Académique Documents
Professionnel Documents
Culture Documents
Operations Management
Semester Two - 2014
Process design:
Operations
strategy
Process
technology
Design
Operations
management
Planning and
control
People, jobs
and
organization
Product/ service
design
Improvement
Product / service
design has an
impact on the
process design and
vice versa
Processes should be
designed so they can
create all products and
services which the
operation is likely to
introduce
Design of
the Product
Design of
the Process
In manufacturing
operations overlapping the
activities of product and
process design is beneficial
Design of
the Service
Design of
the Process
In most service
operations the overlap
between service and
process design is implicit
in the nature of service
PROCESS TYPES
Designing processes...:
Process
tasks
Process
flow
Diverse/
complex
Intermittent
High
Variety
Jobbing
Batch
Mass
Continuous
Low
Repeated/
divided
Continuous
Low
Volume
High
Project processes
Jobbing processes
Batch Processes
Continuous processes
Process
flow
Diverse/
complex
Intermittent
Professional
service
Service shop
Variety
Process
tasks
High
Repeated/
divided
Continuous
Low
Mass service
Low
Volume
High
Professional service
Service shops
Mass service
Design Characteristics:
The Product-Process Matrix...#1
None
Project
More process
flexibility than
is needed so
high cost
Jobbing
Batch
Mass
Service
operations
process types
Volume
Variety
Less process
flexibility than
is needed so
high cost
Continuous None
Professional
service
Service
shop
Mass
service
Old
process
Old
process
new
product
New
process
new
product
None
Flexibility
High
Manufacturing
operations
process types
Low
None
Project
More process
flexibility than
is needed so
high cost
Jobbing
Batch
Mass
Service
operations
process types
Volume
Variety
Less process
flexibility than
is needed so
high cost
Continuous None
Professional
service
Service
shop
Mass
service
High
Volume
Variety
Low
Flexibility
Old
process
New
process
new
product
None
Low
Flexibility
High
Volume
Variety
Appropriate
process
characteristics
(e.g. Batch
Process)
Inappropriate process
None characteristics
Old
Too much flexibility
process
new
excess capability
product
high costs
Batch not Mass process
New
process
new
product
None
Appropriate process
characteristics standardised
(e.g. Mass Process)
Design Characteristics:
The Product-Process Matrix...#2
With reference to Slack et al.; (pp 106-108)
Operations Management:
Administrator completes
facilities request form
Request form signed
by training manager
Facilities manager
checks room availability
Room
available?
Yes
No
Booking confirmed by
facilities manager
Facilities manager
notifies administrator
room unavailable
Administrator notifies
training manager
Administrator notifies
training manager
End
Arrange
new date?
Yes
No
Process Mapping:
Group Exercise...
Process mapping
symbols derived from
Systems Analysis
Beginning or end of
process
Inspection (a check of
some sort)
Activity
Transport (a movement
of something)
Direction of flow
Storage (deliberate
storage, as opposed to a
delay)
Raw
materials
Assembly
Stored
sandwiches
Move to
outlets
Stored
sandwiches
Sell
Customer
request
Take
payment
Use standard
base?
Take
payment
No
Fillings
Yes
Bread and
base filling
Customer request
Stored bases
Assemble from
standard base
Raw
materials
Assembly
Customer
request
Take
payment
Prepare
Sandwich
materials and
customers
Bread and
base filling
Assemble whole
sandwich
Use standard
base?
Assemble as
required
Take
payment
Customers
assembled to
sandwiches
No
Yes
Fillings
Customer request
Assemble from
standard base
Stored
bases
Process Mapping:
With reference to Slack et al., pages 109-112, in
your groups, discuss, note, and prepare to
report as follows:
Although there are a variety of approaches to
process mapping what are the key common
elements for all?
Using the symbols illustrated in Figure 4.6; draw
a process map to describe a process that you are
familiar with in a hospitality operations context...
Ensure your map includes at least 4 different
symbols from Fig 4.6, page 110
Littles law;
Cycle time
= 2 mins
WIP = 10
Throughput time = ?
