Understanding the Operations Management.Ppt

Editor's Notes

• #3: This slide can be used to introduce the concept of trade-off in process design.
• #4: This slide can be used to begin discussion of two points: - one seldom employs a pure process strategy (process, repetitive, or product) - but rather a strategy which has elements of each of the pure strategies - i.e., practical strategies lie along a continuum. - one seldom employs only a single strategy.
• #5: It may be most useful to begin discussion of this slide with the repetitive process since most student seem to have a concept of an assembly line. Once the repetitive process is introduced, one can then view changing one of the parameters, volume or length of run, and argue the need for process- or product-focus systems. Once the three types of processes have been introduced, it is probably useful to discuss precisely why the low-volume/long run, and high-volume/short run options are poor choices.
• #7: You can use this slide to introduce a discussion of process-focused strategy. Examples are suggested in the following slide or may be requested of students.
• #8: Select one of the examples you have presented of process-focused strategy, and ask students to identify the sources of advantage and disadvantage.
• #9: Some examples of products produced using a product-focused strategy.
• #10: You can use this slide to begin a discussion of product-focused strategy. The following slide outlines some advantages/disadvantages of this approach.
• #13: At this point, you might compare in more detail, McDonalds (which uses a batch system) with Wendy’s (which, at least at high volumes, perhaps more closely resembles a simple assembly line).
• #14: You can use this slide to begin your discussion of repetitive strategies; the next suggests additional characteristics; the slide following that, some examples.
• #17: Another slide which may be used to summarize differences between the process strategies.
• #19: Once students understand what mass customization is, they should be asked to consider whether such an approach will move from an “option” at present, to a “necessity” in the future.
• #20: Discussion of NUCOR should center around the difference between their product-oriented process and an integrated facility. The next slide highlights some of the differences.
• #21: You might use this slide to frame a discussion on process evaluation. Once you have discussed the questions posed on the slide, you might ask students to suggest additional questions or “tests” by which one might evaluate the “quality” of a process.
• #22: This slide introduces tools for process design. While examples of flow diagrams and process charts have arisen earlier in the presentation, they are repeated in the next two slides.
• #23: This slide introduces tools for process design. While examples of flow diagrams and process charts have arisen earlier in the presentation, they are repeated in the next two slides.
• #24: This slide can be used to introduce the design of service processes, or to frame a discussion of the impact of customer interaction on the design of process in general. Here it is probably useful to ask that students define the nature of the customer interaction represented in each quadrant, and identify ways in which the process must be modified in light of these interactions.
• #25: Students should be asked to suggest examples of companies/products employing the techniques listed on this and the next two slides.
• #26: This slide merits discussion. While Process Reengineering has the potential to significantly improve both efficiency and effectiveness of an organization’s processes, its actual implementation often results in failure. Some of the points to be made: - process reengineering, if successful, will result in significant change in process, responsibilities, patterns of communication, and other organization staples. - process reengineering cannot be implemented top down - the workers actually performing the process should be the ones to redesign it. - process reengineering requires that fundamental questions (e.g., “Why are we doing this?” and “Why are we doing this this way?”) must be asked and answered.
• #27: This slide merits discussion. While Process Reengineering has the potential to significantly improve both efficiency and effectiveness of an organization’s processes, its actual implementation often results in failure. Some of the points to be made: - process reengineering, if successful, will result in significant change in process, responsibilities, patterns of communication, and other organization staples. - process reengineering cannot be implemented top down - the workers actually performing the process should be the ones to redesign it. - process reengineering requires that fundamental questions (e.g., “Why are we doing this?” and “Why are we doing this this way?”) must be asked and answered.