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Welcoming to scaling operations,
linking strategy and execution.
My name is Gad Allon.
And my name is Jan Van Mieghem.
We are your instructors for this course.
>> This course is about
scaling operations.
The challenges in doing so, and
the actual steps managers in the firms,
should take to ensure
success with scaling.
>> The goal for today's session is to
discuss the mean question of the class,
and outline the challenge
behind scaling operations.
In particular, we will introduce
our framework that outlines the key
decisions and questions to consider
when scaling your operations.
>> Here are several examples of firms and
their challenges that we will discuss.
Tesla.
The strong growth of this innovative,
electric car company
requires capacity expansion.
One growth constraint stems from
the limited battery supply.
Therefore Tesla decided to build a new
battery factory called Gigafactory.
Where should they build the factory, given
that vehicles are assembled in Fremont,
California?
What capacity should the factory have,
and when it should be ready for
full production?
Mafia.
This Italian Japanese cuisine restaurant
chain in Kiev, in the capital of Ukraine,
grew from three to 24 locations
in a span of a few years.
Should Mafia build a centralized
kitchen to supply its branches?
>> Sharp,
the Japanese consumer electronics company,
built a giant plant for
LCD panels in 2009.
How can we value, and
under which conditions can we
rationalize Sharp's decision to build
a plant with an investment of $11 billion?
In the face of the risk of
emerging new technologies.
>> But we also like to be able to discuss
firms such as Uber, the transportation
company, and ask what assets does it have,
and what are the keys to its success?
>> And finally,
we plan to discuss operational model of
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the host of this course, Coursera, and
ask what capabilities this company
should develop to stay well?
And what does it even mean to scale well?
>> The goal of this course is to guide
you to formulate an operations strategy
that scales,
to understand the key elements and
decisions, and analyze value and
optimize an operations strategy.
In particular, you should be
able to analyze key drivers and
decisions for each element in
an operations strategy of the firm.
To evaluate them qualitatively and
financially, and
develop recommendation and
implementation plans.
>> This course can be also characterized
by its approach towards these objectives.
We believe that it is essential
that managers are able to
connect the strategic level and
the operational and executional level.
Consequently each session will
address strategic questions with
detailed operational analysis.
>> This operational analysis
guides strategic decisions, so
that they are grounded in
the operational reality of the firm.
Towards this end our metric
is value maximization.
And, we will use qualitative and
quantitative tools.
Each session will focus on a key
decision in operations strategy.
It will present qualitative
concepts to address that question,
and utilize quantitative analysis
to guide the strategic decision.
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