Chapter 2
- OPM can break or make any organization
- Stakeholders
- OPM and process management contribution (bijdrage) to strategy
- Polar diagrams are used to indicate the relative importance of each
performance objective to an operation or process. They can also be used to
indicate the difference between different products and services produced by an
operation or process.
- 5 competitive objectives
Cost = Being PRODUCTIVE
Quality = Being RIGHT
Irrespective of a product or service’s specification quality, producing it in a way
that it conforms to its specification consistently brings benefits to any operation.
Externally – it enhances the product or service in the market, or at least
avoids customer complaints.
Internally – it brings other benefits to the operation.
It prevents errors slowing down throughput speed.
It prevents errors causing internal unreliability and low dependability.
It prevents errors causing wasted time and effort, therefore saving cost.
Speed = Being FAST
Speed again has different interpretations externally and internally
Externally – it means the elapsed time between a customer asking for a product
or service and getting it (in a satisfactory condition).
It often enhances the value of the product or service to customers.
Internally – it brings other benefits to the operation.
It helps to overcome internal problems by maintaining dependability.
It reduces the need to manage transformed resources as they pass
through the operation, therefore saving cost.
Dependability (betrouwbaarheid) = Being ON TIME
Externally – it enhances the product or service in the market, or at least avoids
customer complaints.
Internally – it brings other benefits to the operation.
It prevents late delivery slowing down throughput speed.
, It prevents lateness causing disruption and wasted time and effort, thereby
saving cost.
Flexibility = Being ABLE TO CHANGE
Flexibility has several distinct meanings but is always associated with an
operation’s ability it change
Change what?
The products and services it brings to the market – Product/service
flexibility
The mix of products and services it produces at any one time – Mix
flexibility
The volume of products and services it produces – Volume flexibility
The delivery time of its products and services – Delivery flexibility
Externally & internal
- Triple bottom line (social, environmental, economic)
Summary page: 62
Chapter 3
- Missie: Waar ga je naar toe?
- Strategie: Hoe ga je er naar toe?
- What is strategy?
• Setting broad objectives that direct an enterprise towards its overall goal.
• Planning the path (in general rather than specific terms) 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.
- Strategic decisions are those decisions which: are widespread in their
effect on the organization to which the strategy refers, define the position of the
organization relative to its environment and move the organization closer to its
long-term goals.
- Operations are the resources that create products and services.
- Operational is the opposite of strategic, meaning day to day and detailed.
- Difference Operation strategy and Operation Management
• The time scale is longer
• The level of analysis is higher
• The level of aggregation is higher
• The level of abstraction is higher
- Operations function (role) ----------------------------------------->
- Strategic role of the operations function (3 kenmerken)
- OPM can break or make any organization
- Stakeholders
- OPM and process management contribution (bijdrage) to strategy
- Polar diagrams are used to indicate the relative importance of each
performance objective to an operation or process. They can also be used to
indicate the difference between different products and services produced by an
operation or process.
- 5 competitive objectives
Cost = Being PRODUCTIVE
Quality = Being RIGHT
Irrespective of a product or service’s specification quality, producing it in a way
that it conforms to its specification consistently brings benefits to any operation.
Externally – it enhances the product or service in the market, or at least
avoids customer complaints.
Internally – it brings other benefits to the operation.
It prevents errors slowing down throughput speed.
It prevents errors causing internal unreliability and low dependability.
It prevents errors causing wasted time and effort, therefore saving cost.
Speed = Being FAST
Speed again has different interpretations externally and internally
Externally – it means the elapsed time between a customer asking for a product
or service and getting it (in a satisfactory condition).
It often enhances the value of the product or service to customers.
Internally – it brings other benefits to the operation.
It helps to overcome internal problems by maintaining dependability.
It reduces the need to manage transformed resources as they pass
through the operation, therefore saving cost.
Dependability (betrouwbaarheid) = Being ON TIME
Externally – it enhances the product or service in the market, or at least avoids
customer complaints.
Internally – it brings other benefits to the operation.
It prevents late delivery slowing down throughput speed.
, It prevents lateness causing disruption and wasted time and effort, thereby
saving cost.
Flexibility = Being ABLE TO CHANGE
Flexibility has several distinct meanings but is always associated with an
operation’s ability it change
Change what?
The products and services it brings to the market – Product/service
flexibility
The mix of products and services it produces at any one time – Mix
flexibility
The volume of products and services it produces – Volume flexibility
The delivery time of its products and services – Delivery flexibility
Externally & internal
- Triple bottom line (social, environmental, economic)
Summary page: 62
Chapter 3
- Missie: Waar ga je naar toe?
- Strategie: Hoe ga je er naar toe?
- What is strategy?
• Setting broad objectives that direct an enterprise towards its overall goal.
• Planning the path (in general rather than specific terms) 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.
- Strategic decisions are those decisions which: are widespread in their
effect on the organization to which the strategy refers, define the position of the
organization relative to its environment and move the organization closer to its
long-term goals.
- Operations are the resources that create products and services.
- Operational is the opposite of strategic, meaning day to day and detailed.
- Difference Operation strategy and Operation Management
• The time scale is longer
• The level of analysis is higher
• The level of aggregation is higher
• The level of abstraction is higher
- Operations function (role) ----------------------------------------->
- Strategic role of the operations function (3 kenmerken)
