Operations Flashcards
3 types of decisions
- strategic
- tactical
- operational
4 types of transactions
- B2B
- B2C
- C2B
- C2C
how do ops and processes differ?
through positioning and obj
KPIs
quality - complaints
dependability (due-actual) - lateness
flexibility - product range
speed - lead time
cost - productivity
General benefits of the performance obj
external - value, customers, base, avoid complaints, enhance mkt
internal - costs, time, dependability, errors, throughput, disruption
speed
help overcome internal problems by forcing attention to internal dependability
types of flexibility
ability to change
1. product/service
2. mix
3. volume
4. delivery
models for operations performance
- IP matrix
- polar diagram
Goals and metric of operations performance
- internal
- financial
- learning and growth
- customer
competitive factors with operations performance
- ordering winning (chose you)
- qualifying (threshold to be competitive)
- less important
polar diagram
illustrate multi-dimensional perf (objs)
-relative importance of obj to process
-diff between product/service
-gaps between current & desired
IP matrix
importance performance matrix
performance - better/similar/worse
importance (customer) - critical/qualifier/less important
strategy
LT obj
pattern in decision stream
gain comp adv
resource allocation
operations strategy definition
-total pattern
-LT capabilities
-overall strategy
-fit between mkt req & ops resources
-sustainable fit
-manage and misalignment risks
perspectives on ops strategy
- top down (corp-business-ops)
- bottom up (daily - emerging strategy - consolidated formal)
- mkt req
- operations resources
market requirements
(cust needs, perf obj, PLC)
outside in
PESTLE
positioning
Wants & Needs
operations resources
inside out
Have & Do
capabilities
decision areas for operations strategy
- capacity structure
- supply network
- process technology
- development and organisation (improve strategy & develop product/service)
capacity structure
- infrastructure
- gov
- mkt
- labour (Available & Costs)
outsource drivers
- organisational (knowledge, risk)
- financial (Cash injection, savings)
- service (flexible, value)
- other
supply network
- relationships
- offshore vs outsource
- upstream (suppliers) - downstream (customers)
process technology
- feasibility
- acceptability
- vulnerability
direct & indirect
platts Gregory procedure
-opps & threats (consumer wants & ops performs) = existing ops = what to do to improve
hill methodology
5 step procedure based on top down mkt requirements