OPERATIONS MANAGEMENT

TEGT3722

By

S.H Shaanika
sshaanika@unam.na
JEDS Campus
 CHAPTER TWO

THE GLOBAL ENVIRONMENT

AND OPERATIONS STRATEGY
Learning Objectives
When you complete this chapter, you should
be able to:
Identify or Define:

 Mission
 Strategy
 Ten decisions of OM
 Multinational corporation
Learning Objectives
When you complete this chapter, you should
be able to:
Describe or Explain:
 Specific approaches used by OM to
achieve strategies
 Differentiation
 Low cost
 Response
Learning Objectives
When you complete this chapter, you should
be able to:
Describe or Explain:
 Four global operations strategies
 Why global issues are important
Global Strategies
 Boeing – sales and production are worldwide
 Benetton – moves inventory to stores around the
world faster than its competition by building
flexibility into design, production, and
distribution
 Sony – purchases components from suppliers in
Thailand, Malaysia, and around the world
Global Strategies
 Volvo – considered a Swedish company but it is
controlled by an American company, Ford. The
current Volvo S40 is built in Belgium and shares
its platform with the Mazda 3 built in Japan and
the Ford Focus built in Europe.
 Haier – A Chinese company, produces compact
refrigerators (it has one-third of the US market)
and wine cabinets (it has half of the US market)
in South Carolina
Some Multinational Corporations
% Sales % Assets
Outside Outside
Home Home Home % Foreign
Company Country Country Country Workforce

Citicorp USA 34 46 NA
Colgate- USA 72 63 NA
Palmolive
Dow USA 60 50 NA
Chemical
Gillette USA 62 53 NA
Honda Japan 63 36 NA
IBM USA 57 47 51
Some Multinational Corporations
% Sales % Assets
Outside Outside
Home Home Home % Foreign
Company Country Country Country Workforce

ICI Britain 78 50 NA
Nestle Switzerland 98 95 97
Philips Netherlands 94 85 82
Electronics
Siemens Germany 51 NA 38
Unilever Britain & 95 70 64
Netherlands
 Boeing Suppliers (787)
Firm Country Component
Dassault France Design and
PLM software
Messier-Bugatti France Landing gear
Thales France Electrical power
conversion system
and integrated
standby flight display
Diehl Germany Interior lighting
FR-HiTemp UK Fuel pumps
and valves
Smiths Aerospace UK Central computer
system
 Boeing Suppliers (787)
Firm Country Component
BAE SYSTEMS UK Electronics
Alenia Aeronautics Italy Upper center
fuselage &
horizontal stabilizer
Toray Industries Japan Carbon fiber for
wing and tail units
Fuji Heavy Japan Center wing box
Industries
Kawasaki Heavy Japan Forward fuselage,
Industries fixed section of wing,
landing gear well
 Boeing Suppliers (787)
Firm Country Component
Teijin Seiki Japan Hydraulic actuators
Mitsubishi Heavy Japan Wing box
Industries
Chengdu Aircraft China Rudder
Group
Hafei Aviation China Parts
Reasons to Globalize

Reasons to Globalize

Tangible
Reasons
 Reduce costs (labor, taxes, tariffs, etc.)
 Improve supply chain
 Provide better goods and services
 Understand markets
Intangible  Learn to improve operations
Reasons
 Attract and retain global talent

Figure 2.1
Reduce Costs
 Foreign locations with lower wage rates can
lower direct and indirect costs
 Maquiladoras
 World Trade Organization (WTC)
 North American Free Trade Agreement (NAFTA)
 APEC, SEATO, MERCOSUR
 European Union (EU)
Improve the Supply Chain
 Locating facilities closer to unique resources
 Auto design to California
 Athletic shoe production to China
 Perfume manufacturing in France
Provide Better Goods
and Services
 Objective and subjective characteristics of
goods and services
 On-time deliveries
 Cultural variables
 Improved customer service
Understand Markets
 Interacting with foreign customer and
suppliers can lead to new opportunities
 Cell phone design from Europe
 Cell phone fads from Japan
 Extend the product life cycle
Learn to Improve Operations
 Remain open to the free flow of ideas
 General Motors partnered with a Japanese auto
manufacturer to learn
 Scandinavian design ideas have been used to
improve equipment design and layout
Attract and Retain Global Talent
 Offer better employment opportunities
 Better growth opportunities and insulation
against unemployment
 Relocate unneeded personnel to more
prosperous locations
 Incentives for people who like to travel
Cultural and Ethical Issues
 Cultures can be quite different
 Attitudes can be quite different towards

