Operations management samenvatting slides
College 1
Everything you see is produced by an operation
Operations managers create everything you buy, sit on, wear, eat, throw at
people and throw away.
Operations management: wat zijn de links met andere bedrijfsfuncties
Transformed resources: materials, information, customers
Transforming resources: facilities, staf
Input resources operations management output products and services (
customers)
In put resources is transformed and transforming resources
Input – transformation – output model
Inputs are goods and services from other macro and micro operations; acts as an
internal customer to other micro operations
Outputs are goods and services from other macro and micro organisations; acts
as an internal supplier to other micro operations
Operations management is the activity of managing the resources which are
devoted to the production and delivery of products and services
Operations management uses resources to appropriately create outputs that fulfil
defined market requirements
Outputs: are p/s that add value for customers
Operations op 3 niveaus analyseren:
- the level of supply network; flow between operations
- the level of the operation; flow between processes
- the level of the process; flow between resources
The 4 V’s :
Volume low – high
Variety high – low
Variation in demand high – low
Visibility high – low
College 2 operations performance
Importance of operations performance: QSFDC:
Internal benefits; external benefits
, Quality; being right error-free processes; error-free p/s
Speed; being fast fast throughput; quick delivery
Flexibility; being able to change ability to change; frequent new prod,
max choice
Dependability; being on time reliable operation; dependable
delivery
Cost; being productive minimum cost, max value; min price;
high value
How operations can impact TBL performance: planet, sustainability, people
To meanings of quality:
- quality s the specification of a p/s
- quality as the conformance with which the p/s is produced
External and internal benefits of conformance quality:
- externally: it enhances the p/s in the market, or at least avoids customer
complaints
- internally: it brings other benefits to the operation
External and internal benefits of speed:
- externally: it means the elapsed time between a customer asking for a p/s and
getting it ( in a satisfactory condition)
- internally: it brings other benefits to the operation
External and internal benefits of dependability:
- externally: it enhances the p/s in the market, or at least avoids customer
complaints
- internally: it brings other benefits to the operation
Flexibility: has several distinct meanings but is always associated with an
operation’s ability to change
p/s flexibility, mix flexibility, volume flexibility, delivery flex
polar diagrams are used to indicate the relative importance of each performance
objective to an operation of process. They can also be used to indicate the
diference between diferent products and services produced by an operation or
process.
Operations strategy
Strategy= setting broad objectives that direct an enterprise towards its overall
goal. Planning the path that will achieve these goals. Stressing long-term rather
than short-term objectives. Dealing with the total picture rather than stressing
individual activities. Being detached from, and above, the confusion and
distractions of day-to-day-activities.
Operations= the resources that create products and services
Operational=the opposite of strategic, meaning day-to-day and detailed.
Operations strategy key attributes;
- implements, be dependable
- supports, be appropriate
- drives , be innovative
4 perspectives on operations strategy:
- top-down: what the business wants operations to do
- market requirement: what the market position requires operations to do
- bottom-up: what day-to-day experience suggests operations should do
, - operations resources: what operations resources can do
Corporate strategy business strategy operations strategy
College 3 process design
Producst and service design: p/s should be designed in such a way that they can
be created efectively.
Process design: processes should be designed so they can create all products and
services which the operation is likely to introduce
Impact each other, and cannot be designed separately.
In manufacturing operations overlapping the activities of product and process
design is beneficial.
In most service operations the overlap between serice and process design is
implicit in the nature of service
There are diferent process types, process types are defined by the volume and
variety of items they process, process types go by diferent names depending on
whether they produce p/s
Manufacturing process types:
Project processes: one-of complex, large scale, high work content products.
Specially-made, every one customized. Defined start and finish. Many diferent
skills have to be coordinated
Batch processes: higher volumes and lower variety than for jobbing. Standard
products. Specialized, narrower skills. Set-ups at each stage of production.
College 1
Everything you see is produced by an operation
Operations managers create everything you buy, sit on, wear, eat, throw at
people and throw away.
Operations management: wat zijn de links met andere bedrijfsfuncties
Transformed resources: materials, information, customers
Transforming resources: facilities, staf
Input resources operations management output products and services (
customers)
In put resources is transformed and transforming resources
Input – transformation – output model
Inputs are goods and services from other macro and micro operations; acts as an
internal customer to other micro operations
Outputs are goods and services from other macro and micro organisations; acts
as an internal supplier to other micro operations
Operations management is the activity of managing the resources which are
devoted to the production and delivery of products and services
Operations management uses resources to appropriately create outputs that fulfil
defined market requirements
Outputs: are p/s that add value for customers
Operations op 3 niveaus analyseren:
- the level of supply network; flow between operations
- the level of the operation; flow between processes
- the level of the process; flow between resources
The 4 V’s :
Volume low – high
Variety high – low
Variation in demand high – low
Visibility high – low
College 2 operations performance
Importance of operations performance: QSFDC:
Internal benefits; external benefits
, Quality; being right error-free processes; error-free p/s
Speed; being fast fast throughput; quick delivery
Flexibility; being able to change ability to change; frequent new prod,
max choice
Dependability; being on time reliable operation; dependable
delivery
Cost; being productive minimum cost, max value; min price;
high value
How operations can impact TBL performance: planet, sustainability, people
To meanings of quality:
- quality s the specification of a p/s
- quality as the conformance with which the p/s is produced
External and internal benefits of conformance quality:
- externally: it enhances the p/s in the market, or at least avoids customer
complaints
- internally: it brings other benefits to the operation
External and internal benefits of speed:
- externally: it means the elapsed time between a customer asking for a p/s and
getting it ( in a satisfactory condition)
- internally: it brings other benefits to the operation
External and internal benefits of dependability:
- externally: it enhances the p/s in the market, or at least avoids customer
complaints
- internally: it brings other benefits to the operation
Flexibility: has several distinct meanings but is always associated with an
operation’s ability to change
p/s flexibility, mix flexibility, volume flexibility, delivery flex
polar diagrams are used to indicate the relative importance of each performance
objective to an operation of process. They can also be used to indicate the
diference between diferent products and services produced by an operation or
process.
Operations strategy
Strategy= setting broad objectives that direct an enterprise towards its overall
goal. Planning the path that will achieve these goals. Stressing long-term rather
than short-term objectives. Dealing with the total picture rather than stressing
individual activities. Being detached from, and above, the confusion and
distractions of day-to-day-activities.
Operations= the resources that create products and services
Operational=the opposite of strategic, meaning day-to-day and detailed.
Operations strategy key attributes;
- implements, be dependable
- supports, be appropriate
- drives , be innovative
4 perspectives on operations strategy:
- top-down: what the business wants operations to do
- market requirement: what the market position requires operations to do
- bottom-up: what day-to-day experience suggests operations should do
, - operations resources: what operations resources can do
Corporate strategy business strategy operations strategy
College 3 process design
Producst and service design: p/s should be designed in such a way that they can
be created efectively.
Process design: processes should be designed so they can create all products and
services which the operation is likely to introduce
Impact each other, and cannot be designed separately.
In manufacturing operations overlapping the activities of product and process
design is beneficial.
In most service operations the overlap between serice and process design is
implicit in the nature of service
There are diferent process types, process types are defined by the volume and
variety of items they process, process types go by diferent names depending on
whether they produce p/s
Manufacturing process types:
Project processes: one-of complex, large scale, high work content products.
Specially-made, every one customized. Defined start and finish. Many diferent
skills have to be coordinated
Batch processes: higher volumes and lower variety than for jobbing. Standard
products. Specialized, narrower skills. Set-ups at each stage of production.
