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Final Lecture OM For IBA 2011
Final Lecture OM For IBA 2011
Final Lecture OM For IBA 2011
Agenda final plenary OM class: Ongoing operations improvements (Chapters 18 and 20) CSR and OM (Chapter 21) Course closure: - Evaluation (qualitative) - Exam tips
21.1
21.2
Operations improvement
Operations strategy
Improvement
21.2
21.3
Optimization of an organization is a never-ending process. If you sit back and do the same thing tomorrow as you did today, youll never make it.
21.3
21.4
Innovation
Short-term, dramatic Large steps Intermittent Abrupt, volatile Few champions Individual ideas and effort Scrap and rebuild New inventions/theories Large investment Low effort Technology Profit
Kaizen
Long-term, undramatic Small steps Continuous, incremental Gradual and consistent Everyone Group efforts, systematic Protect and improve Established know-how Low investment Large maintenance effort People Process
21.4
21.5
Performance
Time
21.5
21.6
Plan
Do
Control Measure
Act
Check
Improve
Analyze
21.6
21.7
21.7
21.8
Combined improvement
Performance
Time
21.8
21.9
21.9
21.10
End-to-end processes
Lean
Synchronized Reduce flow variation Emphasis on Waste education Perfection identification is the goal Improvement Customer Include all Continuous cycles relationships people improvement Total quality management (TQM) Emphasis on gradual change
Evidence-based decisions
21.10
21.11
21.11
21.12
Flow charts
Scatter diagrams
x x x x x x x x x x
Causeeffect diagrams
Pareto diagrams
Why?
21.12
21.13
Design
21.13
21.14
Operations improvement should achieve fit between market requirements and operations performance
requirements change
Extent of market
A
Extent of operations
21.14
21.15
Deviation from the line of fit can expose the operation to risk
Off the line of fit operations performance inadequate for market requirements
A
Off the line of fit operations performance not exploited in the market
21.15
21.16
21.16
21.17
Composite Customer performance Agility Resilience satisfaction measures Generic operations Cost Quality Dependability Speed Flexibility performance measures Transaction Defects per Mean time Customer Time to costs query time unit between market Some detailed failures Labour Order lead time Product Level of performance productivity Lateness range customer Throughput measures complaints time complaints Machine efficiency Scrap level
21.17
21.18
X
Actual performance = 83%
Competitor performance = 75% Last years average performance = 60%
X X X
X X
Performance by historical standards is GOOD. Performance against strategic goal is POOR. Performance against competitors is GOOD. Absolute performance is POOR.
21.18
21.19
Types of benchmarking
Internal benchmarking is a comparison between operations or parts of operations which are within the same total organization
External benchmarking is a comparison between an operation and other operations which are part of a different organization
Non-competitive benchmarking is benchmarking against external organizations which do not compete directly in the same markets Competitive benchmarking is a comparison directly between competitors in the same, or similar, markets Performance benchmarking is a comparison between the levels of achieved performance in different operations Practice benchmarking is a comparison between an organizations operations practices and those adopted by another operation
21.19
21.20
IMPROVEMENT PRIORITIES
21.20
21.21
Order-winning objectives
Qualifying objectives
21.21
21.22
PRICE SERVQUAL (DISN.) SERVQUAL (ORDER TAKE) ENQUIRY LEAD-TIME DROP QUOTE WINDOW QUOTE DELIVERY PERFORMANCE X X X X X X X
DELIVERY FLEXIBILITY
VOLUME FLEXIBILITY DOC. SERVICE
1
X X
2 3 4 5 6 7 8 9
21.22
21.23
1. Consistently considerably better than our nearest competitor. 2. Consistently clearly better than our nearest competitor. 3. Consistently marginally better than our nearest competitor.
Same as competitors
4. Often marginally better than most competitors. 5. About the same as most competitors. 6. Often close to main competitors. 7. Usually marginally worse than main competitors. 8. Usually worse than most competitors. 9. Consistently worse than most competitors.
21.23
21.24
COST SERVQUAL (DISN.) SERVQUAL (ORDER TAKE) ENQUIRY LEAD-TIME DROP QUOTE WINDOW QUOTE X X X X
X
X
DELIVERY PERFORMANCE
DELIVERY FLEXIBILITY VOLUME FLEXIBILITY DOC. SERVICE
X X X
1 2 3 4 5 6 7 8 9
Estimated
21.24
21.25
GOOD
Better
than
3 4
Drop quote
Window quote
X X Servqual (Disn.)
PERFORMANCE AGAINST
COMPETITORS
Same as
5 6 7 8 9 9 8 7 6 5
X
Servqual X (Order take)
Delivery flex
Worse than
Enquiry Lead-time
4 3 2 1
BAD
Less important
Qualifying
Order winning
LOW
21.25
HIGH
21.26
Speed
Dependability Quality
Quality Quality + dependability Quality + dependability + speed Quality + dependability + speed + flexibility Quality + dependability + speed + flexibility + cost
21.26
21.27
Defining CSR
No common, universal definition Most definition contain 5 dimensions Environmental Social Triple P (People, Planet, Profit) Economic Stakeholder Voluntariness So CSR is NOT the same as philanthropy!
21.27
21.28
Voluntariness of CSR?
Corporate responsibility is
60
40
20
A waste of money
21.28
21.29
Very high
High
Moderate
Low
Very low
Dont know
Today
Very high
High
Moderate
Low
Very high
High
21.29
21.30
Social dimension
Design decisions
Improvement decisions
Voluntariness dimension
21.31
21.31
21.32
Failure prevention and recovery Environmental impact of process failures, recovery to minimize impact of failures.
21.32
21.33
21.33
21.34
Financial performance
Ethical performance
21.34
21.35
To supply the average persons basic needs in the United States, it takes 12.2 acres of land. In the Netherlands it takes 8 acres, and in India it takes 1 acre. Calculated this way, the Dutch ecological footprint covers 15 times the
21.35
21.36
CSR in practice
Corporate Social Responsibility is listening and responding to the needs of a company's stakeholders. This includes the requirements of sustainable development. We believe that building good relationships with employees, suppliers and wider society is the best guarantee of long-term success. This is the backbone of our approach to CSR. (Marks and Spencer's, Retailer)
[Our vision is to] enable the profitable and responsible growth of our airports. One of our six strategies to achieve that purpose is to earn the trust of our stakeholders. Corporate responsibility is about how we manage our social and environmental impacts as part of our day to day business, in order to earn that trust. (BAA, Airport operator)
21.36
21.37
DSM for the 5th consecutive year among the Global Sector Leaders In Chemicals
37
21.37
21.38
21.38