Welkom bij NCOI MBA Bedrijfskundig Procesmanagement

Welkom bij NCOI MBA Bedrijfskundig Procesmanagement Hessel Visser [email protected] -1-

Session Outline z z

Introduction Bedrijfskundig Procesmanagement

z

Operations Management? Why should we all know about OM?

z

Course structure

-2-

Bedrijfskundig Procesmanagement, Les 1 Hessel VISSER

Hessel Visser ‘s-Gravendeel

[email protected] Dordrecht

‘s-Gravendeel

Wolters CoLogic Hogeschool Rotterdam Enraf-Nonius Fokker Kluwer 2 x HTS en TU Basisonderwijs 1960 1970 1980 1950

1990

2000 2007 -3-

-4-


Good tooling is half the work

-5-

But: Don’t be overtooled

-6-


Operations Management Managing the Transformation Process in an effective and efficient way z

Effective: Do the right job ÍThe right products ÍTo the right customer ÍAt the right time ÍAt the right quality

z

Efficient: Do the job right ÍAt minimal costs -7-

Business Processes ÍProduct development process ÍOrder handling process ÍTransformation process Ê Production process Ê NL: Primaire proces

z

All these processes should be handled in an Effective and Efficient manner: Operations Management Balancing between Customers and Costs -8-


Topics in POM z

Operations Design ÍNetwork Design: Location, Sourcing, Supply Chain Management ÍProduct Design ÍProcess Design: Layout, Flow, Technology, Job design

z

Operations Planning & Control (“Utilization”) ÍCapacity planning ÍInventory planning ÍProduction planning (JIT, MRP, OPT)

z

Operations Improvement ÍTotal Quality Management (TQM) ÍBusiness Process Redesign (BPR) ÍKaizen, Lean, Six Sigma, Theory Of Constraints (TOC) -9-

Interfaces with other areas HRM

Engineering

•Capacity Planning •Skills, Education •Job design

•Automation •Product development

Operations • Inventory • Promotions Marketing


• Investments • Cost allocation Finance

-10-

Michael Porter’s Value Chain Firm Infrastructure

Inbound Operations Outbound Marketing Service Logistics Logistics & Sales

in

Technology Development Procurement

Ma rg

Human Resource Management

rgin Ma

Support Activities

Primary Activities Added Value Source: Michael E. Porter, Competitive Advantage. Free Press, 1985

-11-

Objectives 1. 2.

3.

4.

5. 6.

To introduce students to Operations Environments To show the Importance of Operations as well as the need for an Integrated Vision on Operations To highlight the Linkages of Operations to other functional areas To explain the Competitive Potential of Operations strategy To expose students to Recent Trend To provide students with an opportunity to identify, analyze and resolve Typical Problems which arise in managing Operations

-12-


There are a lot of different operations

-13-

A general model of operations management

ENVIRONMENT

Operation’s strategic objectives

Operations strategy

The operation’s competitive role and position

Input transformed resources Materials Information Customers

Design

Improvement Output products and services

Input resources

Facilities Staff Input transforming resources

Customers

Planning and control

ENVIRONMENT -14-


The operations function is fashionable! The consultancy services market % of world revenues of 40 largest firms

Financial 6

Marketing/sales 2

Organisational design 11

Operations and process management 31

Benefits/Actuarial 16 IT strategy 17

Corporate strategy 17

Preface vii

-15-

Back office operation in a bank

Kitchen unit manufacturing operation

They are all operations

Retail operation

Take-out / restaurant operation -16-


Where does the business get its competitive advantage?

The “technological” specification of its product/service?

Product/ Service Technology

Marketing

The way it produces its goods and services?

Operations

The way it positions itself in its market? -17-

The position of the operations function

Marketing

Accounting and finance

Product development

Operations

Church

Call on newcomers

Manage appeals

Retranslate scriptures

Conduct weddings

Fast food chain

Advertise on television

Pay suppliers

Design hamburgers

Make hamburgers

Furniture manufacturer

Sell to stores

Pay staff

Design new furniture

Assemble furniture

Process perspective

Identify needs

Raise capital

Develop product

Make and distribute

-18-


What are operations? The best way to start understanding the nature of “Operations” is to look around you Everything you can see around you (except the flesh and blood) has been processed by an operation Every service you consumed today (radio station, bus service, lecture, etc.) has also been produced by an operation Operations Managers create everything you buy, sit on, wear, eat, throw at people, and throw away We will start by examining a “high street” operation But before we will show you an example of a bad delivery -19-

Some operations management activities at IKEA Design elegant products which can be flat-packed efficiently

Site stores of an appropriate size in the most effective locations Maintain cleanliness and safety of storage area

Design a store layout which gives smooth and effective flow

IKEA STORE

Arrange for fast replenishment of products

Ensure that the jobs of all staff encourage their contribution to business success

Continually examine and improve operations practice

Monitor and enhance quality of service to customers

Ikea is more than a shop. They even build houses. See: www.boklok.com -20-


-21-

Alleen standaard containers?

