MPS Module Overview

MPS Module Overview

1. Session 1 : Taking a systems and process approach

   • Online Canvas Modules
     • 1.1 Delivering goods and services
       • Key Resources
         • Slack - Ch 1
       • - Process perspective to production, service and functions
         • - 3 Basic process types
           • Primary processes
           • Support processes
           • Managerial processes
         • Levels of process thinking
           • Singel process
           • Operation - set of processes together
           • Supply network - group of operations
         • Process context
         • 4 V's
           • Contingency theory
           • Volume
             • Variety
               • Variability
                 • Visibility
     • 1.2 Taking a process approach
       • - Definition of process (Davenport, 1993: 5.7)
         • "a structured, measured set of activities designed to produce a specific output for a particular customer or market....."
         • - How work is done and the value it adds
         • "Leaning-curve effect"
         • "Set-up time reduction"
         • "Process automation"
       • Process thinking today
         • Quality management
         • Lean thinking
         • Porters work on value chains
         • (BPR) Business Process Re-engineering
       • Add. Resource
         • Hammer - Re-engineering work
       • Limitations of process thinking
     • 1.3 Adopting a systems perspective
       • Operating systems
         • Characteristics of operating systems
       • The PPTI Framework
         • Resource Capabilities
     • 1.4 Modeling an operating system
       • IPO - SIPOC
     • 1.5 Summary
       • Process thinking
       • Primary, support and managerial processes
       • Systems thinking
       • IPO (ITO) model
       • Transformed/transforming resources
       • process–people–technology–information (PPTI) framework
       • Four V's model for profiling demand

2. Session 2: Processes, operations and strategy

   • Online Canvas Modules
     • 2.1 The strategic importance of operations
       • Micheal Porter's Value Chain - (Porter, 1985: 36-9)
         • -strategy model, enterprise level view
         • - linked system of independent activities creating value
         • Determining role in competitive positioning
       • Key Resources
         • Slack - Ch 2
         • Hayes - Operation strategy
       • Hayes and Wheelwright's four-stage framework
         • Assess the strategic contribution of operations
       • Operations strategy needs:
         • #1 | Define performance objectives in terms of Quality, Speed, Dependability, Flexibility, Cost
         • #2 | Top-down and bottom-up perspective
         • #3 | Align market requirements and resources capabilities
     • 2.2 Aligning delivery system objectives and resources
       • Operations strategy matrix (PPTI based)
       • Trade-offs
         • - efficient frontier
     • 2.3 Dynamic capabilities
       • Strategy - Contribution to competitive advantage
         • American system of mass production
         • Japanese Lean production
         • Contingency approach - challenging the one 'best way'
     • 2.4 Sustainable operations
       • Trippel Bottom Line
       • ISO 14001
     • 2.5 Summary
       • Value chain
       • Hayes and Wheelwright’s four-stage model of operations’ contribution
       • Five generic performance objectives (quality, speed, dependability, flexibility, cost)
       • Operations strategy matrix
       • Trade-offs and the efficient frontier
       • Resource-based view (RBV)
       • VRIO framework
       • Dynamic capabilities
       • Triple bottom line (TBL)
       • Sustainable operations

3. Session 3 : Process and system design

   • Online Canvas Modules
     • 3.1 From IPO to SIPOC
       • SIPOC
         • Transformed and transforming resources
     • 3.2 Process positioning
       • 4 V's
         • Process volume and variety
           • Product Process Matrix (Hayes and Wheelright 1979, 1984)
       • Key Resources
         • Slack - Ch 5
     • 3.3 Process analysis
       • - Link process design to process performance
         • - Identify additional process flow metrics
           • Process flow mapping
             • - task precedcence
               • - configuration options
                 • - process balancing
                   • Litle's Law
                     • - impact of variability
                   • Bottlenecks
           • Process metrics
       • Key Resource
         • Slack - Ch 6
     • 3.4 Service processes
       • - 4 V's - Visibility
       • IHIP Framework
         • Designing service processes
       • Visualizing Service Processes
       • Customer experience mapping
       • Service blueprinting
       • The servicescape
     • 3.5 Digital technology and process
       • PPTI Model
       • Types of process technologies
       • Digitalisation - drivers
       • Digital technologies
     • 3.6 Process design and innovation
       • "The Zara Case"
     • 3.7 Summary
       • SIPOC
       • Product–process (volume–variety) matrix and the ‘natural diagonal’
       • Process technology characteristics
       • Job design
       • Process design factors
       • Little’s Law
       • Process mapping, including line of visibility
       • IHIP (inseparability, heterogeneity, intangibility and perishability) of services
       • Digital technology
       • Design as a process
   • Process design and improvement
     • Changing technology

