Operations Strategy 7 - Improvement Strategy - Revision history

Paulreed: /* Sandcone theory */

2012-01-16T20:10:09Z

Sandcone theory

← Older revision		Revision as of 14:10, 16 January 2012
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	==Sandcone theory==		==Sandcone theory==
			'''Ferdows and De Meyer'''

	Improvement by focussing quality then dependability then speed flexibilty then cost		Improvement by focussing quality then dependability then speed flexibilty then cost

Paulreed: /* Performance Improvement Matrix */

2012-01-16T20:08:11Z

Performance Improvement Matrix

← Older revision		Revision as of 14:08, 16 January 2012
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	[[Category:Operations]]		[[Category:Operations]]

	~~__SHOWFACTBOX___~~		__SHOWFACTBOX__

Paulreed: /* Sandcone theory */

2012-01-16T20:07:49Z

Sandcone theory

← Older revision		Revision as of 14:07, 16 January 2012
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	Applying this model requires a long term approach, tolerance and patience. It requires believing that costs will eventually come down		Applying this model requires a long term approach, tolerance and patience. It requires believing that costs will eventually come down
	[[File:~~http://www.ifm.eng.cam.ac.uk/dstools/gif/~~sand1.gif]]		[[File:sand1.gif]]
	===Performance Improvement Matrix===		===Performance Improvement Matrix===
	[img[.\|http://www.warwick.ac.uk/~bsscr/images/module8_graph2.gif]]		[img[.\|http://www.warwick.ac.uk/~bsscr/images/module8_graph2.gif]]

Paulreed: /* Sandcone theory */

2012-01-16T20:06:36Z

Sandcone theory

← Older revision		Revision as of 14:06, 16 January 2012
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	Improvement by focussing quality then dependability then speed flexibilty then cost		Improvement by focussing quality then dependability then speed flexibilty then cost

	~~[img[~~.~~\|http://www.warwick.ac.uk/~bsscr/images/mod8_slide3.gif]]~~		To build cumulative and lasting manufacturing capability, management attention and resources should go first towards enhancing quality, then - while the efforts to enhance quality are further expanded - attention should be paid to improve also the dependability of the production system, then - and again while efforts on the previous two are further enhanced - production flexibility (or reaction speed) should also be improved, and finally, while all these efforts are further enlarged, direct attention can be paid to cost efficiency.

			Most of the traditional management approaches for improving manufacturing performance are built on the trade-off theory. Ferdows and de Meyer suggest the trade-off theory does not apply in all cases. Rather, certain approaches change the trade-off relationship into a cumulative one - i.e., one capability is built upon another, not in its place.

			Applying this model requires a long term approach, tolerance and patience. It requires believing that costs will eventually come down
			[[File:http://www.ifm.eng.cam.ac.uk/dstools/gif/sand1.gif]]
	===Performance Improvement Matrix===		===Performance Improvement Matrix===
	[img[.\|http://www.warwick.ac.uk/~bsscr/images/module8_graph2.gif]]		[img[.\|http://www.warwick.ac.uk/~bsscr/images/module8_graph2.gif]]

Paulreed at 20:02, 16 January 2012

2012-01-16T20:02:16Z

← Older revision		Revision as of 14:02, 16 January 2012
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	Two ~~stero~~ types of ~~bsiness~~ improvement -''Continuous improvement'' and BPR		Two types of business improvement -''Continuous improvement'' and BPR

	modification - minor realignment of activities;		*modification - minor realignment of activities;
	extension - redesign of sequence or routing between activities;		*extension - redesign of sequence or routing between activities;
	development - redefinition of purpose or role of activities;		*development - redefinition of purpose or role of activities;
	pioneer - novel or radical change.		*pioneer - novel or radical change.

	The more extensive the degree of process change (development or pioneer) the more the need for breakthrough approaches to improvement. See the figure below		The more extensive the degree of process change (development or pioneer) the more the need for breakthrough approaches to improvement. See the figure below
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	[img[.\|http://www.warwick.ac.uk/~bsscr/images/mod8_table1.gif]]		[img[.\|http://www.warwick.ac.uk/~bsscr/images/mod8_table1.gif]]

	!!History of approaches		==History of approaches==
	1. Structural ~~solutins~~ - to solve operational problems - ie outsource		*1. Structural solutions - to solve operational problems - ie outsource
	2. Systems solutions - ""the unmanned factory" - High capital investment in automation		*2. Systems solutions - ""the unmanned factory" - High capital investment in automation
	3. Philiosophical approaches - TQM - changing the culture - Could be fuzzy clouds of semantic overkill		*3. Philiosophical approaches - TQM - changing the culture - Could be fuzzy clouds of semantic overkill

