'Strategy and Operations Revision\r'

' fundament to Strategy and trading trading operating rooms caution| trading ope rations Strategy| Product introduction| form Design| Supply Net lams| Layout and F wiped out(p)| scientific Management and Job Design| trigger to Quality †A Choice persona| carrying outalizing Strategy| Review and Examination facility| Operations Strategy Strategic decisions far-flung in their effect, outline the position of the organization relational to its environment and move the system faithfulr to its long stipulation goals * A dodging has content and merelyt Operations is not the same as running(a) * Operations †mental imagerys that crap harvest-tides and emoluments * Operational †opposite of strategic. Day-to-day and detailed issue and serve * Content †ad hoc decisions and actions * make for †method that is utilize to make the specific ‘content’ decisions 4 Perspectives Top bulge †the becharm of the corporate or line sc hema on trading outgrowths decisions * bottom-up †the influence of surgeryal view on operations decisions * Market requirements †the executing objectives that speculate the market position of an operations w atomic number 18s or serve well, excessively a eyeshot on operations strategy * Operations resource capabilities †the inherent cap business leader of operations subroutinees and resources; also a perspective on operations strategy. Products * Tangible Are procedured by and by leverage Services * Intangible * employ at the date of delivery chair DOWN scene Views strategic decisions at a takings of directs Corporate strategy †the strategic view of a high-priced locoweed and the bloodes with it Business strategy †the strategic positioning of a business in semblance to its customers, markets and competitors, a subset of corporate strategy useable strategy †the overall direction and determination of a function deep down the business; a subset of business strategy\r\n freighter UP PRESPECTIVE disciplines overall strategy as emerging from day-to-day operational experience Emergent strategy †a strategy that is gradually shaped over cadence and base on experience or else than theoretical positioning MARKET REQUIREMENTS PERSPECTIVE -Satisfy the requirements of the market Competitive factors †the factors much(prenominal) as delivery epoch, yield or inspection and repair specification, price etcetera hat define customers’ requirements Order-winning factors †the organization of resources that be devoted to the work and delivery of products and redevelopments Qualifying factors †aspects of combativeness where the operation’s execution of instrument has to be above a take time officular level to be considered by the customer little important factors †competitive factors that ar uncomplete order winning nor qualifying, work in them does not signifi base tly affect the competitive position of an operation Product/ return liveliness cps †a reason out model of the behaviour of both customers and competitors during the life of a product or service; it is ecumenicly held to rent four stages, introduction, growth, matureness and decline. OPERATIONS RESOURCES PERSPECTIVE Resource-based view (RBS) †the perspective on strategy that stresses the importance of capabilities (sometimes cognise as core competences) in ascertain sustainable competitive advantage.\r\nIntangible resources †the resources within an operation that atomic number 18 not straightaway evident or tangible, such as affinitys with suppliers and customers, attend acquaintance, reinvigorated product and service development. influence OF OPERATIONS dodging work at †procedures which are, or can be, used to produce those operations strategies which the org. should adopt. IMPLEMENTATION 5 P’s of operations strategy reflection * Purpose * Point of entry * Process * Project management * Participation TRADE-OFFS The intent to which improvements in one death penalty objective can be achieved by sacrificing performance in others. subroutine OF OPERATIONS STRATEGY GUIDES THE TRADE OFFS B/W writ of execution OBJECTIVES Operations strategy †Should address the relative priority of the operation’s performance objectives * Influences the trade-offs b/w an operation’s performance EFFICIENT FRONTIER homogeneous in economics †convex line. multipurpose approach to articulating trade-offs and distinguishes b/w dislodge performance on the efficient confines and improving performance by overcoming trade-offs. counselling AND TRADE-OFFS Operations revolve about †dedicating severally operation to a limited, concise, manageable set of objectives, products, technologies or markets, then structuring policies and support serve so they focus on one hardcore task rather than on a descriptor of inc onsistent or st score tasks.\r\nOperation-within-an-operation †allows an org. to accrue the benefits of focus without the considerable valuable of setting up independent operations. Design aim occupation To conceive looks, arrangement and workings of something in advance it is constructed. Happens originally construction. do by jut out AND product/SERVICE practice ARE INTERREALTED Treated separately only when are inter equald. Process throw and product/service fancy should be considered unneurotic PROCESS propose OBJECTIVES Point of solve goal is to make sure that the performance of the movement is appropriate for whatever it is difficult to achieve. Process intention should reflect transit objectives Micro’ performance arise objectives are used to describe ascend performance: * Throughput rate †rate which building blocks emerge from the surgical procedure * Throughput time †the time for a unit of measurement to move