4. Section 4: Designing and managing the supply chain

   • - supply chain design and management crossing organizational boundaries
     • - the decision to outsource or to insource
       • - establishing appropriate relationships with suppliers
   • Canvas Online Modules
     • 4.1 Supply chain design
       • Porter's value chain - in practice a value system interlinked value chains within industry
         • Value stream important issues
           • 1. Competitive advantage
           • 2. Applying digital technology
           • 3. Outsourcing activities within value systems
       • Key decisions in supply network design
         • Key Resources
           • Slack - Ch 4
     • 4.2 Outsourcing
       • - decision between performing in house and outsourcing
         • Transaction costs and technology
           • - the cost of doing business such as contracting cost, cost of monitoring, cost of risk
         • Strategic outsourcing
         • The outsourcing learning curve
       • - decision logic for outsourcing model or theory
     • 4.3 Configuring supply chains in the online environment
       • - design of distribution channels in an online sales environment
         • - downstream distribution of products from manufacturer to end customer
           • - balancing the value provided customer with the cost of meeting the customer's needs
       • Key resource
         • Chopra (2003) Designing the distribution network in a supply chain
       • The move to omni-channel retailing
         • Relative costs of Omni-channel retail alternatives
     • 4.4 Managing the supply chain
       • Key resource
         • Slack Ch 7
       • - supply chain management and the complexities of managing an open system
       • Supply chain dynamics
         • The Bullwip effect / The Forrester effect
           • - significant example of system dynamics, an important approach within systems thinking
             • - the impact of feedback loops on system behaviour and the counterintuitive outcomes
         • Supply chain relationships
           • - to control the Bullwhip effect long-term relationship between members of the supply chain is needed. There is a distinguishment between traditional and partnership relationships benefiting from improved collaboration
             • Benefits from partnership type relations and sources of competitive advantage
               • 1. Relation specific assets improve performance
               • 2. Improved knowledge sharing and joint learning
               • 3. Combination of complementary resources
               • 4. Reduction of transaction costs
           • Challenges in supply chain relationships
             • 1. Difficulty to achieve the performance levels by leadership
             • 2. Strong embedded practices
             • 3. Power structures in the supply chain
     • 4.5 Service supply chains
       • - supply networks not being physical goods but services
         • - services utilising the suppliers service assets and staff
           • - understanding the impact that service supply management has on profitability and competitive advantage
     • 4.6 Summary
       • - insourcing and outsourcing decision logic
         • - factors influencing sourcing decisions and outcomes
           • - capacity leading and lagging strategies
             • - break-even analysis for capacity planning
               • - location decision making
                 • - forecasting
                   • - service supply chains
                     • - outsourcing learning curve
                       • - supply chain dynamics - the bull wip effect
                         • - supplier relationship management
                           • - service level agreement
                             • - lean/agile supply
                               • Service supply management

