Vous êtes sur la page 1sur 127

HTM209 Hospitality

Operations Management
Semester Two - 2014

HTM 209 Hospitality


Operations Management

Tutor : Julian Galt


Room : B2-24
E mail : julianv.galt@sit.ac.nz

HTM209 Operations Design

Process design:
Operations
strategy

Supply network design


Layout
and flow

Process
technology

Design

Operations
management

Planning and
control
People, jobs
and
organization

Product/ service
design

Improvement

Nature and purpose of the


design activity;

Products, services and the processes which


produce them all have to be designed

Decisions taken during the design of a


product or service will have an impact on the
decisions taken during the design of the
process which produces those products or
services, and vice versa

What is Process Design?

With reference to Slack et al.; (pp 96-98)

Record a brief definition of what process design is;


Note the factors usually used

When establishing the high level design objectives


For detail level design...

Then record an explanation of the concept in


Figure 4.2, page 98...
Explain the relationship between operations
performance objectives and process design
objectives (illustrate with an example for each
performance objective)

Define Process Design 1-A

A brief definition of what process design is;

Factors considered when establishing design objectives:

High level - volume and variety characteristics

Detail level - an assessment of feasibility, detailed analysis

The concept in Figure 4.2, page 98...

Shaping / configuring the resources and activities that make


up a product or service; or the transformation process that
produces them

Design of products and services are interrelated with the


design of the process that produces them each has an
impact on the other and need to be considered together

Operations performance objectives translate into process


design objectives (as per Table 4.1)

Define Process Design 1-B

Design of products / services and design of


processes are interrelated and should be
treated together

Designing the product


or service

Products and services


should be designed in
such a way that they
can be created
effectively

Designing the process

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 products / services and design of


processes are interrelated...

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

The design of products/services and


processes are interrelated
and should be treated together

Products and services should be designed in


such a way that they can be created effectively.

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.

Process Design: Fast-food...

Process Design: Fast-food...#1


With reference to Slack et al., page 97, discuss, note and
prepare to report back on the following
Explain why take-away restaurants have installed drive
through processes into many of their outlets
Which of the five performance objectives appears to be
of highest priority for these businesses?
Note some examples of methods used to increase the
throughput from the process
With reference to pp 99-100; note a definition of:
Throughput rate
Work in progress
Cycle time
Utilisation of process resources

Process Design: Fast-food...#2


Throughput rate flow rate; the rate that units or items
move through a process

Cycle time the average time between items emerging


from a process

Work in progress the number of items in the


process, on average, over a period of time

Utilisation of process resources the proportion of


available time that the resources in a process are
performing useful work

Based on the case information; note how drive-through


OM strategies will influence each of the factors above?
How does this impact on productivity? Examples?

Process Design: Fast-food...#3


With reference to Slack et al., pages 99 - 100, discuss and prepare
your response to the following scenario:

Your country hotel is contracted by a tour company to


provide buffet lunches for their bus tours through the
region. The company has complained recently that the
lunch stops are taking too long, cutting into the afternoon
tour programme... You need to review your processes...
Tour groups average 30 people; and at present it takes
1.5 minutes per person to queue and file past the buffet to
collect their lunch and a drink...
Your throughput time is therefore_______ minutes?
What strategies could you use to reduce your...
Total throughput time?
Cycle time?

Volume / Variety Effect:

PROCESS TYPES

Designing processes...:

There are different process types.

Process types are defined by the volume


and variety of items they process.

Process types go by different names


depending on whether they produce
products or services

Process
tasks

Process
flow

Diverse/
complex

Intermittent

High

Manufacturing process types


Project

Variety

Jobbing

Batch

Mass

Continuous

Low

Repeated/
divided

Continuous
Low

Volume

High

Project processes

One-off, complex, large scale, high work content


products
Specially made, every one customized

Defined start and finish: time, quality and cost objectives


Many different skills have to be coordinated.

Jobbing processes

Very small quantities: one-offs, or only a few required


Specially made. High variety, low repetition. Strangers
every one customized
Skill requirements are usually very broad
Skilled jobber, or team, complete whole product.

Batch Processes

Higher volumes and lower variety than for jobbing


Standard products, repeating demand. But can make
specials

Specialized, narrower skills


Set-ups (changeovers) at each stage of production.

