第 2章 競爭力、策略與生產力 Competitiveness, Strategy and Productivity 2018/3/19 第 2章 競爭力、策略與生產力 1 © The Mc. Graw-Hill Companies, Inc. , 2010
本章重點目標 chapter objective 1. 2. 3. 2018/3/19 討論企業組織競爭的主要方式、競爭力不佳的五 個原因、策略對競爭力的重要性。 Discuss business organizations competitive ways, five reasons for the poor competitiveness, strategy is important for competitiveness. 比較策略與戰術、比較組織策略與作業策略、以時 間為基礎的策略。 Contrast strategy and tactics, compare organization and operations strategy, time-based strategies. 定義生產力及其對於組織與國家的重要性、導致生 產力低落的原因及改善之道。Define the term productivity and its importance to organizations and to countries, the reasons for poor productivity and some ways of improving it. 第 2章 競爭力、策略與生產力 2 © The Mc. Graw-Hill Companies, Inc. , 2010
2. 1 導論 introduction l 本章討論競爭力、策略與生產力。The chapter discusses competitiveness, strategy, and productivity. l 競爭力指的是在市場中，相較於其他提供類似產品或服 務的組織所能提供的效率。作業與行銷對組織的競爭力 會產生重要的影響。 l 策略指的是組織決定如何追求目標的計畫。 l 作業管理主要即在探討生產力的議題。 l l l 2018/3/19 Competitiveness relates to the effectiveness of an organization in the marketplace relative to other organizations that offer similar products or services. Strategy relates to the plans that determine how an organization pursues its goals. Productivity is chiefly responsible for productivity. 第 2章 競爭力、策略與生產力 3 © The Mc. Graw-Hill Companies, Inc. , 2010
2. 2 競爭力(competitiveness) l 為組織相對於其他類似組織在滿足顧客需求 方面的能力。 The ability of an organization meets the wants and needs of customers relative to others that offer similar goods or services. l 企業組織藉由結合行銷與作業功能與其他企業 組織競爭。 Business organizations compete with others through some combination of their marketing and operations functions. 2018/3/19 第 2章 競爭力、策略與生產力 4 © The Mc. Graw-Hill Companies, Inc. , 2010
行銷與作業對組織競爭力的影響 The influences of marketing and operations in organization’s competitiveness 管理功 能 Management function 影響競爭力的面向 The ways influenced by competitiveness 1. 確認消費者需求 Identifying consumer wants and/or needs 行銷 Marketing 2. 訂價 Pricing 3. 廣告與促銷 Advertising and promotion 1. 產品與服務的設計 Product 作業 Operations and service design 2. 組織產品的成本 Cost of an organization’s output 3. 位置 Location 4. 品質 Quality 5. 快速回應 Quick response 2018/3/19 6. 彈性 Flexibility 7. 存貨管理 Inventory management 8. 供應鏈管理 Supply chain management 9. 服務 Service 10. 管理者與員 Managers and workers 第 2章 競爭力、策略與生產力 5 © The Mc. Graw-Hill Companies, Inc. , 2010
2. 3 使命與策略 Mission and strategies l 使命(mission) 組織存在的理由， 透過使命聲明陳述組織目標。 is the reason for its existence, and can be expressed in its mission statement. l 使命聲明(mission statement)：陳述組織的目標。 States the purpose of an organization l 目標(goal)：提供更多使命的細節與範疇。 Provide detail and scope of the mission l l 策略(strategies) l 2018/3/19 為達成組織目標的計畫。 Plans for achieving organizational goals. 第 2章 競爭力、策略與生產力 6 © The Mc. Graw-Hill Companies, Inc. , 2010
公司使命或願景聲明的實例 Examples of company mission or vision statement 耐吉(Nike) 將鼓舞與創新帶給全世界的運動員。 耐吉同意引用 Nike To bring inspiration and innovation to every athlete in the world. Used with permission fro Nike 【其他實例 請參照本章之表 2. 1 】 Example refer to chart 2. 1 2018/3/19 第 2章 競爭力、策略與生產力 7 © The Mc. Graw-Hill Companies, Inc. , 2010
策略與戰術 l Strategies and tactics 戰術(tactic) 為達成策略所採取的方法與行動。 The methods and actions taken to accomplish strategies. l 2018/3/19 第 2章 競爭力、策略與生產力 8 © The Mc. Graw-Hill Companies, Inc. , 2010
組織中的規劃與決策制定具有等級關係 Planning and decision making are hierarchical in organization l 舉簡單的例題說明之： Rita 是一位住在南加州的高中學生。她想要在 任職有一份好的 作，並賺取足夠的收入 以享受舒適的生活。要達成這個目標的可 能方案如下： 使命 ：享受舒適的生活。 目標 ：成功的事業、優渥的收入。 策略 ：接受大學教育。 戰術 ：選擇大學與科系，並決定如 何籌措大學學費。 作業 ：註冊、購書、選課、研習。 2018/3/19 第 2章 競爭力、策略與生產力 9 © The Mc. Graw-Hill Companies, Inc. , 2010