	!!Top down and bottom up approaches		==Top down and bottom up approaches==
	''Top Down''		''Top Down''
	*Reconfigure operation structures		* Reconfigure operation structures
	* Pilots and prototypes		* Pilots and prototypes
	* Benchmarking i.e SPC		* Benchmarking i.e SPC
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	''Bottom Up approaches''		''Bottom Up approaches''
	Upton says that		Upton says that
	*Direction is needed		* Direction is needed
	* Training improves skills but should not be a trojan horse for structural change		* Training improves skills but should not be a trojan horse for structural change
	* Poke-yoke - error proofing		* Poke-yoke - error proofing

	!!Direct Develop and Deploy		==Direct Develop and Deploy==
	Direct, develop and deploy		Direct, develop and deploy

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	[img[.\|http://www.warwick.ac.uk/~bsscr/images/mod8_slide1.gif]]		[img[.\|http://www.warwick.ac.uk/~bsscr/images/mod8_slide1.gif]]

	~~!!performance~~ measurement		==Performance measurement==

	!!!DIRECT		!!!DIRECT
	''How do we know if our operation is performing well or not?		''How do we know if our operation is performing well or not?
	*~~What~~ factors describe performance		*vWhat factors describe performance
	* What are the most important factors to measure		* What are the most important factors to measure
	* How do you measure them		* How do you measure them
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	Neely 1997 gives an example of a performance measurement and how it should be anlaysed		Neely 1997 gives an example of a performance measurement and how it should be anlaysed

	Purpose - identify emerging technolgies		*Purpose - identify emerging technolgies
	Realtes to: Business objective		*Realtes to: Business objective
	Target - 1000 questionnaires to be completed		*Target - 1000 questionnaires to be completed
	Formula - Forms completed		*Formula - Forms completed
	Frequency - monthly		*Frequency - monthly
	Who measrues - CFO		*Who measrues - CFO
	Sources of daya =- tech questionnaire		*Sources of daya =- tech questionnaire
	Who acts on data - CPO		*Who acts on data - CPO
	What di they do - acknowledges completion		*What directs what they do - acknowledges completion

	[[Balanced Scorecard]] approach - Financial, Internal, Customer, Innovation and learning		[[Balanced Scorecard]] approach - Financial, Internal, Customer, Innovation and learning


	!!What are the most important factots to measure		==What are the most important factots to measure==
	few and straightforward or many and complex		few and straightforward or many and complex

	!!How do we measure them - Neely		''How do we measure them - Neely''
	* derived from strategy		* derived from strategy
	* simplet o understand		* simplet o understand
	*Timely and accurate feeedback		* Timely and accurate feeedback
	* consistent		* consistent
	* provide information		* provide information
	*focus on improvement		* focus on improvement
	* objective etc - Neely		* objective etc - Neely

	!!Perfroamnce standards ~~tio~~ use		''Perfroamnce standards to use''
	* Historial		* Historial
	* Traget based		* Traget based
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	* Absolute performacne based -		* Absolute performacne based -

	~~!!!~~DEVELOP - capabilities		DEVELOP - capabilities
	''Learning / experience curve		Learning / experience curve
	Roger Bohn - 8 stages of knowledge		Roger Bohn - 8 stages of knowledge

	~~!!!~~Deploy capbailities		Deploy capbailities
	''Hayes and Wheelwrights four stage model''		''Hayes and Wheelwrights four stage model''
	[img[.\|http://www.warwick.ac.uk/~bsscr/images/mod8_slide4.gif]]		[img[.\|http://www.warwick.ac.uk/~bsscr/images/mod8_slide4.gif]]
	* Internal neurality		* Internal neurality
	* External neutrality		* External neutrality
	*Internally supportive		* Internally supportive
	* External;ly supportive		* External;ly supportive

	[img[.\|http://www.warwick.ac.uk/~bsscr/images/mod8_slide2.gif]]		[img[.\|http://www.warwick.ac.uk/~bsscr/images/mod8_slide2.gif]]

	!!Sandcone theory		==Sandcone theory==

	~~Imopriovement~~ by focussing ~~quaoity~~ then dependability then speed flexibilty then cost		Improvement by focussing quality then dependability then speed flexibilty then cost

	[img[.\|http://www.warwick.ac.uk/~bsscr/images/mod8_slide3.gif]]		[img[.\|http://www.warwick.ac.uk/~bsscr/images/mod8_slide3.gif]]
	*

	!!Performance Improvement Matrix
			===Performance Improvement Matrix===
	[img[.\|http://www.warwick.ac.uk/~bsscr/images/module8_graph2.gif]]		[img[.\|http://www.warwick.ac.uk/~bsscr/images/module8_graph2.gif]]