Mass (line) processes

Higher volumes than batch


Standard, repeat products (runners)
Low and/or narrow skills
No set-ups, or almost instantaneous ones.

Continuous processes

Extremely high volumes and low variety: often single


product
Standard, repeat products (runners)
Highly capital-intensive and automated
Few changeovers required
Difficult and expensive to start and stop the process.

Process
flow

Diverse/
complex

Intermittent

Professional
service

Service shop

Variety

Process
tasks

High

Service process types

Repeated/
divided

Continuous

Low

Mass service

Low

Volume

High

Professional service

High levels of customer (client) contact.


Clients spend a considerable time in the service process.
High levels of customization with service processes being
highly adaptable.
Contact staff are given high levels of discretion in
servicing customers.
People-based rather than equipment-based.

Service shops

Medium levels of volumes of customers


Medium, or mixed, levels of customer contact
Medium, or mixed, levels of customization
Medium, or mixed, levels of staff discretion.

Mass service

High levels of volumes of customers


Low to medium levels of customer contact
Low, or mixed, levels of customization
Low, or mixed, levels of staff discretion.

Design Characteristics:
The Product-Process Matrix...#1

With reference to Slack et al.; (pp 106-109)

Outline why a process that operates close to the


line of fit is likely to have lower operation costs
than one that deviates from the diagonal...

Explain the effects on costs of:

Standardisation, and over-standardisation


Flexibility and inflexibility

Explain the dynamic illustrated in Figure 4.5, page 108

Deviating from natural diagonal on the productprocess


matrix: consequences for cost and flexibility
Manufacturing
operations
process types

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

The natural line of fit of process to


volume/variety characteristics

Deviating from the natural diagonal on the productprocess


matrix has consequences for cost and flexibility (Continued)
Volume
Variety
None

Old
process

Old
process
new
product

New
process
new
product
None

The natural line of fit of process to


volume/variety characteristics

Processes, Volume and Variety...;

Deviating from natural diagonal on the productprocess


matrix: consequences for cost and flexibility

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

The natural line of fit of process


to volume/variety characteristics

Deviating from the natural diagonal on the productprocess


matrix has consequences for cost and flexibility (Continued)

High

Volume
Variety

Low

Flexibility

Old
process

Off the diagonal


None
high flexibility
Old
excess capability
process
new
high costs
product

New
process
new
product
None

The natural line of fit of process to


volume/variety characteristics

Deviating from the natural diagonal on the productprocess


matrix has consequences for cost and flexibility (Continued)

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)

The natural line of fit of process to


volume/variety characteristics

Design Characteristics:
The Product-Process Matrix...#2
With reference to Slack et al.; (pp 106-108)

Why do the authors suggest that when examining a


process design, relationship to the natural diagonal
should be considered?

The volume-variety characteristics may have


changed without a corresponding change in design
Design changes may have been introduced without
considering how suitable they are in regard to
volume-variety positioning

How has process design enabled Space4 to reduce


house construction time from 12-14 weeks, to 8-10
weeks? (Page 109)

Operations Management:

DETAILED PROCESS DESIGN

Task Flowchart training:


Start
Training manager
provides event details

Administrator completes
facilities request form
Request form signed
by training manager

Form sent to facilities


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

Notify finance dept of


charges

End

Arrange
new date?

Yes

No

Process Mapping:
Group Exercise...

Construct a Process Map for an operation which


is familiar to one member of your group.

Other group members act as consultants in:

Deciding which processes you will map


Drawing the process map
Analysing which aspects of the process will
need careful operations management to
ensure success or avoid failure
Assist with the report-back!

Process mapping symbols (Refer p110)


Process mapping symbols
derived from Scientific
Management

Process mapping
symbols derived from
Systems Analysis

Operation (an activity


that directly adds
value)

Beginning or end of
process

Inspection (a check of
some sort)

Activity

Transport (a movement
of something)

Input or Output from the


process

Delay (a wait, e.g. for materials)

Direction of flow
Storage (deliberate
storage, as opposed to a
delay)

Decision (exercising discretion)

Customized sandwich process

Raw
materials

Assembly

Stored
sandwiches

Move to
outlets

Stored
sandwiches

Sell

Customer
request

Standard sandwich process

Take
payment

Customized sandwich - new process


Assemble whole
sandwich
Assembly of
sandwich
bases

Use standard
base?

