HRL – Summary – Exam week 5
Including all course slides & notes
Purpose of the Course
• Conduct evidence-based research (sustainable solutions based on gathering/ analysing data).
• Provide consulting solutions for business performance improvement
Operations
FUNDAMENTALS OF OPS AND CONSULTANCY
1.1 CONSULTANCY = Helping your commissioner to improve the performance of the operation. Solving
a knowledge gap (research component), solving a performance gap (operations management
component).
Main areas of consultancy:
1. Strategic Consultants, who help organizations enter new markets, develop supply-chain
plans, and transform business models;
2. Performance Consultants, who focus on operations improvement, pricing strategy, cost
reduction, and value-chain improvement tools;
3. M&A Consultants, who guide merger and acquisition strategy and post-merger integration;
and
4. Specialist Consultants, who offer expertise in specific domains such as lean management.
5. Process improvement consultants: analyze and inrpove business process for efficiency,
waste reduction, enhance satisfaction.
Tasks include:
• Measuring processes, draw conclusions, and develop possible solutions supported by facts
and figures.
• Verifying that a problem truly exists, discover the root cause, and act as experts in lean
management, improvement, and new ways of thinking.
• Dive into client data, finances, and processes, gathering information, conducting analysis and
synthesis, and extracting strategic recommendations.
Consultancy projects typically last from a few weeks to a few months, usually one project at a time,
providing exposure to many industries. Key skills include research and analysis, report preparation,
effective client interaction, problem-solving, task management, collaboration, professionalism,
attention to detail, and adaptability.
Stakeholder management is essential: essential to understand client needs, and to adapt to
feedback and expectations.
,Challenges include: client resistance, deadlines, complex problems, objectiveness balanced with
trust. The best consultants demonstrate subject-matter expertise, gravitas, respect, and
trustworthiness. They manage expectations and need to effectively engage; timelines/ boundaries/
instructions. This is achieved by establishing clear communication channels, setting realistic and
transparent expectations, fostering active collaboration, and continuously monitoring, evaluating,
and adapting throughout the project.
1.2 OPERATIONS MANAGEMENT
Operations management = producing services and products by systematically processing patients or
raw materials (resources or inputs). Managing resources and managing the production of both
tangible products and intangible services. The goals are to enhance customer experience, reduce
service errors and delays, streamline processes, minimize waste and inefficiencies, and use data
analytics for continuous improvement.
Research and operations management is a structured way to solve real-life problems in the
operation of your client/ commissioner.
The operations principle states that all organizations produce some mix of services and products.
The operations perspective emphasizes the efficient use of resources and processes within the
input–transformation–output process. The customer perspective emphasizes the product
experience and benefits as perceived by the customer (benefits, emotions, judgement, intentions).
Operations management contributes to:
• Customer Experience (fast & dependable service)
• Efficiency & Productivity (no errors and delays, better resource allocation)
• Consistency & Quality (standardized processes, reliability)
• Reduces operational expenses without compromising quality
• Differentiates the company through superior service
• Continuous improvement by data
The operations framework supports systematic problem solving by analyzing input and output
variables. The desired output or response variable is determined by multiple input variables or
factors.
Process thinking views problems as a mathematical
relationship: Y = f(x₁, x₂, x₃, …). Here, Y is the
response/dependent variable, determined by the X
variables, while F describes how these variables
interact within the system (processes, machine,
product, human) to produce the output.
1.3. CONTEXT ANALYSIS TOOLS
UNDERSTANDING PROCESSES
SIPOC (Process Analysis Tool to understand the overall process structure before diving into details)
, Identifies key stakeholders, Clarifies process boundaries, Highlights critical inputs, Enhances
customer satisfaction, Ensures you ask the right questions before improving a process (image). Shows
in table
• Suppliers= Companies providing input for the process
• Inputs= Resources or materials needed for the process
• Process= Series of steps of activities that transform the inputs into outputs
• Output= Final products or services
• Customer= Recipient of the outputs
ANALYZING ROOT-CAUSES
- 5 why: 5 Whys is the practice of asking why repeatedly whenever a problem is encountered
in order to get beyond the obvious symptoms to discover the root cause
- Fishbone: fishbone diagram is a visual way to look at cause and effect. It is a structured
approach for brainstorming causes of a problem. The problem or effect is displayed at the
head or mouth of the fish
▪ 1. Problem statement > this is written at the mouth of the “fish.”
▪ 2. Identify the major categories of causes of the problem written as branches
from the main arrow).
▪ 3. Brainstorm all the possible causes of each category. Ask “Why does this
happen?” As each idea is given, a branch from the appropriate category is
added
▪ 4. Again asks “Why does this happen?” about each cause. Write sub-causes
branching off the cause branches.
▪ 5. Continues to ask “Why?” and generate deeper levels of
causes and continue organizing them under related causes
or categories.
QUALITY CONTROL TOOLS Used to ensure consistency, reliability, and efficiency in operations. It helps
identifying inefficiencies, helps to assess whether your tests worked.
1. Flowchart Step-by-step process map (fe of a check in). Identifies bottlenecks, redundancies, and
value-adding steps.
2. Check Sheet Structured method to collect data consistently. Usually used to track the frequency of
problems. FE: tracking complaints to find the most common ones.
