PDF | On Aug 1, , Paul Forrester and others published Operations & Process Management: Principles and Practice for Strategic. Operations and Process Management PDF eBook by Nigel Slack, Alistair Brandon-Jones, Robert Johnston, Alan Betts. Operations and Process Management: Principles and Practice for Strategic Impact. Файл формата pdf; размером 3,80 МБ. Добавлен пользователем Anatol.
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Seventh Edition Operations Management Nigel Slack Alistair Brandon-Jones . 49 vii Chapter 5 Chapter 8 Innovation and design in Process technology This books (Operations and Process Management: Principles and Practice for Strategic Impact [PDF]) Made by Prof Nigel Slack About Books. aspects of process management. 6 Explain the key aspects of operations management decision making. 7 Briefly describe the historical evolution of operations.
Only this way would the workers put in the necessary efforts. Variance of processes has to be encouraged, because if managed well, they can be sources of creativity. Problems are symptoms: effects of underlying causes.
Unless the causes are attacked, the same problems will appear again. Managed passion. The passion of employees can be a major driver of company growth, and it can be instilled by the managers if not coming naturally.
What is considered success will change over time, but always consider the interest of the customer.
In order to keep them, all the other principles have to be revised occasionally. There will always be new theories and solutions, so you should not stick to one or the other, but embrace the change, and manage for stability in the long term.
The 16 principles of operations management by Dr. Richard Schonberger Dr.
Richard J. Team up with customers. Know what they download and use, and organize product families accordingly. Continual, rapid improvement.
Aim for non-stop improvement to always deliver the best quality, aim for a quicker response to customer demand, and always offer maximum flexibility. Thus, it gives more value, in a more flexible way.
Unified purpose. Involve frontline employees in strategic discussions to make sure they understand the purpose of their work and have their say in what to change.
Know the competition. Know their customers, their best practices, and their competitive edges. Organize resources. Set priorities in organizing resources in a way the operations are close to the customer rate of use or demand.
Invest in HR. Offer cross-training options, job rotation , and improvements in work safety and health. Also offer more rewards and recognitions.
Maintain equipment. Always think of improvement of current assets first, instead of a new download. Keep the equipment as simple and flexible as possible, at a reasonable cost. Minimize human error. Improve the equipment and keep frontline workers accountable. Cut times. Shorten product path to customer by making processes and delivery faster. Cut setup. Be prepared to support different processes and get all information and tools ready for on-demand production.
Pull system. Improve the workflow and cut the waste by producing on demand. Total quality control. Use only the best materials, processes, and partners. Fix causes. Focus on controlling the root causes that really affect cost and performance. Visibility management. Promote corporate achievements, let the market know about your improvements in competence or productivity. All activities involve considering assets, costs, and human resources, and are preceded by a thorough analysis of processes.
Design Before planning processes or designing products, operations management should be busy analyzing the market to test the demands. If it delivers promising results, e.
In most cases, planning involves designing a new product, from the initial concept to the actual launch , with several testing phases involved. During planning, you will have to consider both technical and business requirements. Sometimes the processes need to be updated: designing a new supply chain or other logistics processes. If your product is a service, process design aims for a variety of requirements and customer contact levels.
Plans should always support the business objectives: they are in focus when considering the costs and finding the best matching quality and capacity, or calculating inventory and human labor needs. Therefore, it is important to set proper measures in the planning phase, to know if the actual performance meets them, or there is need for adjustments.
Capacity is one of these measures, as is product quality, or delivery times. The initial figures are usually estimates based on the market analysis conducted beforehand. One thing operation managers should be good at is critical path analysis. Learn more about that in the following video. This is a solid starting base for maximizing the efficiency of your operations.
Still, you will need constant and competent management to correct the accidental mistakes in planning, to adjust production to changing costs or regulations, and keep them efficient on many levels.
The operations manager selects and schedules the processes for an optimal result and does the same with materials for an ideal quality and capacity. Organizing the maintenance of the equipment is also part of the quality management activities. Furthermore, the inventory and the whole supply chain has to be managed in order to produce more efficiently.
As in all management functions, the management of human resources is an essential activity.
In operations management, the planning of actual employment levels can have a great impact on whether an organization can operate effectively. Improve There is always room to improve when it comes to the processes used, the quality and capacity achieved, or as far as the level of inventory and human resources are concerned. High-performance work systems integrate continuous improvement efforts with normal business operations. Self-managed work teams are one form of empowerment.
Process-centered A fundamental part of TQM is a focus on process thinking. A process is a series of steps that take inputs from suppliers internal or external and transforms them into outputs that are delivered to customers internal or external.
The steps required to carry out the process are defined, and performance measures are continuously monitored in order to detect unexpected variation. Integrated system Although an organization may consist of many different functional specialties often organized into vertically structured departments, it is the horizontal processes interconnecting these functions that are the focus of TQM.
Micro-processes add up to larger processes, and all processes aggregate into the business processes required for defining and implementing strategy. Everyone must understand the vision, mission, and guiding principles as well as the quality policies, objectives, and critical processes of the organization. Business performance must be monitored and communicated continuously. Every organization has a unique work culture, and it is virtually impossible to achieve excellence in its products and services unless a good quality culture has been fostered.
Thus, an integrated system connects business improvement elements in an attempt to continually improve and exceed the expectations of customers, employees, and other stakeholders. This process, called strategic planning or strategic management, includes the formulation of a strategic plan that integrates quality as a core component. Continual improvement A large aspect of TQM is continual process improvement.
Continual improvement drives an organization to be both analytical and creative in finding ways to become more competitive and more effective at meeting stakeholder expectations.
Fact-based decision making In order to know how well an organization is performing, data on performance measures are necessary. TQM requires that an organization continually collect and analyze data in order to improve decision making accuracy, achieve consensus, and allow prediction based on past history.