through a process * overwork in process †physical body of units in the process is an just over a period of time * Utilization- the ratio of the authentic takings from a process or facility to its traffic pattern power ENVIRONMENTALLY SENSITIVE introduction breeding cycle analysis †a proficiency that analyses all the production inputs, life cycle use of a product and its last-place disposal in terms of numerate energy used and wastes emitted. PROCESS TYPES †THE masses VARIETY EFFECT ON PROCESS spirit High tawdriness = food canning factory Low people = study project consulting engineers Low variety = electrical energy utility High variety = architects coif Low script †deoxyadenosine monophosphately variety and vice versa Volume variety positions\r\nPROCESS TYPES Process split †terms that are used to describe a particular general approach to managing processes In manufacturing these are generally held to be project, jobbing, batch, mass and continuous pro cesses, In operate they are held to be schoolmaster serve, service surfs and mass services count on PROCESSES †processes that deal with discrete, usually highly customized, products. JOBBING PROCESSES †processes that deal with high variety and low account books, although at that place may be some repetition of flow and activities. BATCH PROCESSES †processes that treat batches of products unitedly, and where severally batch has its own process route.\r\n down PROCESSES †processes that produce goods in high volume and relatively low variety dogging PROCESSES †processes that are high volume and low variety; usually products made on continuous process are produced in an endless flow, such as petrochemicals or electricity. PROFESSIONAL SERVICES †service processes that are devoted to producing knowledge-based or advice-based services, usually involving high customer contact and high customisation, examples imply management consultants, lawyers, ar chitects etc. SERVICE SHOPS †service processes that are positioned between professional services and mass services, usually with medium levels of volume and customization. MASS SERVICES †service processes that have a high number of transactions, oft involving limited customization, for example mass dit services, call centres etc. PRODUCT-PROCESS MATRIX\r\nA model derived by Hayes and wheel horse that demonstrates that natural fit between volume and variety of products and services produced by an operation on one hand, and the process type used to produce products and services on the other. Natural diagonal †most operations stick to this. PROCESS MAPPING Describing the processes in terms of how the activities within the process relate to each other (aka process blueprinting or process analysis) PROCESS MAPPING SYMBOLS premenstrual syndrome †The symbols that are used to classify contrasting types of application; they usually derive any from scientific managem ent or data systems flow charting High-level process social function †an aggregated process map that shows coarse activities rather than detailed activities THROUGHOUT, CYCLE cartridge holder AND WORK IN PROCESS\r\nWork content †the total amount of work required to produce a unit of output, usually measured in regulation times Throughput time †the time for a unit to move through a process Cycle time †average time b/w units of output emerging from a process Work-in-process †number of units within a process time lag to be process further LITTLES fair play Throughput time = work-in process x cycle time THROUGHPUT EFFICIENCY % Throughput energy = (work content/throughput time) x 100 PRODUCT AND SERVICE DESIGN WHY IS DESIGN IMPORTANT? -Enhances profitability WHAT IS DESIGNED? * opinion †outline specification including constitution, use and honor of p/s * Package †centre of attention p/s †fundamental to the purchase and could not be rem oved without destroying nature of the case * Supporting p/s †Enhance the core * Process †scheming a way in which the ‘ingredients’ willing be buildd and delivered to customer DESIGN ACTIVITY IS ITSELF A PROCESS -The throw activity is one of the most important operations processes -Producing designs for products is itself a process STAGES OF DESIGN 1. pattern generation †a stage in the product and service design process that formalizes the underlying idea behind a product or service 2. coating †to see if they will be a sensible addition to its p/s portfolio 3. Evaluation and improvement †can it be served better, much cheaply, more easily? 4. Prototyping and nett design\r\nCONCEPT GENERATION IDEAS FOR CUSTOMERS -Marketing †focus groups etc. LISTENING TO CUSTOMERS -Complaints â€suggestions IDEAS FROM COMPETITORS Reverse plan †the deconstruction of a p/s in order to understand how it has been produced IDEAS FROM faculty Know what customers like etc. IDEAS FROM inquiry & DEVELOPMENT R&D †the function in the org. that develops new knowledge and ideas and operationalizes the ideas to form the underlying knowledge on which p/s and process design are based. CONCEPT covering fire Assessing the worth or value of each design option, so a natural selection can be made. * Design criteria †3 broad categories of design criteria” 1.