 Punctuality  Thievery
 Lunch breaks  Bribery
 Environment  Child labor
 Intellectual
property
You May Wish To Consider
 National literacy rate  Work ethic
 Rate of innovation  Tax rates
 Rate of technology change  Inflation
 Number of skilled workers  Availability of raw
 Political stability materials
 Product liability laws  Interest rates
 Export restrictions  Population
 Variations in language  Number of miles of
highway
 Phone system
Match Product & Parent
 Braun Household
Appliances 1. Volkswagen
 Firestone Tires 2. Bridgestone
 Godiva Chocolate 3. Campbell Soup
 Haagen-Dazs Ice Cream 4. Ford Motor Company
 Jaguar Autos 5. Gillette
 MGM Movies 6. Nestlé
 Lamborghini Autos 7. Pillsbury
 Alpo Petfoods 8. Sony
Match Product & Parent
 Braun Household
Appliances 1. Volkswagen
 Firestone Tires 2. Bridgestone
 Godiva Chocolate 3. Campbell Soup
 Haagen-Dazs Ice Cream 4. Ford Motor Company
 Jaguar Autos 5. Gillette
 MGM Movies 6. Nestlé
 Lamborghini Autos 7. Pillsbury
 Alpo Petfoods 8. Sony
Match Product & Country
 Braun Household
Appliances
 Firestone Tires
1. Great Britain
 Godiva Chocolate
2. Germany
 Haagen-Dazs Ice Cream
3. Japan
 Jaguar Autos
4. United States
 MGM Movies
5. Switzerland
 Lamborghini Autos
 Alpo Petfoods
Match Product & Country
 Braun Household
Appliances
 Firestone Tires
1. Great Britain
 Godiva Chocolate
2. Germany
 Haagen-Dazs Ice Cream
3. Japan
 Jaguar Autos
4. United States
 MGM Movies
5. Switzerland
 Lamborghini Autos
 Alpo Petfoods
 Developing Missions and
Strategies

Mission statements tell an organization

where it is going

The Strategy tells the organization

how to get there
 Mission

 Mission - where are

you going?
 Organization’s
purpose for being
 Answers ‘What do
we provide society?’
 Provides boundaries
and focus
FedEx
FedEx is committed to our People-Service-Profit philosophy.
We will produce outstanding financial returns by providing
total reliable, competitively superior, global air-ground
transportation of high priority goods and documents that
require rapid, time-certain delivery. Equally important,
positive control of each package will be maintained using real
time electronic tracking and tracing systems. A complete
record of each shipment and delivery will be presented with
our request for payment. We will be helpful, courteous, and
professional to each other and the public. We will strive to
have a completely satisfied customer at the end of each
transaction.

Figure 2.2
Merck
The mission of Merck is to provide society with
superior products and services - innovations and
solutions that improve the quality of life and satisfy
customer needs - to provide employees with
meaningful work and advancement opportunities
and investors with a superior rate of return

Figure 2.2
Hard Rock Café

Our Mission: To spread the spirit of Rock ‘n’ Roll by

delivering an exceptional entertainment and dining
experience. We are committed to being an
important, contributing member of our community
and offering the Hard Rock family a fun, healthy, and
nurturing work environment while ensuring our
long-term success.

Figure 2.2
Arnold Palmer Hospital

Arnold Palmer Hospital is a healing

environment providing family-centered care
with compassion, comfort and respect… when
it matters the most.

Figure 2.2
Factors Affecting Mission
Philosophy
and Values

Profitability
Environment
and Growth
Mission

Customers Public Image

Benefit to
Society
Strategic Process
Organization’s
Mission

Functional
Area Missions

Finance/
Marketing Operations
Accounting
Strategy
 Action plan to
achieve mission
 Functional areas
have strategies
 Strategies exploit
opportunities and
strengths, neutralize
threats, and avoid
weaknesses
Strategies for Competitive
Advantage

 Differentiation – better, or at least different

 Cost leadership – cheaper
 Quick response – more responsive
Competing on Differentiation

Uniqueness can go beyond both the physical

characteristics and service attributes to encompass
everything that impacts customer’s perception of
value

 Safeskin gloves – leading edge products

 Walt Disney Magic Kingdom – experience
differentiation
 Hard Rock Cafe – theme experience
Competing on Cost
Provide the maximum value as perceived by
customer. Does not imply low quality.

