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Lecture 3 MBF2213 | Operations Management
Prepared by Dr Khairul Anuar
L3: Operations Performance
Design
Planning and control
Operation’s performance
Operations strategy
Improvement
Operations management
Operations strategy
Slack et al.’s model of operations management
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Operations performance – Slack et al. identify the following key questions:
• Why is operations performance important in any organization? • How does the operations function incorporate all stakeholders’
objectives? • What does top management expect from the operations
function? • What are the performance objectives of operations and what
are the internal and external benefits which derive from excelling in each of them?
• How do operations performance objectives trade off against each other?
Key operations questions
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Operations management can make or break any organization
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Shareholders
Directors / top
management
Staff
Staff representative
bodies
Regulatory
bodies Government
Suppliers
Lobby / interest
groups
Customers
Stakeholder groups with a …’legitimate interest in the operation’s activities’
‘Society’
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Operations and processes excellence
Operations and process management contribution to strategy
Enhanced service
Secure revenue
Lower costs
Process efficiency
Reduced errors, better resilience
Lower ‘operational’ risk
Higher capacity utilization
Lower capital requirements
Capabilities for future innovation
Opportunities for process learning
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The five competitive objectives
Quality Being RIGHT
Speed Being FAST
Dependability Being ON TIME
Cost Being PRODUCTIVE
Being ABLE TO CHANGE Flexibility
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Minimum cost, maximum value
Minimum price, highest value
Fast throughput
Quick delivery
Reliable operation
Dependable delivery
Error-free processes
Error-free products and services
Ability to change
Frequent new products, maximum choice
The benefits of excelling at the five objectives
Dependability
Cost
Speed
Quality Flexibility
Internal
benefits
External
benefits
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What does Quality mean in…
Patients receive the most appropriate treatment.
… a hospital ?
Treatment is carried out in the correct manner.
Patients are consulted and kept informed.
Staff are courteous, friendly and helpful.
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… an automobile plant?
All assembly is to specification. Product is reliable.
All parts are made to specification.
The product is attractive and blemish-free.
What does Quality mean in… (Continued)
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… a bus company?
The buses are clean and tidy. The buses are quiet and fume-free.
The timetable is accurate and user-friendly.
Staff are courteous, friendly and helpful.
What does Quality mean in… (Continued)
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… a supermarket?
The store is clean and tidy. Décor is appropriate and attractive.
Goods are in good condition.
Staff are courteous, friendly and helpful.
What does Quality mean in… (Continued)
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Two common meanings of ‘Quality’
Quality as the specification of a product or service
e.g. Lower Hurst Farm produces organic meat raised exclusively on its own farm.
Quality as the conformance with which the product or service is produced
e.g. Quick service restaurants like McDonalds may buy less expensive meat, but its conformance must be high.
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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.
External and internal benefits of conformance quality
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External and internal benefits of conformance quality (Continued)
On-specification products and services
Internal
benefits
External
benefits
Dependability
Cost
Speed
Quality Flexibility
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The time between requiring treatment and receiving treatment is kept to a minimum.
… a hospital ?
What does Speed mean in…
The time for test results, X-rays, etc. to be returned is kept to a minimum.
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What does Speed mean in… (Continued)
… an automobile plant?
Time between dealers requesting a vehicle of a particular specification and receiving it is minimized. Time to deliver spares to service centres is minimized.
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… a bus company?
The time between customer setting out on the journey and reaching his or her destination is kept to a minimum.
What does Speed mean in… (Continued)
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… a supermarket?
The time for the total transaction of going to the supermarket, making the purchases and returning is minimized. The immediate availability of goods.
What does Speed mean in… (Continued)
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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.
External and internal benefits of speed
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External and internal benefits of speed (Continued)
Internal
benefits
External
benefits
Dependability
Cost
Speed
Quality Flexibility
Quick delivery
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What does Dependability mean in… (Continued)
Proportion of appointments that are cancelled is kept to a minimum.
… a hospital ?
Keeping appointment times. Test results, X-rays, etc. are returned as promised.
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… an automobile plant?
On-time delivery of vehicles to dealers. On-time delivery of spares to service centres.
What does Dependability mean in… (Continued)
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… a bus company?
Keeping to the published timetable at all points on the route. Constant availability of seats for passengers.