Throughput time = 10 2 mins
Throughput time = 20 mins
35 hours
500 scripts
= 0.07 hours
Throughput efficiency
Throughput efficiency is the work content of whatever is
being processed as a percentage of its throughput time
Work content
Throughput efficiency =
100
Throughput time
WIP = 16 customers
Time available = 8 hours; (one working day)
Average service time = 1.5 hours
Throughput time
and capacity
utilisation
Arrival
Arrival
frequency
frequency
(demand)
(demand)
30
9515
20
10
10
515
Processing
timeProcessing time
mins mins
mins
mins
Utilization
Utilization == 100
33.33
50
100
%
%
%%
Utilization = <100% %
Q
Q
Q====0>0
infinity
0
Q
time
length of queue
Process
Averagethroughput
High
X
Low utilization but short
throughput times
X
Reduce
variability
Low
0
20%
40%
60%
Capacity utilization
process
80%
100%
Decreasing
variability
High utilization
but long waiting
time
Reduction in
process
variability
Short waiting
time but low
utilization
Y
10 20 30 40 50 60 70 80 90 100
Utilization
10 20 30 40 50 60 70 80 90 100
Utilization
(b) Managing process capacity
and/or variability.
Good Design...;
products
services
processes
What is designed in a
product or service?
A concept or understanding of the
nature, use and value (benefits) of
the service or product
The group of component products
and services that provide those
benefits defined in the concept
The way in which the component
products and services will be
created and delivered
Inputs
Performance measured by
Quality
Speed
Dependability
Flexibility
Cost
Outputs
Concept
generation
Concept
screening
Preliminary
design
Evaluation
and
improvement
Prototyping
and final
design
Large number of
design options
Choice and
evaluation screens
Uncertainty
regarding the
final design
TIME
One design
FINAL DESIGN
SPECIFICATON
Certainty
regarding the
final design
Breakthrough change
Technological advancements
New knowledge, new materials
Existing products become obsolete
Low
Impact
Radical Innovation
(Built on new
knowledge and
component linkages)
Component Knowledge
Incremental
Innovation
(Built on existing
knowledge &
component links)
High
Impact
Modular
Innovation
(Requires new
knowledge, links
are the same)
Low
Impact
Provide tutorial
support for selfpaced student work
Radical Innovation
Deliver all degree
papers by distance
learning
Component Knowledge
Incremental
Innovation
Add a paper
elective option
High
Impact
Modular Innovation
Add new software
to assist student
research projects
Architectural
Modular
Radical
Characteristics
Characteristics
Incremental
Architectural
Modular
Radical
Good Design...;
products
services
processes
2.
3.
4.
5.
6.
7.
Design Stages...#1;
1
Concept generation...;
Concept screening...;
Preliminary design...;
Evaluation improvement...;
Design Stages...#2;
With reference to Slack et al. pp131-140; note
objectives, focus, and issues for each stage...
Concept generation:
Main sources for product/service ideas?
Concept screening:
Feasibility; Acceptability; Vulnerability?
Preliminary design:
Components; Reduction of complexity;
Evaluation and improvement:
Quality; meeting customer needs; Managing cost;
Prototyping and final design
Reason for prototyping; Methods, for products, services?
Design Stages...#3;
Simultaneous development;
(a) Sequential
arrangement of stages
Second stage in the
design activity
Third stage in the
design activity
etc.
Communication between
stages
etc.
Figure 5.10 (a) Sequential arrangement of the stages in the design activity; (b) simultaneous arrangement
Matrix
Project based
Note...;
P.M.
P.M.
P.M.
P.M.
P.M.
P.M.
Pure functional
organization
Pure project
organization
Increasing project
orientation
P.M.
P.M.
P.M.
P.M.
P.M.
P.M.
Layout
Layout
Improvement
Planning and
control
and
andflow
Flow
Process
technology
Design
People, jobs
and
organization
Product/service
design
The flow of
transformed
resources
you do it?
You would butter all the bread together, standardize the products
to some extent and so on. Then:
Layout types
Most practical layouts are derived from only four basic
layout types. These are:
Fixed-position layout
Functional layout
Cell layout
Product layout.
Basic layout
types
Service functional
types
Fixed-position layout
Professional services
Jobbing processes
Functional layout
Service shops
Batch processes
Cell layout
Mass services
Mass processes
Product layout
Continuous processes
What has changed is that two patients are moved in and out of
their operating theatres (the fixed positions) in order for
preparation work that does not involve the surgeon to be carried
out while the surgeon is operating on the other patient.