 Southwest Airlines – secondary airports,

no frills service, efficient utilization of
equipment
 Wal-Mart – small overheads, shrinkage,
distribution costs
 Franz Colruyt – no bags, low light, no
music, doors on freezers
Competing on Response
 Flexibility is matching market changes in design
innovation and volumes
 Institutionalization at Hewlett-Packard
 Reliability is meeting schedules
 German machine industry
 Timeliness is quickness in design, production,
and delivery
 Johnson Electric, Bennigan’s, Motorola
 OM’s Contribution to Strategy
Operations Specific Competitive
Decisions Examples Strategy Used Advantage

Product FLEXIBILITY
Sony’s constant innovation
Quality of new products………………………………....Design
HP’s ability to follow
the printer market………………………………Volume
Process
Southwest Airlines No-frills service……..…..LOW COST
Location
DELIVERY
Pizza Hut’s five-minute Differentiation
Layout guarantee at lunchtime…………………..…..……..Speed (Better)
Federal Express’s “absolutely,
Human positively on time”………………………..….Dependability
resource Response
QUALITY
Motorola’s automotive products (Faster)
Supply-chain ignition systems…………………………......Conformance Cost
Motorola’s pagers………………………..….Performance leadership
(Cheaper)
Inventory IBM’s after-sale service
on mainframe computers……....AFTER-SALE SERVICE
Scheduling
Fidelity Security’s broad
line of mutual funds………….BROAD PRODUCT LINE
Maintenance Figure 2.4
10 Strategic OM Decisions

 Goods and service  Human resource

design and job design
 Quality  Supply-chain
 Process and capacity management
design  Inventory
 Location selection  Scheduling
 Layout design
 Maintenance
Goods and Services and
the 10 OM Decisions
Operations
Decisions Goods Services
Goods and Product is usually Product is not
service tangible tangible
design
Quality Many objective Many subjective
standards standards
Process Customers not Customer may be
and involved directly involved
capacity Capacity must
design match demand
Table 2.1
Goods and Services and
the 10 OM Decisions
Operations
Decisions Goods Services
Location Near raw Near customers
selection materials and
labor
Layout Production Enhances product
design efficiency and production
Human Technical skills, Interact with
resources constant labor customers, labor
and job standards, output standards vary
design based wages
Table 2.1
Goods and Services and
the 10 OM Decisions
Operations
Decisions Goods Services
Supply- Relationship Important, but
chain mgmt critical to final may not be
product critical
Inventory Raw materials, Cannot be stored
work-in-process,
and finished
goods may be
held
Scheduling Level schedules Meet immediate
possible customer demand
Table 2.1
Goods and Services and
the 10 OM Decisions
Operations
Decisions Goods Services
Maintenance Often preventive Often “repair” and
and takes place takes place at
at production site customer’s site

Table 2.1
 Process Design

High Process-focused Mass Customization

JOB SHOPS Customization at high
(Print shop, emergency Volume
room, machine shop, (Dell Computer’s PC)
Variety of Products

fine dining Repetitive (modular)

focus
ASSEMBLY LINE
Moderate (Cars, appliances,
TVs, fast-food
restaurants) Product focused
CONTINUOUS
(steel, beer, paper,
bread, institutional
kitchen)
Low

Low Moderate High

Volume
 Operations Strategies for Two
Drug Companies
Brand Name Drugs, Inc. Generic Drug Corp.
Competitive
Product Differentiation Low Cost
Advantage
Product Heavy R&D; labs; focus Low R&D; focus on
Selection and on development in a development of generic
Design broad range of drug drugs
categories