5. Session 5 : Managing flow, capacity and inventory

   • Canvas Online Modules
     • 5.1 Managing flow
       • 1. Flow of the customers order through the process
         • 2. Flow of materials through the manufacturing process
           • - work in process levels to be low reducing the amount of working capital needed to fund inventory
         • 3. Financial flows for the operation
       • Flow units
         • - the flow of transformed resources, materials, information or customers
       • Flow, capacity and inventory
         • Little's Law
           • Three useful measures of processed flu
             • 1. Throughput time which is the average flow time
             • 2. Throughput rate which is the average number of flow units
             • 3. Work in process (wip) which is the average inventory of flow units in the process
     • 5.3 Managing inventory
       • - inventory is the accumulation of materials, customers or information as they flow through the process or networks
         • Economic order quantity EOQ
           • Trade-offs between cost of holding and cost of ordering
       • key resource
         • Slack Chapter 9
     • 5.5 Summary
       • Flow units
       • Capacity management: chase demand, level capacity and manage demand strategies
       • Yield management
       • The coping zone
       • Inventory profiling
       • EOQ, (EBQ) economic batch quantity and news vendor inventory models
       • Continuous and periodic review
       • ABS analysis
       • Safety stock
       • Psychology of queues the waiting lines
     • 5.2 Managing capacity
       • - capacity is the measure of the output of an operating system in any given period of time
       • - the challenge of capacity management to ensure enough capacity to meet the amount while avoiding excess resources
       • Key Resource
         • Slack Ch 8
       • - capacity management decision making operates on different time horizons or levels, long term, strategic, short term
       • Variability, flow and capacity management
         • - variability is a challenge due to unpredictability
         • - there are trade-offs to be noted
           • Capacity flexibility responses, chase demand strategy, appointment systems
       • Capacity utilization and service quality
         • The coping zone
           • Coping strategies
             • 1 alerting customers to potential problems
             • 2 intentionally offering reduced service options
             • 3 ensuring staff focus on what is most important for customers
             • 4 increasing resource flexibility
     • 5.4 Managing queues
       • Accumulation of customers waiting to be processed
         • People dislike queueing
       • Eight factors that affect perceived waiting time
         • 1 occupied time feels shorter than unoccupied time
         • 2 people want to get started
         • 3 anxiety makes the wait seem longer
         • 4 uncertain weights are longer than known
         • 5 Unfair waits are longer than equitable whites
         • 6 unexplained waits are longer
         • 7 the more valuable the service, the longer the customer will wait
         • 8 solo waits for longer than group waits
   • - linking together process flow, capacity and inventory
     • - Flow: the movement of transformed resources through the process
     • - managing inventory and the accumulation of transformed resources

6. Session 6 : Planning and control

   • Canvas Online Modules
     • 6.1 Resource planning and control
       • Information integration
         • - need for integrated information for decision making
           • Enterprise resources planning (ERP) systems
           • Enterprise systems (ES)
       • Key resource
         • Slack Ch 10
     • 6.2 Collaborative planning and control
       • - improving information sharing
       • Key Resource
         • Christopher Ch5
       • - achieving better incentive alignment between supply chain members
       • - operational improvements such as reducing lead times
       • - supply chain members working closely together.
       • - techniques of Sales and Operations Planning (S&OP)
       • - techniques of Collaborative Planning Forecasting and Replenishment (CPFR)
       • - ‘lead-time gap’
     • 6.3 Lean thinking
       • - importance of managing process flow. Optimising flow
       • - reducing waste TIMWOOD
       • Key Resource
         • Slack Ch 11
       • Value stream mapping
       • JIT and Pull
       • Lean tools
       • KANBAN
     • 6.4 Kanban control
       • 1 A ‘Kanban Board’, divided into activity columns, is used to visualise the flow of work through a process
       • 2 Work in process (WIP) limits are set for each activity
         • 3 Work items are represented by work cards
           • 4 A work item is ‘pulled’ through the process by completion of tasks for downstream activities
       • Successfull use:
         • 1. provide visualisation of the workflow
         • 2. reduce throughput times by capping WIP
         • 3. aid identification of problems (such as bottlenecks)
         • 4. form the basis for continuous improvement
     • 6.5 Summary
       • Resource planning and control system and its components
       • Loading
       • Scheduling
       • Sequencing
       • Enterprise resource planning (ERP) system
       • Material requirements planning (MRP)
       • Theory of constraints and drum-buffer-rope scheduling
       • Sales and operations planning (S&OP)
       • Collaborative planning, forecasting and replenishment (CPFR)
       • Lean thinking/synchronisation
       • Types of waste
       • Just in time (JIT) and pull control
       • Kanban boards
   • - how the organisations plan and control the alignment of resources and work tasks
   • - planning and control systems, loading and scheduling

