Beruflich Dokumente
Kultur Dokumente
OPERATIONS MANAGEMENT
PROF. DR. ROBERT BOUTE
Cases on ForClass
Textbooks
Managing Business Process Flows (MBPF)
Optional: The Goal (light reaching novel) by E.
Goldratt
Edu-web
Handouts of class slides
Syllabus in pdf
Vlerick Business School
ASSESSMENT
Case preparations
No write-ups required
In-class discussions
Final Exam
Open book (textbook, cases and class notes)
Grading
Team assignment
40%
60%
Class contribution
Vlerick Business School
TEAM ASSIGNMENT
Objective: gain insight in the current issues in Operations
Management
Pick a topic that is currently actual/topical/hot
Discussion of case
Description of the issue: what is the problem/ solution?
Evaluation of the proposed solution
ROBERT BOUTE
Professional Experience
Associate Professor Vlerick Business School and KU Leuven
Visiting Professor Kellogg School of Management
Teaching
Operations Management
Supply Chain Management
Research
Supply chain collaboration
Inputs
Network of
Activities and Buffers
Outputs
Goods
Services
Flow units/Entities
(customers, data,
material, cash, etc.)
Resources
Labor & Capital
Vlerick Business School
Information
structure
The truly remarkable thing about Marriott is how well it has weathered
the economic downturn and post-Sept. 11 travel fears. All hotel chains
fell hard in 2001. The difference is that Marriott has recovered nicely.
[K]ey to the company's success is an attention to detail. . It has a 66item checklist for how to make up a room. Marriott last year began
rolling out a system called At Your Service that records a guest's every
little desire. If you want a foam pillow or areThe
irked
noise, the
keyby
to street
the company's
computer remembers for your next stay at that hotel--and soon,
success hotel
is an attention
to
anywhere in the chain. At Marriott's new 358-room
overlooking
detail
Elliott Bay in Seattle, manager Daniel Banchiu
has trained bartenders to
quiz guests about their stays and then to enter particular cravings, like
runnier room-service eggs, into the computer. -- Forbes, May 10, 2004
Vlerick Business School
Sales
growth
Enterprise
value
Margin
Resource
utilization
Myopic behavior of companies in value creation is visible in: reporting systems, incentive
systems and lack of prominence of logistics and operations managers in Excoms.
Vlerick Business School
Price p
(Cost)
Quality Q:
of product or outcome
of service
Time T:
Rapid, reliable delivery
New product development
competitive
strategy
operations
strategy
3.
Rank (p, T, Q, V)
2.
Process
structure & mgt
REPRESENTATION OF STRATEGY:
Responsiveness
A
High
Low
Price
Vlerick Business School
Responsiveness
A
B
operations
frontier
High
Price
Low
Basic facts:
But what do you do if you want to serve different customer types with
different needs (values)? The choice:
DISCUSSION QUESTIONS
http://www.youtube.com/watch?v=c_Z845W_d
2k
LEARNINGS
A well-designed operating system supports the
business strategy and helps to deliver superior
financial performance
The process must help ADD VALUE from the
customers perspective
Strategic mix of cost, quality, speed and flexibility
Operational control to improve profitability and
consistency
Ideally, we want a tightly focused process
34
WRAP-UP