Dealing with management operations (DMO) summary

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