What does Dependability mean in… (Continued)
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… a supermarket?
Predictable opening hours Proportion of goods out of stock kept to a minimum Keeping to reasonable queuing times Constant availability of parking.
What does Dependability mean in… (Continued)
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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.
External and internal benefits of Dependability
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External and internal benefits of Dependability (Continued)
Internal
benefits
External
benefits
Dependability
Cost
Speed
Quality Flexibility
Dependable delivery
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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
Flexibility – What does it mean?
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What does flexibility mean in…
Introducing new treatments
…. a hospital ?
A wide range of treatments The ability to adjust the number of patients treated The ability to reschedule appointments.
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… an automobile plant?
The introduction of new models A wide range of options The ability to adjust the number of vehicles manufactured The ability to reschedule manufacturing priorities.
What does flexibility mean in… (Continued)
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… a bus company?
The introduction of new routes and excursions A large number of locations served The ability to adjust the frequency of services
The ability to reschedule trips.
What does flexibility mean in… (Continued)
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… a supermarket?
The introduction of new goods A wide range of goods stocked The ability to adjust the number of customers served
The ability to get out-of-stock items.
What does flexibility mean in… (Continued)
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Depend-ability
Flexibility Quality
Speed
Cost
External and internal benefits
External and internal benefits of flexibility External and internal benefits
Depend-ability
Flexibility Quality
Cost
On-specification products and services
Short delivery lead-time
Reliable delivery Speed
Frequent new products/services
Wide range
Volume and delivery changes
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External and internal benefits of flexibility (Continued)
Internal
benefits
External
benefits
Dependability
Cost
Speed
Quality Flexibility
Frequent new products/services
Wide range
Volume and delivery changes
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… a hospital ?
Bought-in materials and services
What does Cost mean in…
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… an automobile plant?
Bought-in materials and services
What does Cost mean in… (Continued)
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… a bus company?
Staff costs
Technology and facilities costs
Bought-in materials and services
What does Cost mean in… (Continued)
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… a supermarket?
What does Cost mean in… (Continued)
Staff costs
Technology and facilities costs
Bought-in materials and services
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The cost of producing products and services is obviously influenced by many factors such as input costs, but two important sets are
The 4 V’s–volume
– variety
– variation
– visibility
The internal performance of the operation at
– quality
– speed
– dependability
– flexibility
Cost
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External and internal benefits of performance objectives
Dependability
Cost
Speed
Quality Flexibility
External
benefits
On-specification products and services
Short delivery lead-time
Reliable delivery
Frequent new products/services
Wide range
Volume and delivery changes
Low price, high margin, or both
Internal
benefits
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Polar diagrams
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.
Cost
Quality Flexibility
Dependa-bility
Speed
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Polar diagrams for a taxi service versus a bus service
Cost
Quality Flexibility
Dependability Speed
Taxi service
Bus service
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Reassurance
Crime reduction
Crime detection Working with
Criminal justice agencies
Efficiency
Actual performance
Required performance
Polar diagrams for a proposed police performance method
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Cost
Quality Flexibility
Speed
Newspaper collection service
General recycling service
Dependability
Polar diagrams for newspaper collection and general recycling services
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Trade-offs
‘Do you want it good, or do you want it Tuesday?’
‘No such thing as a free lunch’.
‘You can’t have an aircraft which flies at the speed of sound,
carries 400 passengers and lands on an aircraft carrier.
Operations are just the same’. (Skinner)
‘Trade-offs in operations are the way we are willing to sacrifice
one performance objective to achieve excellence in another’.
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A
X C
D
Cost efficiency
Var
iety
B
The new ‘efficient frontier’
B1
X
Var
iety
A
C
D
B
The ‘efficient frontier’
Cost efficiency
The ‘efficient frontier’ view of trade-offs
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Cost efficiency
Var
iety
Improvement through increasing ‘focus’ on cost efficiency
Q
Q1
Improvement through increasing ‘focus’ on variety
P
P1 Improvement through overcoming the trade-off between variety and cost efficiency
Improvement through focus… …or improvement through overcoming trade-offs
The ‘efficient frontier’ view of trade-offs (Continued)
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Cost efficiency
Var
iety
Focus strategies can change the trade-off curve from convex to concave
The ‘efficient frontier’ view of trade-offs (Continued)
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