Take
payment

No
Fillings
Yes

Bread and
base filling

Customer request
Stored bases

Assemble from
standard base

Customized sandwich process (Continued)

Raw
materials

Assembly

Customer
request

Take
payment

Higher level process map


The operation of
making and selling
customized
sandwiches

Prepare
Sandwich
materials and
customers

Bread and
base filling
Assemble whole
sandwich
Use standard
base?

Assemble as
required

Take
payment

Customers
assembled to
sandwiches

The outline process of


making and selling
customized sandwiches

No
Yes

Fillings

Customer request
Assemble from
standard base
Stored
bases

The detailed process of


assembling customized
sandwiches

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

Throughput, cycle-time, & WIP...:

Throughput, cycle-time, and work


in progress:
Review Littles Law; text pp 112 - 115
This approach provides a simple basis for analysis;
Throughput time = Work-in-progress (WIP) * Cycle-time
Throughput time = 20 in queue * 0.8 minutes per coffee
= 16 minutes

In other words, Littles law is saying that,


throughput equals work in process multiplied by
the cycle time

Littles law;
Cycle time
= 2 mins

WIP = 10
Throughput time = ?
Throughput time = 10 2 mins
Throughput time = 20 mins

Throughput (TH) = Work In Process (WIP) x Cycle Time (CT)

Littles Law (Continued)


Throughput (TH) = Work In Process (WIP) x Cycle Time (CT)
Need to mark 500 exam scripts in 5 days (working 7 hours a day). Takes 1 hour
to mark a script. How many markers are needed?
Throughput time = 5 days 7 hours = 35 hours
35 hours = 500 scripts Cycle times
Cycle time =

35 hours
500 scripts

= 0.07 hours

Number of markers = Work content = 1 hour = 14.29


Cycle time
0.07

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

Throughput, cycle-time, and WIP:


With reference to Slack et al.; (pp 114 - 115)
If you were managing a hairdressing and beauty salon,
calculate the number of staff you would need if the
following were applicable...;
(Use the worked example as a template)

WIP = 16 customers
Time available = 8 hours; (one working day)
Average service time = 1.5 hours

Using the Littles Law approach, calculate;


how many staff will be required to complete
the days work on time?

Throughput, cycle-time, and WIP:


Application to your design...#2;
With reference to Slack et al.; (pp 114 - 115)
Calculate the number of staff you would need at your salon...;
WIP = 16 customers
Time available = 8 hours; (one working day)
Average service time = 1.5 hours

Throughput rate = 1/1.5. = 0.67N (N = staff number)


N = (16)/(8*0.67)
= 16/5.36 (i.e one staff : 5.36 clients)
= 2.98; (say 3.0 staff)

Throughput, cycle-time, and work


in progress: SIT Cafe
Experiment with the parameters in the SIT Cafe.
Discreetly observe these elements from a vantage
point opposite the service area... Record;
Duration from time of entry of a person to the queue, till
their exit from the process.

Count and average numbers in progress; WIP


Calculate cycle-time: = Throughput time / WIP
Then observe a few participants to establish actual time
engaged in the process (serving time)

Calculate the throughput efficiency (TE)


TE = (Work-content/throughput-time) *100
(Refer text page 115)

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

High utilization but long


throughput times
(or inventory)

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

Average number of units


waiting to be processed

Average number of units


waiting to be processed

Process utilization, waiting time and 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

(a) Decreasing variability allows higher


utilization without long waiting times.

10 20 30 40 50 60 70 80 90 100
Utilization
(b) Managing process capacity
and/or variability.

Throughput, cycle-time, and work


in progress
With reference to pages 118 119 of
Slack et al.:
Explain the dynamics that are illustrated in:
Figure 4.10
Figure 4.11

Note the three options available to process


designers as a result of this inter-relationship

Innovation and Design


Innovation creates a novel idea
Design makes it work in practice

Good Design...;

Starts and ends with the customer...