組織中的規劃與決策制定具有等級關係 l Take a simple example ： Rita, a high school student lived in southern California, would like to have a career in business, a good job, and get enough income to live comfortably. A possible scenario to achieve her goals: Mission： Live in a good life. Goal： successful career, great income. Strategy： a college education. get Tactics： choose a college and a major; decide how to get money for her tuition fee. Operations： Register, buy books, take courses, study. 2018/3/19 第 2章 競爭力、策略與生產力 10 © The Mc. Graw-Hill Companies, Inc. , 2010
可供組織選擇的不同策略 l 組織可能有以下數種不同的策略選擇： 策略 低成本 說明 將作業外包給人 成本低廉的第三世界國家。 以規模為基 礎的策略 採用資本密集的生產方式，來達到較高的產出量及較 低的單位成本。 獨特性 專注於有限的產品線或限定的服務內容，以達到較高 的品質。 新穎性 專注於創新以創造新產品或服務。 彈性作業 高品質 服務 永續性 2018/3/19 專注於快速回應和客製化。 專注於達到比競爭對手更高的品質水準。 專注於服務的不同層面。 能著重在對環境友善以及能源有效率的作業。 第 2章 競爭力、策略與生產力 11 © The Mc. Graw-Hill Companies, Inc. , 2010
可供組織選擇的不同策略 Different operations strategies l Some examples of different strategies an organizations can choose : Operations Strategy Low cost Description Outsource to third-world countries with low labor cost. Scaled-based strategies Use capital-intensive methods to get high output volume and low unit costs. Specialization Newness Flexible operations High quality Service Sustainability 2018/3/19 Focus on limited product lines or limited service to achieve higher quality. Focus on innovation to create new products or services. Focus on quick response and/or customization. Focus on achieving higher quality than competitors Focus on various aspects of service. Focus on environmental-friendly and energy-efficient operations. 第 2章 競爭力、策略與生產力 12 © The Mc. Graw-Hill Companies, Inc. , 2010
作業策略的範例 2018/3/19 第 2章 競爭力、策略與生產力 13 © The Mc. Graw-Hill Companies, Inc. , 2010
作業策略的範例 Examples of operations strategies Organization Strategy Operations Strategy Low price Low cost High quality Short time Newness Variety Service Location 2018/3/19 Examples of companies or services U. S. first-class postage, Wal-Mart, Southwest Airlines High-performance design Sony TV, Lexus, Disneyland, Five-Star and/or high quality processing restaurants or hotels Consistent quality Coca-cola, Pesi. Co, Kodak, Xerox, Motorola, Electrical power Quick response Mc. Donald’s restaurants, Express mail, UPS, Fed. Ex, One-hour photo On-time delivery Domino’s Pizza, Fed. Ex Innovation 3 M, Express mail Flexibility Burger King, Hospital emergency Volume room, Mc. Donald’s, Toyota, Superior customer service Supermarkets Disneyland, Hewlett-packard, IBM, Convenience Nordstrom 第 2章 競爭力、策略與生產力 14 Supermarkets, dry cleaners, mall stores, Service stations, Banks, ATMs © The Mc. Graw-Hill Companies, Inc. , 2010
策略形成 Strategy formulation l 為了形成一個有效的策略，高階管理者應將組織 的核心能力納入考量，並且必須掃描環境。 To form success strategy, managers need to consider the core competencies of the organizations. l 特殊能力 (special ability) l 組織所擁有的特別屬性或能力，藉以確保其競爭優勢。 An organization hold special characteristics ability to maintain its competitive advantages. l 環境掃描(environmental scanning) l l 組織對可能帶來威脅或機會的事件與趨勢所進行之考量。 SWOT 分析可將組織策略與作業策略做一連結。 SWOT analysis can link organizational strategy and operations strategy. 2018/3/19 第 2章 競爭力、策略與生產力 15 © The Mc. Graw-Hill Companies, Inc. , 2010
SWOT分析 (SWOT analysis) 構成要素 Factors 組成構面 aspects 主要影響因素 Major factors 進行評估者 2018/3/19 Assessing personnel 外部 (OT) external 1. 經濟 2. 政治 3. 法律 4. 技術 5. 競爭 6. 市場 economic politics legal technology competition market 行銷人員 marketing personnel第 2章 競爭力、策略與生產力 內部 (SW) internal 1. 人力資源 human resources 2. 設施與設備 facilities and equipment 3. 財務資源 financial resources 4. 顧客 customers 5. 產品與服務 products and services 6. 技術 technology 7. 供應商 suppliers 8. 其他 others 作業人員 Operations personnel 16 © The Mc. Graw-Hill Companies, Inc. , 2010
