Chapter 1
Pure products output tangible
Mixture product/service tangible/intangible
Pure services output intangible
Relationships
Operations understanding of capabilities development new product ideas
operations.
Operations understanding of capabilities marketing market requirements
operations.
Model applied to Pret a manger:
Input resources … served/ satisfied customers
Transformed resources
Ingredients
Packaging
Customers
Transforming resources
Equipment
Fittings
Staff
outputs are products/services that add value for the customer
Operations management = activity of managing the resources which are devoted to the
production and delivery of products and services.
Analysis on 3 levels:
Level of supply network between operations
Level of operation between processes
Level of process between resources
4V-model
Low Volume high
High Variety low
High Variation demand low
High Visibility low
Volume
Low High
Less systemization Specialization
High unit costs capital intensive
Variety
High Low
Flexible well defined
Complex routine/ standardized
,Variation in demand
High Low
Anticipation stable
Changing capacity predictable
Visibility
High Low
Customer contact high staff utilization
Short waiting tolerance time between production and consumption
Chapter 2
Operations performance QSFDC
Quality
Speed
Flexibility
Dependability
Cost
Triple Bottom line People planet profit
Quality = conformance with which the product or service is produced
External benefit avoids customer complaints
Internal benefit prevents errors, saving costs
Speed
External = time between customer asking and getting a product
Internal = reduces need to manage transformed resources as they pass through the
operation
Dependability
External = enhances product/service in the market
Internal = prevents late delivery, prevents disruption
Flexibility = ability to change
Product/service flexibility
Mix flexibility
Volume flexibility
Delivery flexibility
Costs = staff, materials and technology
Polar diagrams shows the importance
of each performance.
, Chapter 3
Strategy
Broad objectives towards overall goal
Planning the path
Long-term objectives
Total picture (not individual)
Operations
Processes in relation to delivery
Operationeel vs strategisch (dag-tot-dag)
Beide horen tot operations
Operations strategy = long-term broad objectives of operations and planning a path to
achieve goals
Rollen van operations in een strategie
Implementing strategy
Supporting strategy
Driving strategy
4 stage model
Correct worst problems implementing strategy
adopt best practice supporting strategy link
strategy operations driving strategy operations
advantage.
4 perspectives on operations strategy
Corporate (top down)
Business (top down)
Operational experience (bottom up)
Market requirements
Order qualifier = klant kiest jou op je kwaliteiten
Order winner = waarom de klant jou uiteindelijk kiest boven andere producten/services
Operations resources are a sustainable competitive advantage when:
Valuable
Rare
Difficult to imitate
Difficult to substitute
Pure products output tangible
Mixture product/service tangible/intangible
Pure services output intangible
Relationships
Operations understanding of capabilities development new product ideas
operations.
Operations understanding of capabilities marketing market requirements
operations.
Model applied to Pret a manger:
Input resources … served/ satisfied customers
Transformed resources
Ingredients
Packaging
Customers
Transforming resources
Equipment
Fittings
Staff
outputs are products/services that add value for the customer
Operations management = activity of managing the resources which are devoted to the
production and delivery of products and services.
Analysis on 3 levels:
Level of supply network between operations
Level of operation between processes
Level of process between resources
4V-model
Low Volume high
High Variety low
High Variation demand low
High Visibility low
Volume
Low High
Less systemization Specialization
High unit costs capital intensive
Variety
High Low
Flexible well defined
Complex routine/ standardized
,Variation in demand
High Low
Anticipation stable
Changing capacity predictable
Visibility
High Low
Customer contact high staff utilization
Short waiting tolerance time between production and consumption
Chapter 2
Operations performance QSFDC
Quality
Speed
Flexibility
Dependability
Cost
Triple Bottom line People planet profit
Quality = conformance with which the product or service is produced
External benefit avoids customer complaints
Internal benefit prevents errors, saving costs
Speed
External = time between customer asking and getting a product
Internal = reduces need to manage transformed resources as they pass through the
operation
Dependability
External = enhances product/service in the market
Internal = prevents late delivery, prevents disruption
Flexibility = ability to change
Product/service flexibility
Mix flexibility
Volume flexibility
Delivery flexibility
Costs = staff, materials and technology
Polar diagrams shows the importance
of each performance.
, Chapter 3
Strategy
Broad objectives towards overall goal
Planning the path
Long-term objectives
Total picture (not individual)
Operations
Processes in relation to delivery
Operationeel vs strategisch (dag-tot-dag)
Beide horen tot operations
Operations strategy = long-term broad objectives of operations and planning a path to
achieve goals
Rollen van operations in een strategie
Implementing strategy
Supporting strategy
Driving strategy
4 stage model
Correct worst problems implementing strategy
adopt best practice supporting strategy link
strategy operations driving strategy operations
advantage.
4 perspectives on operations strategy
Corporate (top down)
Business (top down)
Operational experience (bottom up)
Market requirements
Order qualifier = klant kiest jou op je kwaliteiten
Order winner = waarom de klant jou uiteindelijk kiest boven andere producten/services
Operations resources are a sustainable competitive advantage when:
Valuable
Rare
Difficult to imitate
Difficult to substitute