Design therefore aims to provide...;

products
services
processes

....that satisfy customer expectations


Products and services contain;

A concept nature, use, and value


A package of elements core, actual, augmented
A process for creation and delivery

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

Operations Design Model...;


Product / service design
process:

Inputs

Performance measured by
Quality
Speed
Dependability
Flexibility
Cost

Outputs

The stages of product /


service design

Concept
generation

Concept
screening

Preliminary
design

Evaluation
and
improvement

Prototyping
and final
design

Design involves progressively


reducing the number of possibilities
until the final design is reached
CONCEPT

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

Innovation: Radical or Incremental

May be frequent and or significant

Breakthrough change
Technological advancements
New knowledge, new materials
Existing products become obsolete

Or slow, and incremental...

Based on existing pool of knowledge


Minor changes in technology
Build on existing capabilities
Services / products do not change significantly

Henderson Clark Model: There is more


than one way to innovate... (Refer Slack et al., p128)
High impact of component links:
(Architectural Knowledge)
Architectural
Innovation
(Impact on linkages,
but knowledge need
is unchanged)

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 of component links:


(Architectural Knowledge)

Henderson Clark Model:


...application to SITs BHM degree...
High impact of component links:
(Architectural Knowledge)
Architectural
Innovation

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

Low impact of component links:


(Architectural Knowledge)

Henderson Clark Model:


Ref Slack et al., pages 127 - 129
Innovation
Type
Incremental

Architectural

Modular

Radical

Characteristics

Example from Hospitality


Sector

Henderson Clark Model:


Ref Slack et al., pages 127 - 129
Innovation
Type

Characteristics

Example from Hospitality


Sector

Incremental

Elements of the service and the


relationship between these are
known and are unchanged

Restaurant business adds new


items to menu

Architectural

Same service, and so knowledge of


components is unchanged. Changes
occur to linkage of components

Restaurant introduces a takeaway meals option to services


provided

Modular

An element of the service is changed Restaurant installs new


but with the same architecture.
automated equipment into
However new component knowledge kitchen to increase efficiency
is needed

Radical

Changes occur to the service


components, and to the overall
architecture of the service

Restaurant introduces a theatre


restaurant dining and
entertainment experience on
selected evenings

Good Design...;

Starts and ends with the customer...


Design therefore aims to provide...;

products
services
processes

....that satisfy customer expectations


Products and services contain;

A concept nature, use, and value


A package of elements core, actual, augmented
A process for creation and delivery

Good Design: application of concepts...#1;


In groups of 2 3 members, discuss, prepare,
and hand in a report on the following process
design scenario (next slide)...;

You will have 30 minutes in class on Friday 12th to


start the project, and up to 45 minutes of class
time on Tuesday 16th...
The completed work must be submitted at start of
class on Friday September 19th
This is a double-points assignment...

All group members will share the grade achieved


( unless the group submits a negative peer
assessment rating... (See Course Outline))

Good Design: application of concepts...#2;

You are members of a development project group that has


been tasked by your employer with re-design of a
product/service process that has become inefficient.
1.

Identify the business context, and the specific process...

2.

Outline the process design objectives

3.

4.

5.

6.

7.

Explain the current and proposed process type, including


volume & variety characteristics (product-process matrix)
Categorise and explain the innovation type: (incremental,
modular, architectural, radical...)
Create outline or detailed process maps showing current and
proposed processes applicable for the development
Present a brief summation of how you will quantify changes
in throughput and efficiency as a result of your innovation
Assess how process capacity will be managed

Design Stages...#1;
1

Concept generation...;

Concept screening...;

Preliminary design...;

Evaluation improvement...;

Prototyping and final design...;

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;

Explain the concept illustrated in Figure 5.9,


on page 142 of the text

Note the differences between; (Slack et al.142-144)


Sequential development;

Plus inherent disadvantages

Simultaneous development;

Plus potential advantages

Sequential and simultaneous arrangement of


the stages in the design activity
First stage in the
design activity

(a) Sequential
arrangement of stages
Second stage in the
design activity
Third stage in the
design activity

First stage in the


design activity

etc.

Second stage in the


design activity

Third stage in the


design activity
(b) Simultaneous
arrangement of stages

Communication between
stages

etc.

Figure 5.10 (a) Sequential arrangement of the stages in the design activity; (b) simultaneous arrangement

of the stages in the design activity

Functional to Project Organisation:


Review Fig 5.12, and pages 145 - 147...;

Design and development may occur within


organisation structures that are;
Functional

Matrix

Project based
Note...;

Differences between these structures; and


advantages and disadvantages of each

Provide an explanation of Figure 5.12, p146

Organization structures for the


design activity:
F.M. F.M. F.M. F.M.

