Hoofdstuk 1 OPM
Operations Management = the activity of managing the resources that create and
deliver services and products.
Operations function is central tot he organization because it creates and delivers services and products.
Three core functions:
• Marketing (& sales) functions (Behoefte creeren)
• Product/service development functions (Generate future customers)
• Operations functions (Customer-build)
---------------------------------------------------------------------------------------------------------------------------
Geel = core functions
Blauw = support functions
---------------------------------------------------------------------------------------------------------------------------
Hierarchy of operatons:
1) Supply Network; A netwerk of operations with flow between them.
2) The operation; A network of processes with flow between them.
3) The processs; A netwerk of resources with flow between them.
,‘Operations’ as a function à Part of the organization which creates and delivers
services & products for the organization’s external
customers.
‘Operations’ as an activity à Management of the processes within any of the
organization’s functions.
---------------------------------------------------------------------------------------------------------------------------
Vier V’s model
• Volume (of their output)
• Variety (of their output)
• Variation (in the demand)
• Visibility (in creation of their output)
Volume
Bij een hoge afzet zijn de herhalingen van afzet performance hoog, meestal met kapitaal intensieve
machinerie, maar wel met low unit costs. Iedereen heeft één bepaalde taak. Een hoge afzet of een lage
afzet.
Variety
De variëteit bij de afzet. Bv. taxi kan je overal oppikken in tegenstelling tot een bus. Echter is de taxi
hierdoor aanzienlijk duurder. Een taxi is high variety en daarom flexibel, complex en voldoet aan de
klantenwens. De bus is routine, standaard en goed gedefinieerd. Hiermee heeft de bus low unit costs.
Variation in demand
De vraag si stabiel, niet sterk fluctuerend. De vraag si elke vrijwel vrijwel hetzelfde en voorspelbaar.
En heeft daarmee lage kosten. Of de variation is flexibel, waarop je moet anticiperen en dit vereist
changing capacity.
Visibility
Laag als veel tijd tussen productie & consumptie zit. Als veel standaardisatie is. Lage en weinig
contact skills benodigd zijn.
,Hoofdstuk 2 OPM
Capture approach to assessing an organizations performance is the ‘triple bottom line’, also known as
‘people, planet & profit’.
The influentail initiative that has come out of this triple bottom line approach is that of ‘sustainability’.
A sustainable business is one that creates and enhances the existence of the people iwth whom it has
contact. In other words, it balances economic, environmental and societal interests.
---------------------------------------------------------------------------------------------------------------------------
Operations perspective on economic performance
• It can reduce the costs of producing its services and products;
• It can achieve customer satisfaction (and therefore secure revenue) through good quality and
service;
• It can reduce the risk of operational time, because well-designed and well-run operations
should be less likely fail, and if they do they should b eable to recover faster and with less
disruption.
• It can reduce the amount of investment that is necessary to produce the required type and
quantity of products and services by increasing the effective capacity of the operation and by
being innovative in how it uses its physical resources;
• It can provide the basis for future innovation its processes, so building a solid base of
operations skills, knowledge and capability within the business.
ZIE FIGUUR 2.2 + 2.3 BLZ 40-41
---------------------------------------------------------------------------------------------------------------------------
Performance Objectives
Deze zijn er om de operations van dag-tot-dag niveau beter te beoordelen & definieren, deze zijn:
1. Quality (Satisfy customers with error-free products & services)
2. Speed (Minimizing time between ask & delivery)
3. Dependability (Keep the delivery promises you have made)
4. Flexibility (Able to vary or adapt to customer requirements)
5. Cost (Priced appropriately for the market while still allowing for a return)
---------------------------------------------------------------------------------------------------------------------------
Quality
Quality is consistent conformance to customers’ expectations, in other words, ‘doing this right’. When
quality means consistently producing services and products to specification it not only leads to
external customer satisfaction, but makes life easier inside the operation as well:
• Quality reduces costs (internal) : Fewer mistakes, the less time will be needed to correct
the mistakes.
