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1 Bedrijfskundig procesmanagement , Les 1 Hessel VISSER-1- Welkom bijNCOI MBA BedrijfskundigProcesmanagementHessel OutlinezIntroductionzBedrijfskundig ProcesmanagementzOperations Management?Why should we all know about OM?zCourse structureBedrijfskundig procesmanagement , Les 1 Hessel VISSER-3-Basisonderwijs19501960197019801 990200720002 x HTS en TUKluwerFokkerEnraf-NoniusHogeschool Rotterdam WoltersHessel Visser s-Gravendeel s-GravendeelDordrecht-4- Bedrijfskundig procesmanagement , Les 1 Hessel VISSER-5-Good tooling is half the work-6-But: Don t be overtooledBedrijfskundig procesmanagement , Les 1 Hessel VISSER-7-Operations ManagementManaging the Transformation Processin an effectiveand efficientway zEffective: Do the right job The right products To the right customer At the right time At the right qualityzEfficient: Do the job right At minimal costs-8-Business Processes Product development process Order handling process Transformation process Production process NL.

2 Primaire proceszAll these processes should be handled in an Effectiveand Efficientmanner: Operations ManagementBalancing between Customersand CostsBedrijfskundig procesmanagement , Les 1 Hessel VISSER-9-Topics in POMzOperationsDesign Network Design: Location, Sourcing, Supply Chain Management Product Design Process Design: Layout, Flow, Technology, Job designzOperationsPlanning & Control ( Utilization ) Capacity planning Inventory planning Production planning (JIT, MRP, OPT)zOperationsImprovement Total Quality Management (TQM) Business Process Redesign (BPR) Kaizen, Lean, Six Sigma, Theory Of Constraints (TOC)-10-Interfaces with other areasFinanceHRMM arketingEngineeringOperations Capacity Planning Skills, Education Job design Inventory Promotions Automation Product development Investments Cost allocationBedrijfskundig procesmanagement , Les 1 Hessel VISSER-11-Michael Porter s Value ChainFirm InfrastructureHuman Resource ManagementTechnology DevelopmentProcurementInboundLogisticsOp erations OutboundLogisticsMarketing&SalesServiceM arginMarginPrimary ActivitiesSupportActivitiesSource: Michael E.

3 Porter, Competitive Advantage. Free Press, introduce students to Operations show the Importanceof Operations as well as the need for an Integrated Visionon highlight the Linkages of Operationsto other functional explain the Competitive Potentialof Operations expose students to Recent provide students with an opportunity to identify, analyze and resolve Typical Problemswhich arise in managing OperationsBedrijfskundig procesmanagement , Les 1 Hessel VISSER-13-There are a lot of different operations-14-A general model of operations managementInput transformed resourcesMaterials Information CustomersFacilities StaffInput transforming resourcesPlanning and controlImprovementDesignThe operation s competitive role and positionOperation s strategic objectivesOperations strategyCustomersOutput products and servicesInput resourcesENVIRONMENTENVIRONMENTB edrijfskundig procesmanagement , Les 1 Hessel VISSER-15-The operations function is fashionable!

4 The consultancy services market% of world revenues of 40 largest firmsMarketing/sales2 Operations and processmanagement31 Corporate strategy17IT strategy17 Benefits/Actuarial16 Organisationaldesign11 Financial6 Preface vii-16-They are all operationsRetail operationBack office operation in a bankTake-out / restaurant operationKitchen unit manufacturing operationBedrijfskundig procesmanagement , Les 1 Hessel VISSER-17-Where does the business get its competitive advantage?The way it produces its goods and services?The way it positions itself in its market?The technological specification of its product/service?Product/Service TechnologyMarketingOperations-18-The position of the operations functionMarketingOperationsChurchCall on newcomersManage appealsRetranslate scripturesConduct weddingsAdvertise on televisionPay suppliersDesign hamburgersMake hamburgersSell to storesPay staffDesign new furnitureAssemble furnitureIdentify needsRaise capitalDevelopproductMake and distributeAccounting and financeProduct developmentFast food chainFurniture manufacturerProcess perspectiveBedrijfskundig procesmanagement , Les 1 Hessel VISSER-19-The best way to start understanding the nature of Operations is to look around youEverything you can see around you (except the flesh and blood) has been processedby an operationEvery service you consumed today (radio station, bus service, lecture, etc.)

5 Has also been producedby an operationOperations Managers createeverything you buy, sit on, wear, eat, throw at people, and throw awayWe will start by examining a high street operationBut before we will show you an example of a bad deliveryWhat are operations?-20-IKEA STORED esign elegant products which can be flat-packed efficientlyDesign a store layout which gives smooth and effective flowEnsure that the jobs of all staff encourage their contribution to business successMaintain cleanliness and safety of storage areaArrange for fast replenishment of productsMonitor and enhance quality of service to customersSite stores of an appropriate size in the most effective locationsContinually examine and improve operations practiceSome operations management activities at IKEAIkea is more than a shop. They even build houses.