F.M. F.M. F.M. F.M.

P.M.
P.M.

F.M. F.M. F.M. F.M.

P.M.

P.M.
P.M.
P.M.

Pure functional
organization

Pure project
organization

Increasing project
orientation

F.M. F.M. F.M. F.M.


P.M.
P.M.
P.M.

P.M.

F.M. F.M. F.M. F.M.

P.M.
P.M.

P.M.
P.M.
P.M.

Figure 5.12 Organization structures for the design activity

F.M. = Functional manager


P.M. = Project manager

Project Organisation Challenges:


Review pages 145 - 147...;

What may be learnt about the difficulties of


managing major design and development
projects from the A380 experience (pages 144145)?

Note the key design and development challenges


that occurred during the project
Outline the main factors that contributed to delays
What were the main consequences of the
difficulties encountered?

Functional to Project Organisation:


Pages 145 - 147...;

Design and development structures that are;

Functional project input controlled/communicated by functional


managers; no project group established
Matrix combinations that may emphasise project or functional
control
Project based task force led by project manager, who has
operational and budgetary control. Dedicated resources. Usually
more effective than other approaches.

Difficulties - the A380 experience (pages 144-145).

Timeline delays and cost over-runs, plus delayed revenue


Project complexity and size: greater risk levels
Rivalry and infighting, and frequent management changes
Lack of integration: design to manufacturing

The first thing we notice in an operation..;

LAYOUT AND FLOW

Layout and flow


Operations
strategy

Supply network design

Layout
Layout

Improvement
Planning and
control

and
andflow
Flow

Process
technology

Design

People, jobs
and
organization

Product/service
design

Layout involves relative positioning of transformed


resources within operations and allocation of tasks,
which together dictate flow of transformed resources

The relative positioning


of transforming
resources

The allocation of tasks


to transforming
resources

The flow of
transformed
resources

Layout and flow in practice:


In your groups, discuss, note, and prepare
to report as follows:
If you were making a sandwich for a friend how

would you do it?


If you were making sandwiches for a whole group
of friends who were due to arrive in an hours time,
how would your process change?
If you were making 5,000 sandwiches a day for a
supermarket, how would you organize production?

Layout and flow in practice:

If you were making a sandwich for a friend how would

you do it?

Discussion may centre around the kind of sandwich wanted,


limited only by the availability of ingredients in the kitchen, when
they wanted it, (it could be made to order); and how much it could
be customized (more salt and pepper). Then:

If you were making sandwiches for a whole group of

friends who were due to arrive in an hours time, how


would your process change?

You would butter all the bread together, standardize the products
to some extent and so on. Then:

If you were making 5,000 sandwiches a day for a

supermarket, how would you wish to organize the


production system?

Assembly line process..., etc.

Layout types
Most practical layouts are derived from only four basic
layout types. These are:
Fixed-position layout

Functional layout
Cell layout
Product layout.

These layout types are loosely related to the process

types described in Chapter 4 of Slack et al.

The relationship between functional and


layout types;
Manufacturing
functional types
Project processes

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

Consider Store Flow at Tesco...;


With reference to Slack et al., page 192, discuss, note

and prepare to report on how operations managers at


Tesco have configured the following elements to ensure
efficient flows are achieved...

Positioning of transforming resources

Allocation of tasks to transforming resources

Flow of transformed resources

What layout type is used in a conventional supermarket

and how does it differ from a manufacturing operation


using the same layout type?
What are the benefits of supermarkets using customer
tracking technology?

Consider Store Flow at Tesco #2-1;


What layout type is a conventional supermarket

and how does it differ from a manufacturing


operation using same layout type?
Essentially, a supermarket uses a functional

layout. Each area of the supermarket can be seen


as being equivalent to a workstation or machine
in a manufacturing operation.
The transformed resource (customers) flows

between various areas depending on their


individual needs.
So each customer will take a (sometimes
marginally) different route through the operation.

Consider Store Flow at Tesco #2-2;


The biggest difference between the supermarket

and an equivalent manufacturing operation


concerns the objectives of the layout.
In conventional manufacturing operations, the objective is

usually to minimize the distance travelled in (or time


taken to get through) the operation.
By contrast, a supermarkets layout is intended to

maximize sales. This is not always the same as


maximizing the distance travelled (or time taken to get
through) the operation, but it will certainly involve a greater
time spent looking at, and hopefully buying products.