Line
layout
cafeteria
Starter
buffet
Main course
buffet
Service line
Preparation
Vegetable prep
Grill
Oven
Dessert
buffet
Fixed-position layout
service restaurant
Low
Low
Volume
High
Fixed-position
layout
Functional
layout
Cell layout
Product
layout
Flow is
intermittent
High
Flow becomes
continuous
Functional
Layout
Cell Layout
Product line
Layout
Mixed Layout
Examples
Advantages
Disadvantages
Scheduling space and activities
can be difficult
Advantages
Books
Reserve
collection
Books
Reference
Books
Books
Books
Books
To study
area
Computer
learning lab
Catalogue
station
Display
area
Circulation
desk
Terminal
room
Directors
office
Periodicals
Work Copy
room room
Main
entrance
Work
room
A/V
room
Advantages
Fast throughput
Group work can result in good
motivation
Disadvantages
Sports shop
Magazines
and
stationery
Perfume
& jewellery
Escalators
Men's clothes
Luggage
and gifts
Womens clothes
Entrance
Figure 7.5 The ground floor plan of a department store showing the sports goods shop-within-a-shop retail
cell
Advantages
Figure 7.6 Contrasting arrangements in product (line) layout for automobile assembly plants
Process
technology
Operations
strategy
Design
Improvement
Planning and
control
People, jobs
and
organization
Product/service
design
Structure;
Gore believes that the best way of organizing themselves is the absence of
external rules, they rely on highly motivated people, not afraid of challenging
leaders to justify decisions. Leaders know they cant rely on power or status
to justify their actions.
Few people have formal titles or job descriptions - the company is not the
place for people driven by status or career path.They need associates who
buy in to this philosophy and into a flat structure based on respect and
valuing individual skills...
People in operations
Contribute to
human resource
strategy
Allocate work
times
Understand
organization
design
People, jobs
and
organization
Design individuals
and groups jobs
Design the
working
environment
People in operations...#1
In groups of six members, discuss, note, and prepare to report
as follows:
Two members of your team are managers, the remaining four are
process workers...
The managers will have 2 minutes to plan the process. brief staff
Production of the first unit may then begin one manager provides
guidance the other is the time keeper
The cycle is not complete till the finished item has been quality
inspected by the 2 managers and approved.
Production of second unit then begins process repeated, & timed
People in operations...#2
In groups of six members, assemble a product:
You must start and finish at your table; assembly must include
The print area at the front of the room (pens and labels), and
The attachments area at the rear (the rubber bands and
serviettes).
People in operations...#3
In groups of six members, discuss, note, and prepare to
report as follows:
Recruit
Managing
transformation and
change (Change
agent)
Develop
Deploy
Job
design
impacts on
flexibility
cost
health and safety
quality of working life
Scientific
management
Flexible
working
Allocate
work times
Design
individuals and
groups jobs
Division of
labour
Behavioural
approaches
Ergonomics
Design the
working
environment
Team working
Behavioural
Approaches:
Empowerment
Flexible Working
Team-working
Division of Labour
Dividing the total task down into smaller parts, each of
which is accomplished by a single person or team.
Advantages
Leads to monotony.
Can result in physical injury.
Disadvantages
Is not particularly robust.
Can reduce flexibility.
Ergonomics
Ergonomics is concerned primarily with the physiological
aspects of job design that is, with the human body and how
it fits into its surroundings.
Ergonomics
Ergonomics (Continued)
Ergonomics in the office environment
Forearms
approximately
horizontal
Seat back
adjustability
Good
lumbar
support
Seat height
adjustability
No excess pressure on
underside of thighs
and backs of knees
Foot
support
if needed
Space for
postural change,
no obstacles
under desk
Ergonomics (Continued)
Ergonomics in the office environment
Adequate
lighting
Adequate
contrast,
no glare or
distracting
reflections
Window
covering
Keyboard
usable,
adjustable,
detachable,
legible
Distracting
noise
minimized
Screen: stable
image,
adjustable,
readable
glare/reflectio
n free
Work surfaces:
allow flexible
arrangements,
spacious, glare free
Software appropriate to
task, adapted to user, no
undisclosed monitoring
Behavioural Approaches...;
Job enlargement and enrichment
More tasks
which give
increased
responsibility
autonomy or
decision making
Job
enrichment
Original
job tasks
Job
enlargement
Emphasis on
managerial control
Staff
treated as
a cost
Division of labour
Self-managed
method study
Scientific
management
Ergonomics
Behavioural
approaches
Empowerment
Team working
Staff
treated as
a resource
Flexible working