Quality Major priority, exceed Meets regulatory

regulatory requirements requirements on a
country by country
basis

Table 2.2
 Operations Strategies for Two
Drug Companies
Brand Name Drugs, Inc. Generic Drug Corp.
Competitive
Product Differentiation Low Cost
Advantage
Process Product and modular Process focused;
process; long general processes; job
production runs in shop approach, short
specialized facilities; production runs; focus
build capacity ahead of on high utilization
demand
Location Still located in the city Recently moved to low-
where it was founded tax, low-labor-cost
environment

Table 2.2
 Operations Strategies for Two
Drug Companies
Brand Name Drugs, Inc. Generic Drug Corp.
Competitive
Product Differentiation Low Cost
Advantage
Scheduling Centralized production Many short-run
planning products complicate
scheduling

Layout Layout supports Layout supports

automated product- process-focused job
focused production shop practices

Table 2.2
 Operations Strategies for Two
Drug Companies
Brand Name Drugs, Inc. Generic Drug Corp.
Competitive
Product Differentiation Low Cost
Advantage
Human Hire the best; Very experienced top
Resources nationwide searches executives; other
personnel paid below
industry average

Supply Chain Long-term supplier Tends to purchase

relationships competitively to find
bargains

Table 2.2
 Operations Strategies for Two
Drug Companies
Brand Name Drugs, Inc. Generic Drug Corp.
Competitive
Product Differentiation Low Cost
Advantage
Inventory High finished goods Process focus drives up
inventory to ensure all work-in-process
demands are met inventory; finished
goods inventory tends
to be low
Maintenance Highly trained staff; Highly trained staff to
extensive parts meet changing demand
inventory

Table 2.2
Managing Global Service
Operations
Probably requires a different perspective
on:

 Capacity planning
 Location planning
 Facilities design and layout
 Scheduling
Characteristics of
High ROI Firms
 High quality product
 High capacity utilization
 High operating effectiveness
 Low investment intensity
 Low direct cost per unit

From the PIMS program of the Strategic Planning Institute

Strategic Options to Gain a
Competitive Advantage
28% - Operations Management
18% - Marketing/distribution
17% - Momentum/name recognition
16% - Quality/service
14% - Good management
4% - Financial resources
3% - Other
Elements of Operations
Management Strategy
 Low-cost product
 Product-line breadth
 Technical superiority
 Product characteristics/differentiation
 Continuing product innovation
 Low-price/high-value offerings
 Efficient, flexible operations adaptable to
consumers
 Engineering research development
 Location
 Scheduling
Preconditions
One must understand:
 Strengths and weaknesses of competitors and possible
new entrants into the market
 Current and prospective environmental, technological,
legal, and economic issues
 The product life cycle
 Resources available within the firm and within the OM
function
 Integration of OM strategy with company’s strategy and
with other functional areas
Dynamics of
Strategic Change

 Changes within the organization

 Personnel
 Finance
 Technology
 Product life
 Changes in the environment
Product Life Cycle
Introduction Growth Maturity Decline
Best period to Practical to change Poor time to change Cost control critical
Company Strategy/Issues increase market share price or quality image image, price, or quality

R&D engineering is Strengthen niche Competitive costs

critical become critical
Defend market
position

CD-ROM Fax machines

Internet Drive-through
restaurants
Color printers
Sales
3 1/2”
Floppy
Flat-screen disks
monitors DVD

Figure 2.5
Product Life Cycle
Introduction Growth Maturity Decline
Product design and Forecasting critical Standardization Little product
development Product and process Less rapid product differentiation
critical reliability changes – more Cost
Frequent product Competitive product minor changes minimization
OM Strategy/Issues

and process design improvements and Optimum capacity Overcapacity in

changes options the industry
Increasing stability
Short production Increase capacity of process Prune line to
runs eliminate items
Shift toward product Long production
High production focus runs not returning
costs good margin
Enhance distribution Product
Limited models improvement and Reduce capacity
Attention to quality cost cutting

Figure 2.5
Strategy Development and
Implementation

 Identify critical success factors

 Build and staff the organization
 Integrate OM with other activities

The operations manager’s job is to implement

an OM strategy, provide competitive
advantage, and increase productivity
Strategy Development Process

Environmental Analysis
Identify the strengths, weaknesses, opportunities, and threats.
Understand the environment, customers, industry, and competitors.

Determine Corporate Mission

State the reason for the firm’s existence and identify the
value it wishes to create.