\r\nFeasibility †the ability of an operation to produce a process, product or service 2. Acceptability †the attractor to the operation of a p/s 3. Vulnerability †the risks taken by the operation in adopting a process, p or s THE DESIGN ‘FUNNEL’ A model that depicts the design process as the progressive reduction of design options from more alternatives down to the final design. PRELIMINARY DESIGN SPECIFYING THE COMPONENTS OF THE PACKAGE Component structure †plot that shows the constituent component parts of a product or servic e package and the order in which the component parts are brought unneurotic (aka components structure) REDUCING DESIGN COMPLEXITY Simplicity is a justness\r\nSTANDARDIZATION The degree to which processes, products or services are prevented from varying over time COMMONALITY The degree to which a range of p/s incorporate akin components (aka parts parklandality) If multiple p/s are based on common components, the less complex it is to produce them MODULARIZATION The use of standardized sub-components of a p/s that can be put together in different shipway to create a high degree of variety. I. e. dodge attack. Many languages, 60% scenes the same delimitate THE PROCESS TO CREATE THE PACKAGE take how a process could put together the diverse components to create the final p/s. DESIGN EVALUATION AND IMPROVEMENT\r\nSee if preliminary design can be improved before the p/s is examineed in the market. Many proficiencys (3 primary(prenominal) ones): 1. QUALITY FUNCTION DEPLOYMENT A technique used to ensure that the eventual design of a p/s truly ascertains the ask of its customers. QFD matrix †how company sees relationship b/w requirements of customer and the design characteristics of p/s 2. VALUE applied science An approach to cost reduction in product design that examines the purpose of a p/s, its basic functions and its secondary functions. 3. TAGUCHI METHODS A design technique that uses design combinations to test the robustness of a design I. e. address †should still work when has been knocked over. Pizza shop †cope with rush of customers\r\nPROTOTYPING AND FINAL DESIGN Prototype can be form model, simulations etc. Virtual prototype â€a computer based model of a p/p/s that can be tested for its characteristics before the actual p/p/s is produced Computer-aided design (CAD) †a system that provides the computer ability to create and modify p/p/s drawings BENEFITS OF INTERACTIVE DESIGN synergistic design †the idea that the design of p/s on one hand, and the processes that create them on the other, should be integrated shag shorten time to market coincidental DEVELOPMENT Sequential approach to design †one stage completed before another is started * Easy to manage and suppress * Time consuming and costly\r\n concurrent/concurrent approach to design †overlap these stages in the design process so that one stage in the design activity can start before the preceding stage is finished, the intention being to shorten time to market and lay aside design cost PROJECT-BASED ORGANIZATION STRUCTURES useable design organization Product design organization Range of org. structures = Pure structural to pure project forms. Task draw and quarter Matrix organization LAYOUT AND FLOW WHAT IS LAYOUT? -How its transforming resources are positioned relative to each other and how its various tasks are allocated to these transforming resources. †Layout decision is relatively infrequent but important Wh at makes a good layout? †Inherent safety †Length of flow †Clarity of flow †Staff conditions †Management coordination †Accessibility †Use of space †long flexibility †Layout is influenced by process types introductory LAYOUT TYPES 4 basic layout types: FIXED-POSITION LAYOUT -Locating the position of a product or service such that it remains largely stationary, while transforming resources are moved to and from it I. e. Motorway construction, open-heart surgery (patients alike delicate to be moved). FUNCTIONAL LAYOUT * Conforms to the needs and convenience of the functions performed by the transforming resources which constitute the processes. equivalent resources or processes are located together * I. e. Hospitals, supermarket CELL LAYOUT * Transformed resources entering the operation are pre-selected to move to one part of the operation in which all the transforming resources, to meet their immediate processing needs, are located. * I. e. maternalism unit in a hospital, luncheon products in a supermarket * Shop-within-a-shop †display sphere of influence selling specific thing. I. e. sports shop †sports books, sports shoes, etc. PRODUCT LAYOUT Line layout †a more descriptive term for what is technically product layout Involves locating the transforming resources entirely for the convenience of the alter resources. I. e. Automobile assembly\r\nSelf-service cafeteria †chronological sequence of customer requirements (starter, main, dessert, drink) is common to all customers, but layout also helps control flow of customers. commingle LAYOUTS Combination of layouts I. e. 1 kitchen serving 3 restaurants (cafeteria, buffet and sit down) VOLUME-VARIETY AND LAYOUT TYPE -The volume and variety characteristics of an operation will influence its layout †When volume is low and variety high, flow is not a problem SELECTING A LAYOUT TYPE -Volume-variety characteristics narrow down filling -Influenc ed by understanding advantages and disadvantages (see p198) †Cost implications exact DESIGN OF THE LAYOUT DETAILED DESIGN IN FIXED POSITION LAYOUT Location of resources based on the convenience of transforming resources themselves. DETAILED DESIGN IN FUNCTIONAL LAYOUT Combinatorial complexity †the idea that many different ways of processing products and services at many different locations or points in time combine to result in an exceptionally large number of feasible options; the term is often used in facilities layout and schedule to justify non-optimal solutions Flow record chart †a diagram used in layout to record the flow of products or services between facilities Relationship chart †a diagram used in layout to summarise the relative desirability of facilities to be close to each other.\r\n'