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Vol 23 - No 08 - October 1997 Core components and benchmarking concepts in operations strategy and design The task of formulating and managing an Operations Strategy is a taxing one for management. The intensity of competition from the 1970's led to a mushrooming of many business improvement ideologies sold on the basis of 'one size fits all'. Experience has shown that this sadly is not the case. Basing the argument on real implementations of the time compression philosophy in over 40 organisations, this paper proposes that an understanding and exploitation of core components in product design and manufacture combined with judicious use of internal and external benchmarking can create sustainable Operations strategy. The paper concludes with a list of pertinent questions that businesses need to ask when searching for the 'unexploited' competitive spaces in their quest for converting Knowledge into Capital. Related Topics: Metrics Strategic
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