6 See: procesmanagement , Les 1 Hessel VISSER-21--22-Alleen standaardcontainers?Bron: procesmanagement , Les 1 Hessel VISSER-23-Hebben 175 storesin 31 Landen MedewerkersBeschikken over 36 Purchasing officesin 29 landendie samenwerken met 2000 suppliers in 56 een range van zo n productenen miljoenen klantenper gaat door-24-Pret a Manger High-end sandwich and snack retailerUse only wholesome ingredientsAll shops have own kitchens which make fresh sandwiches every dayFresh ingredients delivered early every morningSame staff who serve you at lunch made the sandwiches that morning We don t work nights, we wear jeans, we procesmanagement , Les 1 Hessel VISSER-25-About Pret see also opened in London in 1986. College friends, Sinclair and Julian, made proper sandwiches using natural, preservative-free ingredients.

7 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 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 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 A Manger has over 160 shops in England and Scotland and is looking toopen 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.

8 Our planning use is A1 and we are mainly looking for prime shops in important towns and shoppingcentres. In addition to the original (and unique) Pret take-away concept, we are lookingfor sites for the new Local Prets. z(september 2007)-26-The three basic functions at Pret a MangerMarketingOperationsPromotional activities, market research, , location and management of stores and in-store processes and the network that supplies themNutritional mechanical and aesthetic design of the sandwiches and snacksProduct/Service TechnologyBedrijfskundig procesmanagement , Les 1 Hessel VISSER-27-At Pret a MangerENVIRONMENTINPUTOUTPUTCUSTOMERS ASSEMBLED TO SNACKSTRANSFORMED RESOURCESFood ingredients Packaging CustomersKitchen equipment Shop fittings StaffTRANSFORMINGRESOURCESTRANSFORMATION PROCESS-28-Trying to imitateBedrijfskundig procesmanagement , Les 1 Hessel VISSER-29-The two main processes at a Pret a Manger storeINPUTOUTPUTTRANSFORMATION PROCESSS andwichproductionBread, mayo, fillings, packing.

9 Fresh sandwichesSandwichproductionStaffSatisfi ed customers assembled to sandwichesPacked, fresh sandwichesCustomers-30-The three core functions as transformation process operations DesignersDesign softwareAppropriate designs as promised and to budgetProducing effective new products and servicesMarketing functionProduct/ services development functionOperations functionTransformed/ transforming resources Products and servicesProducing service value for customersSales peopleMarketeersMarket informationOrdersMarketing plans as promised and to budgetProducing sales and market plansBedrijfskundig procesmanagement , Les 1 Hessel VISSER-31-The output from most operations is a mixture of goods and servicesCRUDE OIL PRODUCTIONALUMINIUM SMELTINGSPECIALIST MACHINE TOOLMANUFACTURERRESTAURANTCOMPUTER SYSTEMS SERVICESMANAGEMENT CONSULTANCYPSYCHOTHERAPY CLINICPURE GOODST angibleCan be storedProduction precedes consumptionLow customer contactCan be transportedQuality is evidentPURE SERVICESQ uality difficult to judgeCannot be transportedHigh customer contactProduction and consumption are simultaneousCannot be storedIntangiblePret a Manger-32-Henry Ford: You can get any color as long as it is blackT-FordBedrijfskundig procesmanagement , Les 1 Hessel VISSER-33-In October of 1913, massproduction of the automobile began.

10 Ford had previouslyorganized workers and components to enhance the production of the Model T, but the moving assembly line quicklyimproved the speed of chassis assembly from:12 hours and 8 minutes to1 hour and 33 production did allow for flexibility in the price tag. Henry Ford introduced the Model T at $850 for the Touring Car, but byOctober of 1924, he was able to offer the Runabout for as low as $260. Few thingsother than the price ever changed on the Model $ $ procesmanagement , Les 1 Hessel VISSER-35-keuze grondvormkeuze besturingssysteemkeuze informatiesysteemkeuze pers. organisatielogistieke doelstellingoptimalisatie customer service in relatie tot kostenniveaulogistieke prestatie-indicatorenFiguur Integraal logistiek concept Werken met logistiek-36-Proces voor hetKOOPP roces na hetKOOPK lantenorderStroomafwaartsKOOPV oorraad-puntStroomopwaartsProductProduct ieMensenBeheersingRisicoProductiviteitLe idinggevenAnonieme productieKlantenorder gedreven productieStandaardisatieHoog volume/ MassaSpecialist van uurVoorspellingOnverkoopbaarEfficiencyHi rarchischOptiemogelijkhedenFlexibiliteit / korte steltijd/ serie =1 Generalist van of 10-16 uurOrdersDoorlooptijd/CapaciteitEffectiv iteitCreatiefVerschillende accenten voor en na het klantenorderontkoppelpunt(KOOP)