Beruflich Dokumente
Kultur Dokumente
Quality
Organizational structure and operations effectiveness Performance measurement used for setting the direction of improvements Benchmarking against other operators Prioritising improvements Learning and enhancing process knowledge through control Expectations on, and contributions from, the operations function
Development and Organization Process Capacity Supply Network Technology (Operations development and improvement)
Decision areas
Market Competitiveness
Issues include:
Performance objectives
Market Requirements
Operations capabilities
Market potential
Market strategy
Market Requirements
Potential competitive position in the market place
MARKET STRATEGY
DIRECT performance
Getting the fit right
Market requirements
DIRECT
Targets
Increasing aggregation
Operations Detailed resources performance Speed and processes targets Flexibility Cost
Agility
Financial Objectives
Productivity
100 90 80 70 60 50 40
X Actual performance = 83% X X X Last years average performance = 60% Time Performance by historical standards is GOOD
100 90 80 70 60 50 40
100 90 80 70 60 50 40
X X
Improvement goal = 95% X Actual performance = 83% Competitor performance = 75% Last years average performance = 60% Time
Performance by historical standards is GOOD Performance against improvement goal is POOR Performance against competitors is GOOD 100 90 80 70 60 50 40 Absolute performance = 100% Improvement goal = 95% X Actual performance = 83% Competitor performance = 75% Last years average performance = 60% Time
X X
Performance by historical standards is GOOD Performance against improvement goal is POOR Performance against competitors is GOOD Absolute performance is POOR
Different standards of comparison give different messages Nigel Slack and Michael Lewis 2003
GOOD
F
1 2 3 E 4 5 6 A 7 8 URGENT ACTION 9 8 C 7 6 5 4 3 2 1 IMPROVE D EXCESS? APPROPRIATE B
BAD
LOW
HIGH
GOOD
XDistribution quality Documentation X service Price/Cost X Delivery X flexibility X Order/dispatch Enquiry quality Xlead-time 9 8 7 6 5 4 3 2 1
BAD
LOW
HIGH
Dependability
Quality
Quality Quality + dependability Quality + dependability + speed Quality + dependability + speed + flexibility Quality + dependability + speed + flexibility + cost
The sandcone model of improvement; cost reduction relies on a cumulative foundation of improvement in the other performance objectives
Nigel Slack and Michael Lewis 2003
Operations capabilities
Knowledge
DEVELOP
Developing operations capabilities is encouraged by a cycle of attempting to control processes which enhances process knowledge which, in turn, makes control easier
Nigel Slack and Michael Lewis 2003
Control
Operations with the same resources will not all give the same performance
So what makes the difference?
TIME
TIME
Systematic learning
You cant learn about a process when its out of control If things are in control
Learning
Process Knowledge
Process Control
Knowledge is power
Stage
1 2 3
Term
4
5 6 7 8
Control of mean
Process capability Process characterization Know why Complete knowledge Full
Knowledge
DEVELOP
Control
Enhanced quality
Customer loyalty
Lower costs
Process control may be one of the most operational of tasks, but it can bring strategic benefit
Nigel Slack and Michael Lewis 2003
Building on learning
Key Indicators Learning is made explicit, What have you learned at work today? Process knowledge is seen as a key operations objective Individuals and groups share their learning Individuals seek out opportunities to actively learn and experiment Learning is captured and debated Designated individuals are responsible for learning from other operations
Nigel Slack and Michael Lewis 2003
Market potential
Expectations
Deploying operations capabilities to create market potential means ensuring that the operations function is expected to contribute to market positioning
Challenges for operations Give an operations advantage Link strategy with operations Adopt best practice Be as good as competitors Stop holding the organization back STAGE 1 STAGE 2 STAGE 3 STAGE 4 Be clearly the best in the industry Redefine the industrys expectations
Internally supportive
Externally neutral
Internally neutral
Externally supportive
Internally supportive
Externally neutral
Internally neutral
STAGE 2 STAGE 3 STAGE 4
The ability to Drive strategy
Staff have visited and talked with their internal and external customers
Staff are capable of making a contribution two organizational levels above their own
Nigel Slack and Michael Lewis 2003
GOOD
PERFORMANCE
Time to resolution
BAD
9 LOW
5 IMPORTANCE
1 HIGH
10.0
1.0
0.1