	[[Category:Operations]]		[[Category:Operations]]

			__SHOWFACTBOX___

Paulreed at 22:31, 27 December 2010

2010-12-27T22:31:23Z

← Older revision		Revision as of 16:31, 27 December 2010
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	[img[.\|http://www.warwick.ac.uk/~bsscr/images/module8_graph2.gif]]		[img[.\|http://www.warwick.ac.uk/~bsscr/images/module8_graph2.gif]]

	[[Category:~~Strategy~~]]		[[Category:Operations]]

Paulreed: Created page with "Two stero types of bsiness improvement -''Continuous improvement'' and BPR modification - minor realignment of activities; extension - redesign of sequence or routing between ac..."

2010-12-27T22:31:02Z

Created page with "Two stero types of bsiness improvement -''Continuous improvement'' and BPR modification - minor realignment of activities; extension - redesign of sequence or routing between ac..."

New page

Two stero types of bsiness improvement -''Continuous improvement'' and BPR

modification - minor realignment of activities;
extension - redesign of sequence or routing between activities;
development - redefinition of purpose or role of activities;
pioneer - novel or radical change.

The more extensive the degree of process change (development or pioneer) the more the need for breakthrough approaches to improvement. See the figure below

[img[.|http://www.warwick.ac.uk/~bsscr/images/mod8_table1.gif]]

!!History of approaches
1. Structural solutins - to solve operational problems - ie outsource
2. Systems solutions - ""the unmanned factory" - High capital investment in automation
3. Philiosophical approaches - TQM - changing the culture - Could be fuzzy clouds of semantic overkill

!!Top down and bottom up approaches
''Top Down''
*Reconfigure operation structures
* Pilots and prototypes
* Benchmarking i.e SPC

''Bottom Up approaches''
Upton says that
*Direction is needed
* Training improves skills but should not be a trojan horse for structural change
* Poke-yoke - error proofing

!!Direct Develop and Deploy
Direct, develop and deploy

The majority of the chapter is taken up in expanding the "three Ds" strategic improvement model. This proposes three sets of activities which any operations function must develop in order to take a strategic approach to improvement. These three sets of activities are as follows:

direct - understand the intended competitive position of the organization in its marketplace so as to let that direct the operations resources and processes;

develop - within the operations function develop an understanding of the resources and processes so as to enhance their overall capability;

deploy - make sure that operations capabilities are fully understood by the organization so that potentially advantageous changes in market position can be made.

In fact a fourth set of activities completes the loop, the development of market strategy. This is seen by the model as the choice of a specific market position (or sets of market positions) within the potential scope of feasible market positions dictated by the operations capabilities.

[img[.|http://www.warwick.ac.uk/~bsscr/images/mod8_slide1.gif]]

!!performance measurement

!!!DIRECT
''How do we know if our operation is performing well or not?
*What factors describe performance
* What are the most important factors to measure
* How do you measure them
* Against what stds to you compare them

Neely 1997 gives an example of a performance measurement and how it should be anlaysed

Purpose - identify emerging technolgies
Realtes to: Business objective
Target - 1000 questionnaires to be completed
Formula - Forms completed
Frequency - monthly
Who measrues - CFO
Sources of daya =- tech questionnaire
Who acts on data - CPO
What di they do - acknowledges completion

[[Balanced Scorecard]] approach - Financial, Internal, Customer, Innovation and learning

!!What are the most important factots to measure
few and straightforward or many and complex

!!How do we measure them - Neely
* derived from strategy
* simplet o understand
*Timely and accurate feeedback
* consistent
* provide information
*focus on improvement
* objective etc - Neely

!!Perfroamnce standards tio use
* Historial
* Traget based
* competitir based
* Absolute performacne based -

!!!DEVELOP - capabilities
''Learning / experience curve
Roger Bohn - 8 stages of knowledge

!!!Deploy capbailities
''Hayes and Wheelwrights four stage model''
[img[.|http://www.warwick.ac.uk/~bsscr/images/mod8_slide4.gif]]
* Internal neurality
* External neutrality
*Internally supportive
* External;ly supportive

[img[.|http://www.warwick.ac.uk/~bsscr/images/mod8_slide2.gif]]

!!Sandcone theory

Imopriovement by focussing quaoity then dependability then speed flexibilty then cost

[img[.|http://www.warwick.ac.uk/~bsscr/images/mod8_slide3.gif]]
*

!!Performance Improvement Matrix
[img[.|http://www.warwick.ac.uk/~bsscr/images/module8_graph2.gif]]

[[Category:Strategy]]