Bron: www.firstpenthouse.co.uk -22-


IKEA gaat door

Heeft een range van zo’n 13.000 producten en miljoenen klanten per dag. Beschikken over 36 Purchasing offices in 29 landen die samenwerken met 2000 suppliers in 56 landen. Hebben 175 stores in 31 Landen met 70.000 Medewerkers

-23-

Pret a Manger “High-end” sandwich and snack retailer Use only “wholesome” ingredients All shops have own kitchens which make fresh sandwiches every day Fresh ingredients delivered early every morning Same staff who serve you at lunch made the sandwiches that morning “We don’t work nights, we wear jeans, we party…” See:www.pret.com -24-


About Pret see also www.pret.com z

Pret opened in London in 1986. College friends, Sinclair and Julian, made proper sandwiches using natural, preservative-free ingredients. The two of them had woefully little experience in the world of business. They created the sort of food they craved but couldn’t find anywhere else.

z

Because Pret is private we don’t face the same pressure to grow that a public company does. We will develop slowly, one shop at a time. There are about 150 Pret shops at the moment. Most of them are in the UK. We turn over roughly 150 million pounds a year and would like to make 9% profit but haven’t yet. One day we will.

z

In addition to the original (and unique) Pret take-away concept, there is our new Pret delivery service and Local Pret to look forward to. We must go one step at a time, no rush.

z

Pret A Manger has over 160 shops in England and Scotland and is looking to open an additional 25 new shops in 2007. These can be from 600sqft (if it is a busy area and we have a large shop nearby) to 3000sqft. Our planning use is A1 and we are mainly looking for prime shops in important towns and shopping centres. In addition to the original (and unique) Pret take-away concept, we are looking for sites for the new Local Prets.

z

(september 2007)

-25-

The three basic functions at Pret a Manger Nutritional “mechanical” and aesthetic design of the sandwiches and snacks

Product/ Service Technology

Marketing Promotional activities, market research, etc.

Operations

Design, location and management of stores and in-store processes and the network that supplies them

-26-


At Pret a Manger TRANSFORMED RESOURCES

ENVIRONMENT

Food ingredients Packaging Customers

TRANSFORMATION PROCESS

INPUT

OUTPUT

CUSTOMERS “ASSEMBLED” TO SNACKS

Kitchen equipment Shop fittings Staff TRANSFORMING RESOURCES

-27-

Trying to imitate

-28-


The two main processes at a Pret a Manger store INPUT

Bread, mayo, fillings, packing, etc.

Sandwich production

Staff

TRANSFORMATION PROCESS

OUTPUT

Packed, fresh sandwiches

Packed, fresh sandwiches Staff

Sandwich production

Satisfied customers “assembled” to sandwiches

Customers

-29-

The three core functions as transformation process ‘operations’ Designers Design software

Producing effective new products and services

Appropriate designs as promised and to budget

Product/ services development function

Operations function

Transformed/ transforming resources

Producing service value for customers

Marketing function

Products and services Sales people Marketeers Market information

Producing sales and market plans

Orders Marketing plans as promised and to budget

-30-


The output from most operations is a mixture of goods and services Tangible

Production precedes consumption Low customer contact Can be transported

PSYCHOTHERAPY CLINIC

Quality is evident MANAGEMENT CONSULTANCY

COMPUTER SYSTEMS SERVICES

RESTAURANT

Pret a Manger

SPECIALIST MACHINE TOOL MANUFACTURER

Can be stored ALUMINIUM SMELTING

CRUDE OIL PRODUCTION

PURE GOODS

Intangible Cannot be stored Production and consumption are simultaneous High customer contact Cannot be transported Quality difficult to judge

PURE SERVICES -31-

T-Ford

Henry Ford: You can get any color as long as it is black -32-


In October of 1913, mass production of the automobile began. Ford had previously organized workers and components to enhance the production of the Model T, but the moving assembly line quickly improved the speed of chassis assembly from: 12 hours and 8 minutes to 1 hour and 33 minutes. -33-

2.000.000/Year $ 850.1.000.000/Year $ 260.1909

time 1926

Mass production did allow for flexibility in the price tag. Henry Ford introduced the Model T at $850 for the Touring Car, but by October of 1924, he was able to offer the Runabout for as low as $260. Few things Ford other than the price ever changed on the Factory Model T -34-