Consider Store Flow at Tesco...#3;


What are the benefits of supermarkets using

customer tracking technology?


The information generated can be used to:

Predict and publish wait times to reduce queue


abandonments.

Receive real-time alerts when pre-set targets and volumes


are reached.
Plan marketing strategies that are firmly based on shopping
habits.

Improve decision-making in the near- and long-term.

Identify gaps in staffing and in scheduling.

Identify training opportunities.

Evaluate the effect of layout changes.

An innovative layout in a surgery


improves its efficiency

Consider Layout and Surgery...;


With reference to Slack et al., page 195, discuss,

and then note the following:


Outline the traditional flow of work in a hospital surgery
Explain the approach to managing surgery taken by

John Petri, and how this has improved productivity


What type of layouts do the traditional, and innovative
approach represent?
What do you think are the advantages and
disadvantages of the new arrangement when
compared with the conventional layout of one surgeon
remaining in one operating theatre?

Consider Layout and Surgery...#2;


Advantages and disadvantages of this arrangement when
compared with the conventional layout of one surgeon
remaining in one operating theatre?

Essentially, the layout has not changed as such. Both a


conventional operating theatre and the arrangement described in
the short case are fixed position layouts.

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.

This has the advantage of utilizing what presumably is the scarce


resource (the surgeon) even though two operating theatres are
now needed. To some extent it is moving towards the
principles of flow processes because, although the patient
does not move as such, they do move relative to the surgeon.

A restaurant complex with all


four basic layout types
Cell layout buffet

Line
layout
cafeteria

Starter
buffet

Main course
buffet

Service line
Preparation

Functional layout kitchen


Cool room
Freezer

Vegetable prep

Grill

Oven

Dessert
buffet

Fixed-position layout
service restaurant

Volume & variety characteristics of layout types


Variety

Low

Low

Volume

High

Fixed-position
layout

Functional
layout
Cell layout

Product
layout

Regular flow more


feasible

Flow is
intermittent

High

Flow becomes
continuous

Regular flow more


important

Consider Layout Types...;


With reference to Slack et al., page 194 - 202,

discuss, and record as follows:


Layout Type
Fixed Position

Functional
Layout
Cell Layout
Product line
Layout
Mixed Layout

Purpose and Key Volume Variety


Processes
Characteristics

Examples

Advantages and disadvantages of fixed


position layout
Fixed-position layout
Very high product and mix
flexibility

Advantages

Product/customer not moved


High variety of tasks for staff
Very high unit costs

Disadvantages
Scheduling space and activities
can be difficult

Advantages and disadvantages of


functional layout
Functional layout
High product and mix flexibility

Advantages

Relatively robust in the case of


disruptions
Easy to supervise
Low utilization

Disadvantages Can have very high WIP


Complex flow

Library: example of a functional layout:

Books

Reserve
collection

Books

Reference

Books

Books

Books

Books

To study
area

Computer
learning lab
Catalogue
station
Display
area

Circulation
desk

Figure 7.4 An example of a functional layout in a library

Terminal
room

Directors
office

Periodicals

Work Copy
room room
Main
entrance

Work
room

A/V
room

Advantages and disadvantages of


cell layout
Cell layout
Can give good compromise

Advantages

Fast throughput
Group work can result in good
motivation

Disadvantages

Can be costly to rearrange


existing layout
Can need more plant

Shop-within-a-shop (cell) in a department store


Books and
DVDs
Footwear

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 and disadvantages of


product layout
Product layout
Low unit costs for high volume

Advantages

Opportunities for specialization


of equipment

Can have low mix flexibility

Disadvantages Not very robust in the case of


disruptions
Work can be very repetitive

Contrasting arrangements in product (line) layout


Conventional lengthways assembly line

New Toyota sideways line

Figure 7.6 Contrasting arrangements in product (line) layout for automobile assembly plants

HR management has a major impact on operations..;

PEOPLE, JOBS, & ORGANISATION

People, jobs, and


organisation
Supply network design
Layout
and flow

Process
technology

Operations
strategy

Design

Improvement
Planning and
control

People, jobs
and
organization

Product/service
design

Operations in practice W. L. Gore

Refer Slack et al.,


pages 252-253

How does W.L. Gores approach to managing its human resources


seem to differ from more conventional companies?