策略形成Strategy formulation l 為了形成成功的策略，組織必須考量訂單合格者 與訂單獲勝者。 In formulating a successful strategy, organizations need to consider order qualifiers and order winners. l 訂單合格者(order qualifiers) l 使顧客認為該產品的最低接受標準足以列入購買考慮 的產品特性 。 Customers perceive that minimum standards of acceptability of a product can be considered to purchase l 訂單獲勝者(order winners) l 使顧客認為該組織的產品或服務優於其他競爭者的特 性 。 are characteristics that customers perceive an organizations’ product or services better than other competitors. 2018/3/19 第 2章 競爭力、策略與生產力 17 © The Mc. Graw-Hill Companies, Inc. , 2010
策略形成Strategy formulation l 發展策略亦需考量技術變動，其可能為組織帶來實質的機會 與威脅。 Developing strategies need to consider technological change which may cause real threats or opportunities to an organization. l 技術變動會發生於三方面： technological changes occurs in three ways: 技術變 動 說明 Description technological changes 產品 product 高畫質電視、改良式電腦晶片、改良式行動電話系統，以及地 震防護結構之改良設計 。High-definition TV, improved computer chips, improved cellular telephone systems, improved designs for earthquake-proof structures. 服務 service 較快速的訂貨流程、較快速的遞送。 Faster ordering processing, faster delivery 製程 process 機器人、自動化、電腦輔助製程、銷售點掃描，以及彈性製造系 2018/3/19 第 2章 競爭力、策略與生產力 18 統。 Robotics, automation, computer-assisted processing, point-of-sale scanners, and flexible Inc. , 2010 © The Mc. Graw-Hill Companies,
影響策略形成的內、外部因素 internal and external factors in strategy formulation l 主要的 外部因素 ： l 主要的 內部因素 ： major external factors major internal factors 1. 經濟 economics 2. 政治 politics 3. 法律 legal 4. 技術 technology 5. 競爭 Competition 6. 市場 market 1. 人力資源 human resources 2. 設施與設備 facilities and 2018/3/19 equipment 3. 財務資源 financial resources 4. 顧客 customers 5. 產品與服務 products and services 6. 技術 technology 7. 供應商 suppliers 8. 其他 Others 第 2章 競爭力、策略與生產力 19 © The Mc. Graw-Hill Companies, Inc. , 2010
策略形成的關鍵步驟 key steps in strategy formulation 策略形成的關鍵步驟為： key steps in strategy formulation l 1. 直接將策略與組織的使命或願景聲明連結。Directly link to organization's mission or vision statement 2. 評估優勢、劣勢、威脅和機會，以及辨認出核心能力。 Assess strengths, weaknesses, threats and opportunities 3. 辨認訂單獲勝者以及訂單合格者。 Identify order winners and order qualifiers. 4. 選定一個或兩個策略（例如，低成本、速度、顧客服務） 來做為焦點。 Select one or two strategies (e. g. , low cost, speed, customer service) to focus on. 2018/3/19 第 2章 競爭力、策略與生產力 20 © The Mc. Graw-Hill Companies, Inc. , 2010
2. 4 作業策略(operations strategy) l l 作業策略 (operations strategy) 所包含的範疇則較為狹隘，用來指示作 業功能的方法， 並與組織策略一致。 Operations strategy is narrower in scope, dealing primarily with the operations aspect of the organization. 組織使命、整體策略、作業策略、戰術及作業的比較：comparison of organization mission, overall strategy, operations strategy, tactics, and operations 2018/3/19 第 2章 競爭力、策略與生產力 21 © The Mc. Graw-Hill Companies, Inc. , 2010
2. 4 作業策略(operations strategy) Manage- Time ment horizon level scope Level of Relates to detail Top Long Broad Low Senior Long Broad Low Strategic Senior Moderate to long Broad Low Tactical Middle Moderate Operational Low short Narrow High Overall Mission organization strategy Operations 2018/3/19 第 2章 競爭力、策略與生產力 Survival, profitability Growth rate, market share Product design, choice of location, choice of technology, new facilities Employment levels, output levels, equipment selection, facility layout Scheduling personnel, adjusting output rates, inventory management, purchasing 22 © The Mc. Graw-Hill Companies, Inc. , 2010
策略性作業管理決策 Strategic operations management decisions 2018/3/19 第 2章 競爭力、策略與生產力 23 © The Mc. Graw-Hill Companies, Inc. , 2010