Including all course slides & notes
Purpose of the Course
• Conduct evidence-based research (sustainable solutions based on gathering/ analysing data).
• Provide consulting solutions for business performance improvement
Operations
FUNDAMENTALS OF OPS AND CONSULTANCY
1.1 CONSULTANCY = Helping your commissioner to improve the performance of the operation. Solving
a knowledge gap (research component), solving a performance gap (operations management
component).
Main areas of consultancy:
1. Strategic Consultants, who help organizations enter new markets, develop supply-chain
plans, and transform business models;
2. Performance Consultants, who focus on operations improvement, pricing strategy, cost
reduction, and value-chain improvement tools;
3. M&A Consultants, who guide merger and acquisition strategy and post-merger integration;
and
4. Specialist Consultants, who offer expertise in specific domains such as lean management.
5. Process improvement consultants: analyze and inrpove business process for efficiency,
waste reduction, enhance satisfaction.
Tasks include:
• Measuring processes, draw conclusions, and develop possible solutions supported by facts
and figures.
• Verifying that a problem truly exists, discover the root cause, and act as experts in lean
management, improvement, and new ways of thinking.
• Dive into client data, finances, and processes, gathering information, conducting analysis and
synthesis, and extracting strategic recommendations.
Consultancy projects typically last from a few weeks to a few months, usually one project at a time,
providing exposure to many industries. Key skills include research and analysis, report preparation,
effective client interaction, problem-solving, task management, collaboration, professionalism,
attention to detail, and adaptability.
Stakeholder management is essential: essential to understand client needs, and to adapt to
feedback and expectations.
,Challenges include: client resistance, deadlines, complex problems, objectiveness balanced with
trust. The best consultants demonstrate subject-matter expertise, gravitas, respect, and
trustworthiness. They manage expectations and need to effectively engage; timelines/ boundaries/
instructions. This is achieved by establishing clear communication channels, setting realistic and
transparent expectations, fostering active collaboration, and continuously monitoring, evaluating,
and adapting throughout the project.
1.2 OPERATIONS MANAGEMENT
Operations management = producing services and products by systematically processing patients or
raw materials (resources or inputs). Managing resources and managing the production of both
tangible products and intangible services. The goals are to enhance customer experience, reduce
service errors and delays, streamline processes, minimize waste and inefficiencies, and use data
analytics for continuous improvement.
Research and operations management is a structured way to solve real-life problems in the
operation of your client/ commissioner.
The operations principle states that all organizations produce some mix of services and products.
The operations perspective emphasizes the efficient use of resources and processes within the
input–transformation–output process. The customer perspective emphasizes the product
experience and benefits as perceived by the customer (benefits, emotions, judgement, intentions).
Operations management contributes to:
• Customer Experience (fast & dependable service)
• Efficiency & Productivity (no errors and delays, better resource allocation)
• Consistency & Quality (standardized processes, reliability)
• Reduces operational expenses without compromising quality
• Differentiates the company through superior service
• Continuous improvement by data
The operations framework supports systematic problem solving by analyzing input and output
variables. The desired output or response variable is determined by multiple input variables or
factors.
Process thinking views problems as a mathematical
relationship: Y = f(x₁, x₂, x₃, …). Here, Y is the
response/dependent variable, determined by the X
variables, while F describes how these variables
interact within the system (processes, machine,
product, human) to produce the output.
1.3. CONTEXT ANALYSIS TOOLS
UNDERSTANDING PROCESSES
SIPOC (Process Analysis Tool to understand the overall process structure before diving into details)
, Identifies key stakeholders, Clarifies process boundaries, Highlights critical inputs, Enhances
customer satisfaction, Ensures you ask the right questions before improving a process (image). Shows
in table
• Suppliers= Companies providing input for the process
• Inputs= Resources or materials needed for the process
• Process= Series of steps of activities that transform the inputs into outputs
• Output= Final products or services
• Customer= Recipient of the outputs
ANALYZING ROOT-CAUSES
- 5 why: 5 Whys is the practice of asking why repeatedly whenever a problem is encountered
in order to get beyond the obvious symptoms to discover the root cause
- Fishbone: fishbone diagram is a visual way to look at cause and effect. It is a structured
approach for brainstorming causes of a problem. The problem or effect is displayed at the
head or mouth of the fish
▪ 1. Problem statement > this is written at the mouth of the “fish.”
▪ 2. Identify the major categories of causes of the problem written as branches
from the main arrow).
▪ 3. Brainstorm all the possible causes of each category. Ask “Why does this
happen?” As each idea is given, a branch from the appropriate category is
added
▪ 4. Again asks “Why does this happen?” about each cause. Write sub-causes
branching off the cause branches.
▪ 5. Continues to ask “Why?” and generate deeper levels of
causes and continue organizing them under related causes
or categories.
QUALITY CONTROL TOOLS Used to ensure consistency, reliability, and efficiency in operations. It helps
identifying inefficiencies, helps to assess whether your tests worked.
1. Flowchart Step-by-step process map (fe of a check in). Identifies bottlenecks, redundancies, and
value-adding steps.
2. Check Sheet Structured method to collect data consistently. Usually used to track the frequency of
problems. FE: tracking complaints to find the most common ones.
