Slack’s 4 D’s
1 Direction
1.1 Operations management
- Transformation model
- The 4 V’s
1.2 Operations performance
- 5 performance objectives and their benefits
- Conformance to specification of Quality
- Polar diagram
1.3 Operations strategy
- Strategy and operations strategy
- 4 stage model of the strategic role of operations
- 4 Perspectives on operations strategy = top-bottom,
bottom-up, resource etc.
- 2 kinds of strategy decisions in operations
2 Design
2.1 Process design
- Service process types – Professional service, service
shops, mass service
- Manufacturing Process types
-Throughput efficiency
2.2 Design of products and services
- House of Quality
2.3 Supply network design
- Supply chain as basis for operations performance
- Reasons for location decisions
- The balance between Capacity and Demand, Long-term
2.4 Layout and flow
,3 Deliver
3.1 Planning and Control
- The basis of Plan and Control
- Plan and Control to manage Variability
3.2 Capacity planning and control
- How to manage Capacity and Demand, Short Term
3.3 Supply chain planning and control
- The Bullwhip effect
- The SCOR model
3.4 Lean synchronization
- Lean Synchronization
- Lean Approach
3.5 Quality management
- The Conformance to Specification Quality
- The steps which lead to perfect Conformance to specification
Quality
4 Develop
4.1 Operations improvement
- Elements of Improvement
- Improvement cycles
- Approaches of improvement
- Lean synchronization and theory of constraints
- Drum, Buffer, Rope
- The Sandscone model
4.2 Risk management
4.3 Organizing for improvement
5 SPSS
5.1 Levels of measurement
- Nominal, Ordinal, Interval, Ratio
5.2 Hypothesis 0 and 1
- Benchmark, Difference, Relation
- Statistical tests
5.3 Statistical tests
- P-value
- Correlation
, 1 Direction
1.1 Operations management
Operations management is the activity of managing resources, which are
devoted to the production and delivery of products or services
Transformation Model
Input resources Operations Management of 4 D’s Output products or
services
Input resources:
Transforming resources ->these resources act upon the
transformed resources
Facilities
Staff
Transformed resources -> these resources are transformed
or converted
Materials
Information
Customers
*Operations management makes use of transforming and transformed resources
to create the output. Outputs are products or services which add value for the
customer.
3 basic functions of enterprises
1. Product service development
2. Marketing
3. Operations
The 4 V’s in the process and its impact on the design of the
delivered product and service
Volume
Low Low repetition, less systemization, high unit costs
High High repeatability, Specialization, Capital intensive,
low unit costs
Variety
Low Well defined, routine, standardized, regular, low unit
costs
High Flexible, Complex, match customer needs, high unit
costs
Variation in demand
Low Stable, routine, predictable, high utilization, low unit
costs
High Changing capacity, anticipation, flexibility, high unit
costs
Visibility
1 Direction
1.1 Operations management
- Transformation model
- The 4 V’s
1.2 Operations performance
- 5 performance objectives and their benefits
- Conformance to specification of Quality
- Polar diagram
1.3 Operations strategy
- Strategy and operations strategy
- 4 stage model of the strategic role of operations
- 4 Perspectives on operations strategy = top-bottom,
bottom-up, resource etc.
- 2 kinds of strategy decisions in operations
2 Design
2.1 Process design
- Service process types – Professional service, service
shops, mass service
- Manufacturing Process types
-Throughput efficiency
2.2 Design of products and services
- House of Quality
2.3 Supply network design
- Supply chain as basis for operations performance
- Reasons for location decisions
- The balance between Capacity and Demand, Long-term
2.4 Layout and flow
,3 Deliver
3.1 Planning and Control
- The basis of Plan and Control
- Plan and Control to manage Variability
3.2 Capacity planning and control
- How to manage Capacity and Demand, Short Term
3.3 Supply chain planning and control
- The Bullwhip effect
- The SCOR model
3.4 Lean synchronization
- Lean Synchronization
- Lean Approach
3.5 Quality management
- The Conformance to Specification Quality
- The steps which lead to perfect Conformance to specification
Quality
4 Develop
4.1 Operations improvement
- Elements of Improvement
- Improvement cycles
- Approaches of improvement
- Lean synchronization and theory of constraints
- Drum, Buffer, Rope
- The Sandscone model
4.2 Risk management
4.3 Organizing for improvement
5 SPSS
5.1 Levels of measurement
- Nominal, Ordinal, Interval, Ratio
5.2 Hypothesis 0 and 1
- Benchmark, Difference, Relation
- Statistical tests
5.3 Statistical tests
- P-value
- Correlation
, 1 Direction
1.1 Operations management
Operations management is the activity of managing resources, which are
devoted to the production and delivery of products or services
Transformation Model
Input resources Operations Management of 4 D’s Output products or
services
Input resources:
Transforming resources ->these resources act upon the
transformed resources
Facilities
Staff
Transformed resources -> these resources are transformed
or converted
Materials
Information
Customers
*Operations management makes use of transforming and transformed resources
to create the output. Outputs are products or services which add value for the
customer.
3 basic functions of enterprises
1. Product service development
2. Marketing
3. Operations
The 4 V’s in the process and its impact on the design of the
delivered product and service
Volume
Low Low repetition, less systemization, high unit costs
High High repeatability, Specialization, Capital intensive,
low unit costs
Variety
Low Well defined, routine, standardized, regular, low unit
costs
High Flexible, Complex, match customer needs, high unit
costs
Variation in demand
Low Stable, routine, predictable, high utilization, low unit
costs
High Changing capacity, anticipation, flexibility, high unit
costs
Visibility