策略性作業管理決策 Strategic operations management decisions Decision area Affecting 1. 2. 3. 4. Costs, quality, liability and environmental issues Cost structure, flexibility Costs, flexibility, skill level needed, capacity Quality of work life, employee safety, productivity Costs, visibility Ability to meet or exceed customer expectations Costs, shortages Costs, equipment reliability, productivity Flexibility, efficiency Costs, quality, agility, shortages, vendor relations Costs, new products, services, or operating systems Product and service design Capacity Process selection and layout Work design 5. Location 6. Quality 7. Inventory 8. Maintenance 9. Scheduling 10. Supply chains 11. projects 2018/3/19 第 2章 競爭力、策略與生產力 24 © The Mc. Graw-Hill Companies, Inc. , 2010
品質策略與時間策略 Quality strategy and time strategy 影響全球策略性作業的兩個重要因素為品質與時間。 Quality and time are two important factors that have impacts on universal strategic operations. l l l 2018/3/19 以品質為基礎的策略(quality-based strategy) l 組織的各個層面皆將重心放在品質上的策略。 Focus on quality in all phases of an organization. 以時間為基礎的策略(time-based strategy) l 將重心放在減少完成各種活動所需時間的策略。 Focus on reduction of time needed to accomplish tasks. 第 2章 競爭力、策略與生產力 25 © The Mc. Graw-Hill Companies, Inc. , 2010
品質與時間策略 Quality and time strategy l 組織已達成減少時間的領域： Organizations have achieved time reduction in the following area: l 規劃時間 planning time l 產品與服務設計時間 product/service design time l 流程時間 processing time l 轉換時間 changeover time l 交貨時間 delivery time l 抱怨反應時間 response time for complaints 2018/3/19 第 2章 競爭力、策略與生產力 26 © The Mc. Graw-Hill Companies, Inc. , 2010
2. 5 組織策略對作業管理的意涵 The implications of organization strategies to operations management 2018/3/19 第 2章 競爭力、策略與生產力 27 © The Mc. Graw-Hill Companies, Inc. , 2010
2. 5 組織策略對作業管理的意涵 The implications of organization strategies to operations management Organization strategy Implications for operations management Low price Requires products/service low variation and a high-volume, the result of steady flow of goods from maximum use of resources through the system. Standardized work, material, and inventory requirements. Higher initial cost of product and service design and process design, emphasis on assuring supplier quality. Need flexibility, extra capacity, higher levels of some inventory items. Large investment in research, developed new or improved products and services, changes operations and supply processes for new products or services. Requires resource with high variation and emphasis more on product and service design; need higher working skill; more difficult to evaluate cost; more complicate scheduling; focus on quality assurance; more complicate inventory management; more difficult matching supply and demand. Affects location planning, product and service design, process design, outsourcing decisions, returns policies, and waste management High quality Quick response Newness/innovation Product or service variety Sustainability 2018/3/19 第 2章 競爭力、策略與生產力 28 © The Mc. Graw-Hill Companies, Inc. , 2010
2. 6 將策略轉換成行動：平衡計分卡 Transforming strategy into action: the balanced scorecard 2018/3/19 第 2章 競爭力、策略與生產力 29 © The Mc. Graw-Hill Companies, Inc. , 2010
2. 6 將策略轉換成行動：平衡計分卡 Transforming strategy into action: the balanced scorecard 2018/3/19 第 2章 競爭力、策略與生產力 30 © The Mc. Graw-Hill Companies, Inc. , 2010
2. 7 生產力 Productivity l 生產力 (productivity) l 為衡量產出量（商品與服務）與投入量（人 、 物料、能源及其他資源）之間關係的指標，通常 以下列產出量與投入量的比率來表示： An index to measure the relationship between output (goods and services ) and input (labor, materials, energy, and other resources) output Productivity = input 2018/3/19 第 2章 競爭力、策略與生產力 31 © The Mc. Graw-Hill Companies, Inc. , 2010
