group (BCG) Matrix of 4 types
of companies, i.e., dogs, cash cows, stars and
wildcats can be correlated to the phases in the
product life cycle.
42
• The BCG matrix helps us evaluate which businesses to
keep, which to invest more in, and which to divest, based
on current and potential profitability and growth.
• Next the article by Wheelwright and Hayes “Competing
Through Manufacturing” is discussed.
• In this article, the authors suggest that there are four
stages that define the role played by manufacturing in
the overall strategy of the company.
• The first stage (Internally Neutral) refers to companies
that only minimize the negative potential of
manufacturing.
43
• Companies in the second stage (Externally Neutral)
try to keep pace with what the competition is doing,
and no more.
• Companies in Stage 3 (Internally Supportive) try to
align manufacturing with business strategy of the
company.
• Companies in Stage 4 (Externally Supportive) get
manufacturing actively engaged in the formulation of
the business strategy.
44
Recitation 4
• End of module 6
45
Recitation 4
• Begin Module 7
– Discussion Questions For Next Week based on
Prerecorded lectures 7 and 8
46
• With regard to your facility, how would you
characterize the manufacturing levers, as described
in the book, i.e.,
– Human Resources
– Organizational Structure
– Sourcing
– Production Planning and Control
– Process Technology
– Facilities
47
• How would you characterize your manufacturing
system, i.e., job shop, batch shop, or line
production? How well are the levers matched to your
manufacturing system based on the way they ought
to be, based on the lecture?
• Given the Volume/Variety vs Flow matrix, do you
think you are on the principal diagonal, or off it?
48
• In which phases of the product life cycle are
your products? How does your company react
to the changes in life cycle phases as the
products pass through them?
• How supportive is manufacturing in the
attainment of the business goals?
• How involved is your manufacturing in the
49
Questions?
50
Strategy
Rajiv Gupta
BITS Pilani
Live Lecture 5
Recitation 5
• Module 1
• Module 2
• Module 3
• Module 4
• Module 5
• Module 6
– Case Discussion on Sunday
2
Recitation 5
• Begin Module 1
3
• In Lecture 7 we discuss manufacturing levers.
• Manufacturing levers are variables that need to be
set/adjusted based on the type of production system
that we have, viz., Job Shop, Batch or Line
Production. If the levers are inappropriately selected,
it will result in poor performance of the system.
• The six levers as described in the old textbook are;
Human Resources, Organizational Structure,
Production Planning and Control, Sourcing, Process
Technology, and Facilities.
4
• Job shops tend to require more skilled workers,
better supervision, centralized PPC, large number of
vendors, general purpose machines and a process
type of a layout.
• The focus in a job shop is more on flexibility than on
efficiency.
• In batch production, the workers are generally
skilled, as is supervision. PPC may be centralized for
process layouts, but may be pull scheduling for
cellular layouts, vendors could be large in number
and the machines tend to be general purpose.
5
• In batch production with cellular layouts you tend to
have more efficiency along with flexibility. However, with
process layouts, you tend to have just flexibility.
• In line production, the workers are less skilled as
compared to job shop and batch production. Supervision
is simpler. Production may be to forecast and could be via
ERP or by pull. The number of vendors would be fewer
than in job shop and batch production. Machines would
be specialized and the layouts based on product.
• Line production systems focus on efficiency of the
process.
6
Functional
Batch Production
Cellular Layout
Operator-paced or
or Line Layout
Continuous
production
Continuous Flow

7
Functional
Batch Production
Cellular Layout
Operator-paced or
or Line Layout
Continuous
production
Continuous Flow

New Product Gaining acceptance Maturity
8
9
• We begin Lecture 8 with a brief discussion of 2 types of
production systems, Flexible Manufacturing Systems (FMS)
and Just in Time (JIT) Systems
• The old textbook treated these as two separate systems like
the job shop, batch, etc. However, the FMS is really like a
batch manufacturing system with a high degree of automation
and integration. JIT, on the other hand, is more than a way to
lay out equipment and schedule production as we have
discussed during the course on Lean manufacturing.
• I have pointed out areas where I differ from the previous
textbook in relation to these two systems. For example, I
disagree that the FMS has the lowest cost per unit and low
raw material inventories.
10
• Next we get into a more detailed discussion on the
product life cycle as it pertains to the amount of
investment required at each stage of the cycle.
• The product life cycle stage of maturity and phase
out require the least infusion of funding, while the
initial phases of development, introduction, and
growth require substantially more investment.
• The Boston Consulting Group (BCG) Matrix of 4 types
of companies, i.e., dogs, cash cows, stars and
wildcats can be correlated to the phases in the
product life cycle.
11
Boston Consulting Group Matrix
“Wildcat” “Star”
(Competitive Struggle) (Funding Required)
Growth
“Dog” “Cash Cow”