7. Session 7 : Quality, improvement and risk

   • Canvas Online Modules
     • 7.1 Managing quality
       • - ‘consistent conformance to customers’ expectations’.
         • - statistical process control (SPC).
       • Key Resource
         • Slack Ch 13
       • Quality Tools and Programs
         • Ulrika Hellsten and Bengt Klefsjö (2000), 3 core components of a quality management approach:
           • 1. Values, including focus on customers, top management support, data-based decision making, high employee involvement and a commitment to continuous improvement.
           • 2. different programmes and approaches such as ISO-9000, EFQM and Six Sigma
           • 3. process mapping, SPC and brainstorming and Pareto analysis
       • Judging quality online
     • 7.4 Summary
       • - perceptions–expectations gap model of quality
       • - cost of quality
       • - statistical process control (SPC)
       • - quality programmes/methodologies
       • - quality in online retailing
       • - continuous (kaizen) and breakthrough improvement
       • - PDCA cycle
       • - DMAIC cycle
       • - Six Sigma
       • - ISO 9000
       • - European Foundation for Quality Management (EFQM)
       • - scatter diagrams
       • - cause–effect diagrams
       • - Pareto diagrams
       • - why–why analysis
       • - sources of failure in operations
       • - fault tree analysis
       • - failure mode and effect analysis (FMEA)
       • - fail-safing (poka-yoke)
       • - maintenance regimes
       • - recovery processes
       • - failure mitigation approaches
     • 7.2 Improving performance
       • Key Resource
         • Slack Ch 12
       • - continuous, incremental improvement (kaizen) and radical, breakthrough improvements
         • - making improvement stick
         • Improvement methodologies and strategies
       • - qualitative tools such as why–why analysis
       • - quantitative techniques such as Pareto diagrams
     • 7.3 managing Operational Risk and Resiliance
       • - ‘the risk of loss resulting from inadequate or failed internal processes, people and systems, or external events’.
         • - identifying potential failure points, implementing failure prevention measures, implementing failure mitigation measures, and implementing failure recovery measures
           • - An understanding of risk and the techniques of risk management is therefore an essential component of broader management knowledge and we will return to the topic in the next session in the context of project risk
       • Key Resource
         • Slack Ch 14
       • FMEA
   • - quality, improvement, operational risk
     • - quality and lean thinking

8. Session 8 : Implementing Change Through projects

   • Canvas Online modules
     • 8.1 Projects and their management
       • - projects as means of implementing new operating systems
       • - A project is a set of activities dedicated to achieving a specific goal within a set timeframe, to certain specifications, using a defined group of resources.
       • Key Resource
         • Slack Ch 15
       • Project planning and control
       • Project governance
         • _ Define the project’s objectives
         • - Define the means of achieving the objectives
         • - Define the means of monitoring progress
       • Governance roles
         • - Project sponsor
         • - Project manager
         • - Senior user
       • project roles and responsabilities
       • project life cycle
         • Benefit realization
           • - Output (deliverable): New sales system
           • - Outcome: Sales orders are processed more quickly
           • - Benefits: Costs are reduced by 10 per cent; Volume of sales orders increased by 15 per cent; Revenue increased by 10 per cent annually
     • 8.2 Agile project management
       • Key Resource
         • Larson - Agile project management Ch15
       • - scope of the project is not precisely known or is liable to change
         • - Information system projects, especially software development, are typical situations where these assumptions may not hold
     • 8.3 Project, programmes and portfolios
       • Key Resource
         • Turner - Handbook for project-based management - Ch 5
     • 8.4 Managing risk in projects
       • Risk Register
       • Key resource
         • Hillson - Managing Risk
     • 8.5 Change and project management
       • - managing the transition from a change management perspective
         • - Field theory: the context of implementation
       • - A process view of change
         • 1. Unfreeze
         • 2. Move
         • 3. Refreez
       • Kotter's Eight-step Organisational Transformation Mode
     • 8.6 Summary
       • - project lifecycle and extended project lifecycle
       • - project scheduling
       • - product- and work-breakdown structures
       • - Gantt chart
       • - project networks
       • - activity crashing
       • - roles and responsibilities and the RACI matrix
       • - stakeholder power–interest grid
       • - agile project management
       • - projects, programmes and portfolios
       • - project management office (PMO)
       • - project risk management
       • - risk matrix
       • - risk register
       • - force-field analysis
       • - Lewin’s unfreeze–change–refreeze change model
       • - Kotter’s eight-step change model
   • - project management; classic project management, agile project management, portfolio and programme management, risk, managing change

9. Legend

   • Models on Mind Map Given
   • Models From Canvas
   • Theories on Canvas
   • Additional Theories

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