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Operations Improvement Plan (Approaches and Capabilities, Shift Levers,…
Operations Improvement Plan
Approaches and Capabilities, Shift Levers, each to be used to full effect, in the right sequence and multiply on each other
Digitisation
Adavanced Analytics
Intelligent Process Automation (IPA)
Business Process Outsourcing (BPO)
Lean Process Redesign
TOPIC 2 - Resource Planning and Control based on Chapter 10 - Resource Planning, with links to capacity planning (600 Words)
TOPIC 3 - Lean or Agile Supply Chains based on chapter 11 (600 Words)
Lean process - pull control rinciple indicates a "vacancy" as a triggger to provide service
Workforce planning - proces flow between increasing utilisation or bringin in a new emplyee - 80/20 rule 80 present/20 new
Information value is time dependent - notification of roles is time dependent - too early they forget, too late theyre not available
process delays = cash flow, fast throughput increases cash flow = adminsatitve process attached to time and material capture
flexibilty - delivers flexibility allows customisation and small batch sizes
contrary to Pixar - lean processes - feedback that is surpressed by conflictious management style, supressese lean principles
Critical Evaluation of a process - see notes from interim assessment to structure the paragraphs correctly
Introduction - 300 Words - a good starting point is a critical assessment according to the summary checklist on page 73 - articulated strategy, vision, stakeholders etc...
Executive Summary - not included in word count, advised to be 10% of total word counts and is not to include any referencing
Four Vs Volume, Variety, Variation, Visibility.
Hayes and Wheelright's Fig 2.2 Four Stage model
Strategies - outside-in, top-down, inside-out, bottom-up
Performance Objectives, Quality, Speed, Dependability, Flexibility, Cost
Order Winners and Qualifiers
Product Services Lifecycle - Intro, Growth, Maturity, Decline
Barney's VRIO Framework Fig2.8 - Valuable, Rare, Imitable, Organised to capture the value
Operations Strategy Matrix - Performance Objectives, Strategic Decisions Fig 2.10
The Henderson-Clark Model Fig 3.4 - Incremental OR Radical innovation
Organisations structures to support innovation. Fig 3.11 Functional or Project-Based innovation
Supply Network flow terminology - Fig 4.2
Advantages and disadvantages - Vertical and Horizontal integration - operations design pg 126
In-source/Out-source - different outcomes on performance objectives - Table 4.1
Significant discussion on this topic given that the organisation has a blend of vert/horiz and does not clarify the objectives - of the operation and of the client
Location of Operation, and the impacts to network operation Pg 139
Selection criteria - market factors, risk factors pg. 143
TOPIC 1 - Process Design 1 - Positioning based on chapter 5
Focussed on the people in a process to deal with volume and variety
Process positioning for resources -to match the service volume/variety Moving off the natural diagonal - of the line of fit has higher cost
Product-Process matrix Fig 5.5 Pg172
Cell layout - potential layout option for resources in the process but most likely a product layout is more ideal
Layout selection - Table 5.1 - mass service, product layout
"servicescapes" - cognitive, emotional, pshycological Pg.177
Process technologies - Pg178 should reflect volume and variety
Fig 5.7 includes the automation on the natural diagonal scale
Job design - shared values, beliefs and assumptions, poorly designed will destroy the company objectives
job design should be narrow and closely defined for mass/product
risk to job design Pg.182
job enrichment could be a recommeded action - pg. 183
TOPIC 1 -Process Design - Flow Configuration based on Chapter 6 - Design-analysis (600 Words)
"the root cause of business failure....of every day processes" Pg.194
"the payback from good design is significant" pg. 196
Table 6.1 - Typical process anbd benefits table of good process design
Process flow - throughput rates/timenumber of untis - supported by ABC analysis, UWA data point
Design factors - inputs to process, configuration,capacity or resources, variability of activities
Process design - common terms Table 6.2
High level process mapping - pg 201
establish process visibility - even components of sub-processes
Focussed on the processes and how they are analysed for improvement
In the process analysis - none of the stages in the process analysis have been set, agreed or understood in this case
should be considered in the context of positioning
the operation will only be as good as it's weakest link, hence the importance of design
No customer or operational visibility of the process pg. 204
Customer experience map Fig 6.7 Pg, 205 - neg/pos experience per step in the process
Task precedence - needs to be established for Human logistics process
Short Fat - configurations of process stages Pg.209
Cycle time + ABC Activity Based Costing analysis
Process balancing - needs to be completed for the current processes
Throughput, cycle time and work in progree are KPI's or objectives that need to be recorded and visible
Process variability - activity time variability is not captured - see UWA assessment of time to tpogress (loops in the processes)