Form a Strategy
Build a competitive advantage, such as low price, design, or
volume flexibility, quality, quick delivery, dependability, after-
sale service, broad product lines.

Figure 2.6
SWOT Analysis

Mission

Internal External
Strengths Opportunities
Analysis

Internal External
Weaknesses Threats
Strategy
 Critical Success Factors
Marketing Finance/Accounting Production/Operations
Service Leverage
Distribution Cost of capital
Promotion Working capital
Channels of distribution Receivables
Product positioning Payables
(image, functions) Financial control
Lines of credit

Decisions Sample Options Chapter

Product Customized, or standardized 5
Quality Define customer expectations and how to achieve them 6, S6
Process Facility size, technology, capacity 7, S7
Location Near supplier or near customer 8
Layout Work cells or assembly line 9
Human resource Specialized or enriched jobs 10, S10
Supply chain Single or multiple suppliers 11, S11
Inventory When to reorder, how much to keep on hand 12, 14, 16
Schedule Stable or fluctuating production rate 13, 15
Maintenance Repair as required or preventive maintenance 17

Figure 2.7
Activity Mapping
Courteous, but
Limited Passenger
Service

Lean, Short Haul, Point-to-

Productive Point Routes, Often to
Employees Secondary Airports

Competitive Advantage:
Low Cost
High Frequent,
Aircraft Reliable
Utilization Standardized Schedules
Fleet of Boeing
737 Aircraft
Figure 2.8
Activity Mapping
Courteous, but
Limited Passenger
Service

Lean, Short Haul, Point-to-

Productive Point Routes, Often to
Employees Secondary Airports
Automated ticketing machines
Competitive Advantage:
No seat assignments
Low Cost
No baggage transfers
High Frequent,
Aircraft No meals (peanuts) Reliable
Utilization Standardized Schedules
Fleet of Boeing
737 Aircraft
Figure 2.8
Activity Mapping
Courteous, but
Limited Passenger
Service
No meals (peanuts)
Lean,
Lower gate costs at Short Haul, Point-to-
Productive Point Routes, Often to
secondary airports
Employees Secondary Airports
High number of flights
Competitive Advantage:
reduces employee idleCost
Low time
between flights
High Frequent,
Aircraft Reliable
Utilization Standardized Schedules
Fleet of Boeing
737 Aircraft
Figure 2.8
Activity Mapping
Courteous,
High number but
of flights
Limited Passenger
reduces employee idle time
Service
between flights
Lean,
Saturate a city with flights, Short Haul, Point-to-
Productive Point Routes, Often to
lowering administrative
Employees Secondary Airports
costs (advertising, HR, etc.)
Competitive
per passenger Advantage:
for that city
Low Cost
Pilot training required on
Highonly one type of aircraft Frequent,
Aircraft Reliable
Reduced maintenance
Utilization Schedules
Standardized
inventory required because
Fleet of Boeing
of only one type ofAircraft
737 aircraft
Figure 2.8
Activity Mapping
Pilot training required on
Courteous,
onlyLimited
one type butaircraft
of
Passenger
ReducedService
maintenance
Lean,
inventory required because Short Haul, Point-to-
Productive of only one type of aircraft
Point Routes, Often to
Employees Secondary Airports
Excellent supplier relations
with Boeing
Competitive has aided
Advantage:
financing
Low Cost
High Frequent,
Aircraft Reliable
Utilization Standardized Schedules
Fleet of Boeing
737 Aircraft
Figure 2.8
Activity Mapping
Courteous, but
Limited Passenger
Reduced maintenance
Service
inventory required because
Lean, of only one type of aircraft
Short Haul, Point-to-
Productive Point Routes, Often to
Flexible union
Employees Flexible employeesSecondary
and Airports
contracts standard planes aid
Competitive Advantage:
scheduling
Low Cost
Maintenance personnel
High trained only one type of
Frequent,
Aircraft aircraft Reliable
Utilization Standardized Schedules
20-minute gate turnarounds
Fleet of Boeing
737 Aircraft
Figure 2.8
Activity Mapping
Automated ticketing
Courteous, but
machines
Limited Passenger
Service
Empowered employees
Lean, High employee
Short Haul, Point-to-
Productive Point Routes, Often to
compensation
Employees Secondary Airports
Hire for attitude, then train
Competitive Advantage:
LowHigh level of stock
Cost
ownership
High High number of flightsFrequent,
Aircraft Reliable
Utilization reduces employee idle time
Schedules
Standardized
Fleetbetween
of Boeing flights
737 Aircraft
Figure 2.8
 Four International Operations
Strategies International
High
Strategy
 Import/export or
Cost Reduction Considerations

license existing
product
Examples
U.S. Steel
Harley Davidson

Low
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
 Four International Operations
Strategies
High
Cost Reduction Considerations

