Chapter 1. What is operations management?

Transcription

1 Chapter 1 What is operations management?

2 Key operations questions In Chapter 1 - Operations management Slack et. al. identify the following key questions. What is operations management? Why is operations management important in all types of organization? What is the input-transformation-output process? What is the process hierarchy? How do operations processes have different characteristics? What are the activities of operations management?

3 Operations management defined Operations management is the activity of managing the resources which are devoted to the production and delivery of products and services.

4 Slack et al s model of operations management Transformed resources Materials Information Customers Input resources Transforming resources Design Direct Operations Management Deliver Develop Output products and services Customers Facilities Staff

5 Operations management is fashionable! The consultancy services market - % of world revenues of 40 largest consultancy firms Organizational design 11 Benefits/Actuarial 16 Financial 6 Marketing/sales 2 Operations and process management 31 IT strategy 17 Corporate strategy 17

6 Operations management at... IKEA Design elegant products which can be flat-packed efficiently Design a store layout which gives smooth and effective flow Ensure that the jobs of all staff encourage their contribution to business success Site stores of an appropriate size in the most effective locations Continually examine and improve operations practice Maintain cleanliness and safety of storage area Arrange for fast replenishment of products Monitor and enhance quality of service to customers

7 They are all operations Back office operation in a bank Kitchen unit manufacturing operation Retail operation Take-out / restaurant operation

8 Operations are everywhere The best way to start understanding the nature of Operations is to look around you Everything you can see around you (except the flesh and blood) has been produced by an operation Every service you consumed today (radio station, bus service, lecture, etc.) has also been produced by an operation Operations Managers create everything you buy, sit on, wear, eat, throw at people, and throw away

9 Interfunctional relationships between operations and other functions Accounting and finance function Human resources function Engineering/ technical function Analysis of new technology options Provision of relevant data Financial analysis for performance and decisions Understanding of human resource needs Recruitment development and training Understanding of process technology needs Understanding of the capabilities and constraints of the operations process Operations function Information technology (IT) function New product and service ideas Understanding of the capabilities and constraints of the operations process Market requirements Understanding Provision of systems for of infrastructural design, planning and and system control, and improvement needs Product/service development function Marketing function

10 Prêt a Manger High-end sandwich and snack retailer Use only wholesome ingredients All shops have own kitchens which makes fresh sandwiches every day Fresh ingredients delivered early every morning Same staff who serve you at lunch made the sandwiches that morning We don t work nights, we wear jeans, we party

11 The three basic functions at Prêt a Manger Product/ Service Development Nutritional mechanical and aesthetic design of the sandwiches and snacks Promotional activities, market research, etc. Marketing Operations Design, location and management of stores and instore processes and the network that supplies them

12 Operations management in all types of organization Automobile assembly factory - Operations management uses machines to efficiently assemble products that satisfy current customer demands

13 Operations management in all types of organization Physician (General practitioner) - Operations management uses knowledge to effectively diagnose conditions in order to treat real and perceived patient concerns

14 Operations management in all types of organization Management consultant - Operations management uses people to effectively create the services that will address current and potential client needs

15 Operations management in all types of organization Disaster relief charity - Operations management uses ours and our partners resources to speedily provide the supplies and services that relieve community suffering

16 Operations management in all types of organization Advertising agency - Operations management uses our staff s knowledge and experience to creatively present ideas that delight clients and address their real needs

17 Operations management uses machines to efficiently assemble products knowledge to effectively diagnose conditions to treat real and perceived patient concerns people to effectively create services that will address current and potential client needs ours and our partners resources to speedily provide supplies and services that relieve community suffering our staff s knowledge and experience to creatively present ideas that delight clients and address their real needs

18 Operations management is changing The business environment is changing, for example Increased cost-based competition Higher quality expectations Demands for better service More choice and variety Rapidly developing technologies Frequent new product/service introduction Increased ethical sensitivity Environmental impacts are more transparent More legal regulation Greater security awareness Prompting operations responses, for example. Globalization of operations networking Information-based technologies Internet-based integration of operations activities Supply chain management Customer relationship management Flexible working patterns Mass customization Fast time-to-market methods Lean process design Environmentally sensitive design Supplier partnership and development Failure analysis Business recovery planning