2. 7 生產力 Productivity l 生產力成長率( productivity growth) l 指某一期所增加的成長力相對於前一期的生產力 之成長率。 The productivity growth is the increase in productivity from one period as relative to the productivity of next preceding period. current productivity – previous productivity Productivity growth = x 100% previous productivity 2018/3/19 第 2章 競爭力、策略與生產力 32 © The Mc. Graw-Hill Companies, Inc. , 2010
衡量生產力的不同方式 Different ways to measure productivity l 計算生產力： calculate productivity Partial measures output / labor Multifactor measures Total measure 2018/3/19 output / machine output / energy output / labor +machine output / labor + capital + energy goods or services produced / all inputs used to produce them 第 2章 競爭力、策略與生產力 33 © The Mc. Graw-Hill Companies, Inc. , 2010
偏生產力衡量的例子 Example of partial productivity measures Labor productivity units of output per labor hour units of output per shift value-added per labor hour dollar value of output per labor hour Machine productivity units of output per machine hour dollar value of output per machine hour Capital productivity units of output per dollar input dollar value of output per dollar input Energy productivity units of output per kilowatt-hour dollar value of output per kilowatt-hour 2018/3/19 第 2章 競爭力、策略與生產力 34 © The Mc. Graw-Hill Companies, Inc. , 2010
整體生產力 l Overall productivity 整體生產力之衡量 productivity measurement l 用於判斷整個產業的經營績效或整個國家的生產力。 To judge the performance of a whole industry or the productivity of a whole country. l 高水準的生產力是 業國家的國民能享受高生活 水準的原因。 High level of productivity is the reason why the people can enjoy the high level of standard living style in industrial nations. l 資和價格的上漲若未伴隨生產力的增加，將會 造成國家經濟面臨通貨膨脹的壓力。 If wage and price does not increase as the productivity increases, it will cause inflationary pressure on an nation’s economy. 2018/3/19 第 2章 競爭力、策略與生產力 35 © The Mc. Graw-Hill Companies, Inc. , 2010
服務業生產力 Service productivity l 服務業生產力之特性 Service productivity 比製造業的生產力更具不確定性與困難度。 Is more uncertain and difficult than manufacturing productivity. l 由於涉及智慧活動與高度變異性，使得衡量與管理更顯困難。 It is more difficult to measure and manage because it involves intellectual activities and high variability. l l 製程產出率 Manufacturing productivity l l 2018/3/19 涉及產品時，指良品的產出（不包含不良品）與原物料投入之間的 比例。 When related to the products, the ratio of output of good product (defective product not included) to the quantity of raw material input. 涉及服務時，通常決定於特殊的製程。 It is often depended on particular process while involves service. 第 2章 競爭力、策略與生產力 36 © The Mc. Graw-Hill Companies, Inc. , 2010
影響生產力的因素 Factors affect productivity l l l l 標準化 standardization 品質差異 quality difference 網際網路的使用 use of the internet 電腦病毒 computer viruses 搜尋遺失或錯置的項目 searching for lost or misplaced item 瑕疵率 defect rates 新進員 new employers 2018/3/19 l l l 安全 safety 缺乏資訊科技與其他技 術人員 lack of information technology and other technological workers 裁員 layoffs 員 流動 labor turnover 作空間的設計 design of the workplace 獎勵生產力增加的激勵 計畫 the incentive plan to reward the productivity increases 第 2章 競爭力、策略與生產力 37 © The Mc. Graw-Hill Companies, Inc. , 2010
改善生產力 Improving productivity 發展生產力衡量方法 Develop method of measuring productivity 採系統觀點，確認改善結果使否符合顧客需求 發展改善生產力的方法 Look at the system, make sure the result will meet customers needs Develop methods of productivity improvement 擬訂 合理的改善目標 Set reasonable goals for improvement 管理階層的支持與鼓勵 衡量改善績效，並加以公佈 請不要混淆生產力與效率 2018/3/19 Support and encourages from top managers Measure improvements and publish them 。 Don’t confuse productivity with efficiency 第 2章 競爭力、策略與生產力 38 © The Mc. Graw-Hill Companies, Inc. , 2010
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