• Quality increases dependability (external)
---------------------------------------------------------------------------------------------------------------------------
Speed
• Speed reduces inventories
(The material’s journey time is far longer than the time needed to make and fit the product)
• Speed reduces risks
(Als je 6 weken nodig hebt om te produceren is het lastiger om goede forecast te doen dan dat
bij productie van één week)
---------------------------------------------------------------------------------------------------------------------------
, Dependability
Operations where internal dependability is high are more effective than those which are not, because:
• Dependability saves time
(Als bv. Bus repair centre belangrijke spare parts mist is men zowel tijd kwijt aan special
delivery voor die parts als reschudeling bussen om goede diensten te draaien)
• Dependability saves money
(Ineffective use of time will translate into extra cost. Ineffective want geen klanten, maar ook
de manager die het moet regelen.)
• Dependability gives stability
(The disruption caused to operations by a lack of dependability goes beyond time and cost. It
affects the quality of operation’s time)
---------------------------------------------------------------------------------------------------------------------------
Flexibility
Flexibility means able to change the operation in some way. This way mean chaging what the
operation does, how it is doing it, or when it is doing it.
Vier typen:
• Product/service flexibility (ability to introduce new or modified products and services)
• Mix flexibility (ability to produce a wide range / mix of products & services)
• Volume flexibility (ability to change its level of output)
• Delivery flexibility (ability to change the timing of the delivery of its products and
services)
Inside
• Flexibility speeds up response
(Fast service often depends on the flexibility)
• Flexibility saves time
(Voorbeeld ziekenhuis, attributen kunnen tijd schelen)
• Flexibility maintains dependability
(Internal flexibility can also help to keep the operation on schedule when unexpected events
disrupt the operation’s plans)
---------------------------------------------------------------------------------------------------------------------------
Cost
The measure that is most frequently used to indicate how successful an operation is at doing this is
productivity. Door:
Productivity: Output from the operation / input to the operation
Single-factor productivity: Output from the operation / one input to the operation
Mutli-factor productivity: Output from the operation / all inputs to the operation
Operations Management = the activity of managing the resources that create and
deliver services and products.
Operations function is central tot he organization because it creates and delivers services and products.
Three core functions:
• Marketing (& sales) functions (Behoefte creeren)
• Product/service development functions (Generate future customers)
• Operations functions (Customer-build)
---------------------------------------------------------------------------------------------------------------------------
Geel = core functions
Blauw = support functions
---------------------------------------------------------------------------------------------------------------------------
Hierarchy of operatons:
1) Supply Network; A netwerk of operations with flow between them.
2) The operation; A network of processes with flow between them.
3) The processs; A netwerk of resources with flow between them.
,‘Operations’ as a function à Part of the organization which creates and delivers
services & products for the organization’s external
customers.
‘Operations’ as an activity à Management of the processes within any of the
organization’s functions.
---------------------------------------------------------------------------------------------------------------------------
Vier V’s model
• Volume (of their output)
• Variety (of their output)
• Variation (in the demand)
• Visibility (in creation of their output)
Volume
Bij een hoge afzet zijn de herhalingen van afzet performance hoog, meestal met kapitaal intensieve
machinerie, maar wel met low unit costs. Iedereen heeft één bepaalde taak. Een hoge afzet of een lage
afzet.
Variety
De variëteit bij de afzet. Bv. taxi kan je overal oppikken in tegenstelling tot een bus. Echter is de taxi
hierdoor aanzienlijk duurder. Een taxi is high variety en daarom flexibel, complex en voldoet aan de
klantenwens. De bus is routine, standaard en goed gedefinieerd. Hiermee heeft de bus low unit costs.
Variation in demand
De vraag si stabiel, niet sterk fluctuerend. De vraag si elke vrijwel vrijwel hetzelfde en voorspelbaar.
En heeft daarmee lage kosten. Of de variation is flexibel, waarop je moet anticiperen en dit vereist
changing capacity.
Visibility
Laag als veel tijd tussen productie & consumptie zit. Als veel standaardisatie is. Lage en weinig
contact skills benodigd zijn.