International Strategy
 Import/export or
license existing
product

Examples
U.S. Steel
Harley Davidson

Low
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
 Four International Operations
Strategies Global
High Strategy
 Standardized
product
Cost Reduction Considerations

 Economies of scale
 Cross-cultural
learning
Examples
International Strategy
 Import/export or
Texas Instruments
license existing
product

Examples Caterpillar
Otis Elevator
U.S. Steel
Harley Davidson

Low
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
 Four International Operations
Strategies
High
Global Strategy
 Standardized product
 Economies of scale
Cost Reduction Considerations

 Cross-cultural learning

Examples
Texas Instruments
Caterpillar
Otis Elevator

International Strategy
 Import/export or
license existing
product

Examples
U.S. Steel
Harley Davidson

Low
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
 Four International Operations
Multidomestic
Strategies Strategy
High
 Use existing
Global Strategy
 Standardizeddomestic
product model
 Economies of scale
Cost Reduction Considerations

globally
 Cross-cultural learning

Texas 
Examples
Franchise, joint
Instruments
Caterpillar
Otis Elevatorventures,

subsidiaries
International Strategy
Examples
 Import/export or
license existing
product Heinz
Examples McDonald’s
U.S. Steel
The Body Shop
Harley Davidson

Low Hard Rock Cafe

Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
 Four International Operations
Strategies
High
Global Strategy
 Standardized product
 Economies of scale
Cost Reduction Considerations

 Cross-cultural learning

Examples
Texas Instruments
Caterpillar
Otis Elevator

International Strategy Multidomestic Strategy

 Use existing
 Import/export or domestic model globally
license existing  Franchise, joint ventures,
product subsidiaries
Examples Examples
U.S. Steel Heinz The Body Shop
Harley Davidson McDonald’s Hard Rock Cafe

Low
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
 Four International Operations
Strategies Transnational
High Strategy
 Move material,
Global Strategy
 Standardized product
people, ideas
 Economies of scale
Cost Reduction Considerations

 Cross-cultural learning

Examples across national

Texas Instruments
Caterpillar boundaries
Otis Elevator
 Economies of scale
 Cross-cultural
International Strategy Multidomestic Strategy
learning
 Import/export or
 Use existing
domestic model globally
license existing  Franchise, joint ventures,
product subsidiaries
Examples
Examples Examples
Coca-Cola
U.S. Steel
Harley Davidson
Heinz The Body Shop
McDonald’s Hard Rock Cafe

Low Nestlé
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
 Four International Operations
Strategies
High
Global Strategy Transnational Strategy
 Standardized product  Move material, people, ideas
 Economies of scale across national boundaries
Cost Reduction Considerations

 Cross-cultural learning  Economies of scale

 Cross-cultural learning
Examples
Texas Instruments Examples
Caterpillar Coca-Cola
Otis Elevator Nestlé

International Strategy Multidomestic Strategy

 Use existing
 Import/export or domestic model globally
license existing  Franchise, joint ventures,
product subsidiaries
Examples Examples
U.S. Steel Heinz The Body Shop
Harley Davidson McDonald’s Hard Rock Cafe

Low
Low High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)
Ranking Corruption
Rank Country 2004 CPI Score (out of 10)
1 Finland 9.7 Good
2 New Zealand 9.6
5 Singapore 9.3
7 Switzerland 9.1
9 Australia 8.8
11 United Kingdom 8.6
12 Canada 8.5
15 Germany 8.2
16 Hong Kong 8.0
17 Ireland 7.5
17 USA 7.5
24 Japan 6.9
35 Taiwan 5.6
64 Mexico 3.6 Not So
Good
71 China 3.4
THANK YOU