The claim has made through these lectures that operations are strategically important for the success of most organisations. This session covers three approaches for linking operations decisions, for example investigating in new processes, with the higher level straegic objectives of the organisation: HAyes & Wheelwright’s taxonomy of Operations Effectiveness, Porter’s Value Chain Analysis and the Balanced Scorecard of Kaplan and Norton.
BS1 Vol. 1, pp 477-508.
Sin-Hoon Hum, Lay-Hong Leow, (1996) Strategic manufacturing effectiveness: An empirical study based on the Hayes-Wheelwright framework, International Journal of Operations & Production Management, Vol. 16 Iss: 4, pp.4 – 18
Kaplan, R. S., & Norton, D. P. (1992). The Balanced Scorecard–Measures That Drive Performance. Harvard Business Review, 70(1), 71-79.