(Divestiture) (Consistent Cash Generation)
Market Share
12
• The BCG matrix helps us evaluate which businesses to
keep, which to invest more in, and which to divest, based
on current and potential profitability and growth.
• Next the article by Wheelwright and Hayes “Competing
Through Manufacturing” is discussed.
• In this article, the authors suggest that there are four
stages that define the role played by manufacturing in
the overall strategy of the company.
• The first stage (Internally Neutral) refers to companies
that only minimize the negative potential of
manufacturing.
13
• Companies in the second stage (Externally Neutral)
try to keep pace with what the competition is doing,
and no more.
• Companies in Stage 3 (Internally Supportive) try to
align manufacturing with business strategy of the
company.
• Companies in Stage 4 (Externally Supportive) get
manufacturing actively engaged in the formulation of
the business strategy.
14
Recitation 5
• End of module 1
15
Recitation 5
• Begin Module 2
Lecture 7
16
Recitation
• With regard to your facility, how would you
characterize the manufacturing levers, as described
in the book, i.e.,
– Human Resources
– Organizational Structure
– Sourcing
– Production Planning and Control
– Process Technology
– Facilities
17
Recitation
• How would you characterize your manufacturing
system, i.e., job shop, batch shop, or line
production? How well are the levers matched to your
manufacturing system based on the way they ought
to be, based on the lecture?
• Given the Volume/Variety vs Flow matrix, do you
think you are on the principal diagonal, or off it?
18
Recitation 5
• End of module 2
19
Recitation 5
• Begin Module 3
Lecture 8
20
Recitation
• In which phases of the product life cycle are
your products? How does your company react
to the changes in life cycle phases as the
products pass through them?
• How supportive is manufacturing in the
• How involved is your manufacturing in the
21
Recitation 5
• End of module 3
22
Recitation 5
• Begin Module 4
23
• In Lecture 9 we discuss the article “Competing Through
Manufacturing.”
• We discuss the 4 stages that were introduced in Lecture 8.
• It is mentioned that Stages 1-3 are very different from Stage 4
as the first 3 stages do not entail a rethink of the
manufacturing function, and its relationship with the rest of
the organization.
• Companies in Stages 1-3 tend to have a command and control
attitude, and do not look to engage the workforce.
• Stage 4 is one where the creativity of the entire workforce is
sought to be harnessed.
24
• Most companies begin in Stage 1 or 2 because their main
focus is on a product or service that they feel gives them
an edge in the marketplace.
• The transition from Stage 1 to 2 comes about without
much effort and sometimes the organization is not even
aware of the change.
• The move from Stage 2 to 3 occurs when management
realizes that traditional approaches do not work any
more.
• Early success attaining Stage 3 can also signal a reversal
back to Stage 2. This may happen due to complacency, or
due to the initial leaders being promoted elsewhere.
25
• The jump to Stage 4, however, is a very difficult one.
• Management has to start questioning the role of
manufacturing and how it relates to the rest of the
organization.
• Several companies do not feel that they need to
move to Stage 4 as several of the benefits are
obtained in Stage 3.
• Also there is great uncertainty with regard to what is
in store in Stage 4, scaring top management to play it
safe.
26
Recitation 5
• End of module 4
27
Recitation 5
• Begin Module 5
28
• In Lecture 10, we begin with the case study of GE’s
Dishwasher SBU in the 1970s.
• The SBU had been very successful, but its products
and processes were getting dated.
• Management was considering the infusion of capital
to upgrade the product design and to get new
equipment. It was considered a move from Stage 2 to
Stage 3
• In going through the analysis, the management
realizes that there is greater potential for change.
29
• Senior management of GE felt that, by investing
more capital and by instituting some fundamental
changes, they could achieve bigger benefits and be in
Stage 4.
• Careful implementation of the changes resulted in
significant improvement in overall performance of
the SBU.
• Next we introduced the topic of Strategic Fit based
on Michael Porter’s article, “What is Strategy?”
30
• Strategic Fit deals with the relationship of the
different activities that a company chooses to do.
• By ensuring a tight meshing among the various
activities, the company can not only gain superior
performance, but also make it difficult for any other
company to copy part of the system.
• There are three levels of orders of Fit as suggested by
Porter.
• The first order Fit considers the synchronization of all
activities toward the corporate strategy
31
• In the second order Fit, the activities not only
support the company strategy, but also mutually
reinforce each other. There is synergy among the
activities.
• In the third order Fit, the activities go beyond
synergy. The activities attempt to optimize the
performance of the entire system.
• An example of Southwest Airlines is presented to
illustrate the concept of Strategic Fit.
32
Recitation 5
• End of module 5
33
Recitation 5
• Begin Module 6
– Case Discussion next recitation
– Discussion Questions For Recitation in the
Following Week based on Prerecorded lectures 9
and 10
34
Next Recitation
In the next recitation we will have a case

