MPS Session 1 | Deep Dive

MPS Session 1 | Deep Dive

1. Given Mind Map | Taking a systems and process approach

   • SIPOC
     • The system boundary includes transformation process and transforming resources
   • 4 V's
     • Volume
     • Variety
     • Variability
     • Visibility
   • Resource Capabilties
     • PPTI
       • People
       • Process
       • Technology
       • Information

2. Models

3. From the workshop

   • Taking a process view
     • Focus on how work is done rather than just outcomes
     • Focus on flow of customers materials and information
     • Focus on value creation for customers

4. Workshop

5. Slack Ch1

   • 1.1 does the organization understand the potential of operations and process management
     • Figure 1.3 scope of operations management
     • Understanding the full supply network
   • 1.2 does the organization take a process perspective
     • The collection of processes, interconnecting contributing to fulfilling strategic aims
     • Link to the way we manage resources
     • SIPOC model
     • 1. Network connections, 3 levels of analysis
       • Supply network, operations, processes
         • Three levels of operations performance, long-term societal issues, enterprise level, operation processes level
           • Long term societal issues, variety of stakeholders, people and group with interest in operations
             • Triple bottom line model
             • Stakeholder analysis model
           • Enterprise level, reduce cost, increase revenue, reduce risk of operational failure, investment ROI, build capabilities
           • Operations process level, quality, speed, dependability, flexibility, cost
             • Q, S, D, F, C, Model
               • Q - right, error free, fit for purpose
               • S - fast, minimize time from request to delivery
               • D - on time, keeping commitment
               • F - cope with unexpected requests, individuals
               • C - cheaply, appropriate market price
       • For a service environment, there is high visibility of the process - and naturally the output
     • 2. IHIP Model for Service Processes
       • Intangibility, service are not physical items
         • Heterogeneity, difficult to standardise
           • Inseparability, production and consumption are simultaneous, service providers present
             • Perishability, cannot be stored example theater performance
               • Range, storage possible to know storage possible
                 • Match the demand and capacity
             • Range, product and consumption can be separated to production and consumption totally simultaneous
               • Capacity required no storage, beverage tools to minimize required contact
           • Range, largely standardized to not standardized at all
             • Different servers, difficult to standardise, customer requests difficult to predict, outside of offerings, less cost effective, train staff wide
         • Range, some significant tangible elements to no tangible elements
           • Difficult to define boundaries, need to manage customer expectations
     • 3. Services and products on merging and changing
       • Service demand logic, goal remains to deliver to the customer
       • Figure 1.10 Existing functionality based processes model
     • 4. Co-creation, customers of part of the process
       • Blurred lines of producer and customer
     • 1.5 Servitization, strategy that seeks to change the way in which product functionality is delivered to the market
       • Example rand per ton contract
       • I installed base of capital products
       • Provide a more stable revenue flow
       • Improve the relationship and understanding
     • There is line of sight within the process network - supply chain relationships
       • If the chain breaks the effectiveness goes down
   • 1.3 does the operations and process management have a strategic impact
     • Strategic, represents the bulk of organizational assets and people
   • 1.4 or processes managed to reflect their operating circumstances
     • Volume, Variety, Variation, Visibility
       • Detail in the notes
   • 1.5 is the operation and process decision making appropriate
     • Directing the overall strategy of the operation, designing the operations processes, planning and control the process delivery, developing process performance
       • Figure 1.13 reclassification model of operations and process management decisions
       • Quantitative and qualitative decision making models
       • Behavioral operations management
         • Assumptions of operation models
           • People are not a major factor, people are predictable, people make decisions independent of each other whom people do not learn from experience, people are not part of the product and service, people are emotionless, work is perfectly observed and can be understood

6. Re engineering principles | from Michael hammer

Images and files in the map