Figuur 2.3 Integraal logistiek concept logistieke doelstelling optimalisatie customer service in relatie tot kostenniveau

keuze grondvorm

keuze besturingssysteem

keuze informatiesysteem

keuze pers. organisatie

logistieke prestatie-indicatoren

Werken met logistiek

-35-

Het Klanten Order Ontkoppel Punt

Stroomopwaarts Proces voor het KOOP

Klantenorder

KOOP Voorraadpunt

Anonieme productie

Stroomafwaarts Proces na het KOOP Klantenorder gedreven productie

Product

Standaardisatie

Optiemogelijkheden

Productie

Hoog volume/ Massa

Flexibiliteit/ korte steltijd/ serie =1

Mensen

Specialist van 8.00-17.00 uur

Generalist van 7.00- 20.00 of 10-16 uur

Beheersing

Voorspelling

Orders

Risico

Onverkoopbaar

Doorlooptijd/Capaciteit

Productiviteit

Efficiency

Effectiviteit

Leidinggeven

Hiërarchisch

Creatief

Verschillende accenten voor en na het klantenorderontkoppelpunt (KOOP) Werken met logistiek

-36-


inkoop

productie

distributie

verkoop

assemblage

onderdelen

installatie

leveranciers KOOP 1

ge

en g it in vite n i an ct pl e a op erd se ba

KOOP 4

KOOP 5

KOOP 2

KOOP 3

maken voor lokale voorraad

maken voor centrale voorraad

assembleren op order

maken op order er tg an kl

e ht ic

ite tiv ac

ite

n

klantenorder

inkopen en maken op order

klantenorderontkoppelpuntconcept (KOOP): hoe ver dringt een klantenorder door?

Klantenorderontkoppelpuntposities vertegenwoordigen vijf besturingsconcepten Werken met logistiek

risicokosten

-37-

het voldoen aan leververplichtingen voorraden

vaste activa

KOOP 5

KOOP 4

KOOP 3

KOOP 2

KOOP 1

Figuur 2.8 Het ondernemersrisico, verbonden aan de keuze van het klantenorderontkoppelpunt Werken met logistiek

-38-


Damen shipyards Gorinchem

-39-

Twee zeer populaire boeken zijn geschreven door: James Womack, Daniel Jones

The Vision of “Lean” in the USA -40-


What has been changed in car industry? -41-

En hoe zit dat bij de bouw? verkoopvolume per productvariant

Standaard bouwvorm Massa op maat

Klassiek/ ambachtelijk aantal productvarianten Klantgericht bouwen

-42-


Visie prof. dr. ir. Hans Wortmann mei 2005

verkoopvolume per productvariant

mass-customization (maatwerk configuraties, standaard bouwblokken Model Driven Architecture) Lean-refurbishment (aanpassen van bouwblokken En configuratie; Integratie met legacy) dit

MDA ERP

project

craftsmanship (maatwerk software) mass-production (standaard software)

pre-ERP

aantal productvarianten

-43-

Leverancier

Betaalbaarstelling factuur

factuur Leverancier

facturering Klant 1A

inkoop

Leverancier Afroep en Bestellen

Klant 3

factuur naar klant

administratie

voorraad beheer

logistiek management werkplanning

pakbon

Verkoop binnendienst

Klant 1B

Verkoop buitendienst

kopie pakbon

inkoopbon gecontroleerd facturering kopie pakbon (gecontroleerd) voorraadmutaties

pakbon en factuur Leverancier

voorraadmutatie pakbon

controleren uitpakken opslaan

orderzamelen

Klant 2A

Overtap hergroeperen transport

naar locatie ontvangst

inpakken verzamelen naar inpak

transport

Opslag/ KOOP

expeditie

Inpakken verpakken

muteren/ administratie

afhalen

Model van een groothandel


Klant 2B

balieverkoop

-44-

Productiebedrijven DAF Trucks heeft productiebedrijven in Eindhoven, Nederland, en in Westerlo, België. In beide fabrieken zijn de laatste jaren aanzienlijke investeringen gedaan om het productieproces verder te stroomlijnen en een verlaging van de productiekosten en verbetering van de flexibiliteit te bewerkstelligen. -45-

Build to Order: processchema Beleid prognose gestuurd

klant bestelt truck

klantorder gestuurd ontwikkeling

order

prognose

orders cabine ass.

in- en externe leveranciers

KOOP

assen ass.

motor ass.

0


klant heeft truck

truck ass.

direct delivery weken

8 46

-46-

Welkom bij NCOI MBA Bedrijfskundig Procesmanagement

Recommend Documents