19 All operations are input-transformation-output processes Inputs Transformation process Outputs

20 Operations input resources and outputs Transformed resources Materials Information Customers Input resources Transformation process Output products and services Customers Transforming resources Facilities Staff Outputs are products and services that add value for customers

21 Inputs and outputs at Prêt a Manger Transformed resources Ingredients Packaging Customers Input resources Transforming resources Equipment Fittings Staff Served and satisfied customers Customers

22 Most operations produce products and services Crude oil production Aluminium smelting Acme whistles Pure products Outputs that are exclusively tangible Specialist machine tool production Restaurant Information systems provider Prèt a manger IKEA Mixture of products and services Outputs that are a mixture of the tangible and intangible Management consultancy Psychotherapy clinic Mwagusi Safari Lodge Pure services Outputs that are exclusively intangible

23 Operations can be analyzed at three levels Flow between operations The level of the supply network Flow between processes The level of the operation The level of the process Flow between resources

24 Operations can be analyzed at three levels Flow between operations Operations management is concerned with the flow of transformed resources between operations, processes, where. Flow between processes External operations interact with internal processes to form the external supply network Processes form an internal supply network and become each others customers and suppliers Flow between resources

25 Example of analysis at three levels The supply network - Flow between operations Studios Casting agency Creative agency Promotion agency Program / video maker Broadcasting company A programme and video supply network The operation - Flow between processes The programme and video operation

26 Example of analysis at three levels The supply network - Flow between operations Programme and video maker The operation - Flow between processes Engineer -ing Marketing and sales Finance and accounting Production unit Post production Set and props manufacture The programme and video operation

27 Example of analysis at three levels The supply network - Flow between operations Programme and video maker The operation - Flow between processes Set and props manufacture The Set and props manufacturing process Set design Set construction Props acquisition Set finishing

28 The television and video company divided into two endto-end business processes, End-to-end process for programme production Engineering Programme marketing and sales Programme finance and accounting Programme and video maker Programme set and props manufacture Programme production unit Programme post production End-to-end process for music video production Music video marketing and sales Music video finance and accounting Music video set and props manufacture Music video production unit Music video post production

29 All functions use processes to provide service Human resources Finance OperationsMarketing Information systems Sales Any organization

30 Differences within sectors are often greater than the differences between sectorn Financial services An account management centre at a large retail bank Financial analyst advising a client at an investment bank Furniture manufacturing Mass production of kitchen units Craft production of reproduction antique furniture Hotels Value-for-money hotel Lobby of an international luxury hotel

31 A typology of operations and processes The 4 vs... Low Volume High High Variety Low High Variation in demand Low High Visibility Low

32 A typology of operations and processes The implications of high and low Volume in operations and processes... Implications Implications Low repetition Each staff member performs more of each task Less systemization High unit costs Low Volume High High repeatability Specialization Capital intensive Low unit costs

33 A typology of operations and processes The implications of high and low Variety in operations and processes... Implications Implications Flexible Complex Match customer needs High unit costs High Variety High Low Well defined Routine Standardized Regular Low unit costs

34 A typology of operations and processes The implications of high and low Variation in operations and processes... Implications Implications Changing capacity Anticipation Flexibility In touch with demand High unit costs High Variation in demand High Low Stable Routine Predictable High utilization Low unit costs

35 A typology of operations and processes The implications of high and low Visibility in operations and processes... Implications Implications Short waiting tolerance Satisfaction governed by customer perception Customer contact skills needed Received variety is high High unit costs High Visibility High Low Time lag between production and consumption Standardization Low contact skills High staff utilization Centralization Low unit costs

36 A 4 Vs profile of two operations Low Volume High High Variety Low High Variation Low High Mwagusi Safari Lodge Visibility Important to understand how different operations are positioned on the 4 V s. Is their position where they want to be? Formule 1 Hotel Do they understand the strategic implications? Low