discussion based on article regarding Apple’s
manufacturing strategy. The link to the article is:
http://www.strategosinc.com/downloads/Apple
-Foxconn-dl1.pdf
Please read the article and come prepared for a
case discussion
35
Apple Foxconn Case Study
Questions for Discussion on Apple-Foxconn Case
Q 1. What is the case about?
Q 2. What, according to the author, should the important points of focus
have been in the Macintosh plant in the 1980s? Do you agree with the
author?
Q 3. Do you agree that cost should have been the least important of the
three Key Manufacturing Tasks at the Macintosh plant?
Q 4. What were some of the clues from the photos that reveal the
possible problems at the plant?
Q 5. What, according to the author, were the mistakes made by Apple in
the Macintosh plant?
Q 6. What are the main points regarding manpower and support
personnel in the Foxconn plant in China?
Q 7. What are some drawbacks at present, and in the future,
for the Foxconn plant that Apple should be aware of?
Q 8. What are the similarities that the author mentions
between Henry Ford’s plant, and the Foxconn plant?
Q 9. What are the key differences/advantages that the author
mentions between production in China versus the US?
Comment on this.
Q 10. What does the author recommend in terms of the
manufacturing plant setup if Apple moved the production
back to the US? What is the rationale behind this?
Q 11. What does the author recommend in terms of the
layout and workflow?
Q 12. What about some of the other manufacturing tasks?
Q 13. What are the implications for the supply chain if Apple
moves manufacturing to the US?
Q 14. Why might it still make sense to move production back to
the US?
Next Recitation (Following Week)
• Based on the characteristics discussed in the lecture,
which stage describes your organization? Discuss one
or two important points in this regard.
• What do you think it would take to transition to the
next stage? Is there a risk of slipping to an earlier
stage?
• Do you agree with the premise that a lot of
companies focus on product technology rather than
their process capability as their strength? Support
your answer with reasons/examples.
39
• How well does top management in your organization
support creativity and innovation?
• How much is the drive for creating a learning
environment versus a command and control state?
40
• What do you understand from strategic fit?
• To what extent do you see strategic fit in your
organization?
• Is the strategic fit first order, second order, or third
order? Give your reasons.
• Where do you see potential for improvement by
implementing strategic fit in your company?
41
Questions?
42

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MM ZG512 Manufacturing

Bargaining Power Rivalry Among Bargaining Power

Bargaining Power Rivalry Among Bargaining Power

Vertical Arm’s length

Watching TV Watch show Watch ads TiVo

Shopping Test/try Purchase Amazon

Communication Talk/text Connect Skype

Large variety Few products One product

Vertical Arm’s length

Watching TV Watch show Watch ads TiVo

Shopping Test/try Purchase Amazon

Driving Use Maintain Zipcar

Large variety Few products One product

Large variety Few products One product

Large variety Few products One product

Large variety Few products One product

Large variety Few products One product

“Dog” “Cash Cow”

In the next recitation we will have a case

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