What do you think are the advantages and disadvantages of W.L.


Gores approach?

Operations in practice W. L. Gore

Culture The four basic guiding principles are:

fairness to each other,


freedom to encourage,
help and allow other associates to grow,
the ability to make ones own commitments, and consultation with other
associates before undertaking actions that could impact the company.

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...

Innovation Every associate is allowed to innovate, providing the effects of a


potential failure do not harm the long-term success or reputation of the company.

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...

Your team is to perform a repetitive job, and assemble a


product... Details will be provided by the managers:

Key operations objectives are speed and quality


Time how long each product takes to complete.

The product production requirements are as follows:

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:

Two members of your team are managers, the remaining four


are process workers...

The product is as follows:

Four paper cups standing on a paper plate


Each cup has a name label attached on one side
Each name label bears the name of one group member
Inside each cup is a teaspoon
Each cup has a paper napkin attached to it by a rubber band

Time the assembly from start to finish.

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:

Your team is to perform a repetitive job, and assemble a


product...

Key operations objectives are speed and quality

Time how long each product takes to complete.


Then devise the following;

Work standards for the production process


A suitable payment system for staff involved
Suggest improvements to process efficiency, and;
Improvements to design of the required production
tasks.

Human resource strategy;


Alignment with business strategy (Strategic partner)
The operation
Assisting in
resolving operating
issues (Employee
champion)

Recruit

Managing
transformation and
change (Change
agent)

Develop

Deploy

HR processes and procedures (Administrative expert)


Using text information on pages 254-255, explain the
components and concepts illustrated in the model above

Human resource strategy


(Continued)
Human
What it involves
resources
(HR) role
Strategic Aligning HR and business strategy:
partner organizational diagnosis, manpower
planning, environmental monitoring,
etc.
Admin. Running the organizations HR
expert processes and shared services:
payroll, appraisal, selection and
recruitment, communication, etc.
Employee Listening and responding to
champion employees: providing resources to
employees, conciliation, career
advice, grievance procedures, etc.
Change
agent

Managing transformation and


change: ensuring capacity for
change, management development,
performance appraisal, organization
development, etc.

Relevance to operations management (OM)

OM integrates Operations and HR strategy. OM


specifies skills requirements and relies on HR
to develop them informed by labour market
forecasts, succession planning, etc.
OM is largely an internal customer for HRs
processes. OM must be clear in its
requirements with agreed service levels
mutually negotiated.
OM and HR must develop a good working
relationship and clear procedures to deal with
any emergency issues that arise. Also OM
must be sensitive to feedback from HR on how
it manages day-to-day operations.
OM and HR are jointly responsible for
operations improvement activities. HR has a
vital role in all the cultural, developmental, and
evaluation activities associated with
improvement.

The objectives of job


design
quality
speed
dependability

Job
design

impacts on

flexibility
cost
health and safety
quality of working life

The main influences on job design, work time


allocation and the design of the working environment

Scientific
management

Flexible
working

Allocate
work times

Design
individuals and
groups jobs

Division of
labour

Behavioural
approaches

Ergonomics

Design the
working
environment
Team working

Consider Job Design Influences ...;


With reference to Slack et al., page 260 - 270, discuss,
and record as follows:
Influences on Job
Design
Division of Labour
Scientific
Management
Ergonomics

Behavioural
Approaches:
Empowerment
Flexible Working
Team-working

Purpose/ Influence and


Issues

Example identified from


Hospitality Sector

Division of Labour
Dividing the total task down into smaller parts, each of
which is accomplished by a single person or team.

Advantages

Promotes faster learning.


Makes automation easier.
Ensures non-productive work reduced.

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

How the person


interfaces with the
physical aspects of
his or her
workplace

How the person


interfaces with the
environmental conditions
prevalent in his or her
immediate working area

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

Leg room and


clearance to allow
postural changes

Figure 9.9 Ergonomics in the office environment

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

Figure 9.9 Ergonomics in the office environment (Continued)

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

More tasks of the


same type
Figure 9.8 Job enlargement and job enrichment

Control versus commitment


Emphasis on
commitment and
engagement of staff

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

Vous aimerez peut-être aussi