,Hoofdstuk 2 OPM
Capture approach to assessing an organizations performance is the ‘triple bottom line’, also known as
‘people, planet & profit’.
The influentail initiative that has come out of this triple bottom line approach is that of ‘sustainability’.
A sustainable business is one that creates and enhances the existence of the people iwth whom it has
contact. In other words, it balances economic, environmental and societal interests.
---------------------------------------------------------------------------------------------------------------------------
Operations perspective on economic performance
• It can reduce the costs of producing its services and products;
• It can achieve customer satisfaction (and therefore secure revenue) through good quality and
service;
• It can reduce the risk of operational time, because well-designed and well-run operations
should be less likely fail, and if they do they should b eable to recover faster and with less
disruption.
• It can reduce the amount of investment that is necessary to produce the required type and
quantity of products and services by increasing the effective capacity of the operation and by
being innovative in how it uses its physical resources;
• It can provide the basis for future innovation its processes, so building a solid base of
operations skills, knowledge and capability within the business.
ZIE FIGUUR 2.2 + 2.3 BLZ 40-41
---------------------------------------------------------------------------------------------------------------------------
Performance Objectives
Deze zijn er om de operations van dag-tot-dag niveau beter te beoordelen & definieren, deze zijn:
1. Quality (Satisfy customers with error-free products & services)
2. Speed (Minimizing time between ask & delivery)
3. Dependability (Keep the delivery promises you have made)
4. Flexibility (Able to vary or adapt to customer requirements)
5. Cost (Priced appropriately for the market while still allowing for a return)
---------------------------------------------------------------------------------------------------------------------------
Quality
Quality is consistent conformance to customers’ expectations, in other words, ‘doing this right’. When
quality means consistently producing services and products to specification it not only leads to
external customer satisfaction, but makes life easier inside the operation as well:
• Quality reduces costs (internal) : Fewer mistakes, the less time will be needed to correct
the mistakes.
• Quality increases dependability (external)
---------------------------------------------------------------------------------------------------------------------------
Speed
• Speed reduces inventories
(The material’s journey time is far longer than the time needed to make and fit the product)
• Speed reduces risks
(Als je 6 weken nodig hebt om te produceren is het lastiger om goede forecast te doen dan dat
bij productie van één week)
---------------------------------------------------------------------------------------------------------------------------
, Dependability
Operations where internal dependability is high are more effective than those which are not, because:
• Dependability saves time
(Als bv. Bus repair centre belangrijke spare parts mist is men zowel tijd kwijt aan special
delivery voor die parts als reschudeling bussen om goede diensten te draaien)
• Dependability saves money
(Ineffective use of time will translate into extra cost. Ineffective want geen klanten, maar ook
de manager die het moet regelen.)
• Dependability gives stability
(The disruption caused to operations by a lack of dependability goes beyond time and cost. It
affects the quality of operation’s time)
---------------------------------------------------------------------------------------------------------------------------
Flexibility
Flexibility means able to change the operation in some way. This way mean chaging what the
operation does, how it is doing it, or when it is doing it.
Vier typen:
• Product/service flexibility (ability to introduce new or modified products and services)
• Mix flexibility (ability to produce a wide range / mix of products & services)
• Volume flexibility (ability to change its level of output)
• Delivery flexibility (ability to change the timing of the delivery of its products and
services)
Inside
• Flexibility speeds up response
(Fast service often depends on the flexibility)
• Flexibility saves time
(Voorbeeld ziekenhuis, attributen kunnen tijd schelen)
• Flexibility maintains dependability
(Internal flexibility can also help to keep the operation on schedule when unexpected events
disrupt the operation’s plans)
---------------------------------------------------------------------------------------------------------------------------
Cost
The measure that is most frequently used to indicate how successful an operation is at doing this is
productivity. Door:
Productivity: Output from the operation / input to the operation
Single-factor productivity: Output from the operation / one input to the operation
Mutli-factor productivity: Output from the operation / all inputs to the operation
