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business
business process management
Operations And Process Management 6th Edition Nigel Slack, Alistair Brandon-Jones - Solutions
Are the logistics for any physical inputs and outputs managed effectively!
Is sufficient effort put into supplier development!
Are mismatches between customer and supplier perceptions of both requirements and performance explored!
Are service-level agreements used to formalise customer expectations! And do they develop over time!
Is there sufficient effort in ensuring a two-way flow of information between customers and suppliers!
Do those involved in negotiation understand different possible tactics (emotion, logic, threat, bargaining and compromise) and the potential risks of their use!
Are suppliers selected using a rigorous and transparent process!
Has category analysis been carried out to determine the quadrant (non-critical, bottleneck, leverage or strategic) for different product or service purchases!
What approach to sourcing is most appropriate – multi sourcing, single sourcing, delegated sourcing or parallel sourcing!
Are ‘partnership’ relationships really partnerships or are they just called that!
Are relationships with suppliers and customers at an appropriate point on the transactional to partnership spectrum!
Is the position on the ‘transactional’ (or contractual) versus ‘partnership’ (or collaborative) spectrum understood for each supply chain relationship!
Therefore, which products or service groups need efficient (‘lean’) and which need responsive (‘agile’)supply chain management!
Which product or service groups are ‘functional’ and which are ‘innovative’!
Are supply chain objectives understood in the context of the whole network rather than the single operation!
Are supply chain concepts applied to internal (process-to-process) networks as well as external(operation-to-operation) networks!
Is it understood that the performance of any one operation is partly a function of all the other operations in the supply network!
Is it understood that supply chain management (SCM) is equally concerned with flows of information as with flows of products or services!
A gourmet burger shop has a daily demand for 250 burgers and operates for 10 hours.a) What is the required cycle time in minutes!b) Assuming that each burger takes 7.2 minutes of work, how many servers are required!c) If the burger shop has a three-stage process for making burgers, and stage 1
At the theatre, the interval during a performance of King Lear lasts for 20 minutes and in that time 86 people need to use the toilet cubicles. On average, a person spends 3 minutes in the cubicle. There are 10 cubicles available.a) Does the theatre have enough toilets to deal with the demand!b) If
The headquarters of a major creative agency offered a service to all its global subsidiaries that included the preparation of a budget estimate that was submitted to potential clients when making a ‘pitch’ for new work. This service had been offered previously only to a few of the group’s
‘It is a real problem for us’, said Angnyeta Larson. ‘We now have only ten working days between all the expense claims coming from the departmental coordinators and authorising payments on the next month’s payroll. This really is not long enough and we are already having problems during
Most of us are familiar with ‘drive-through’ fast-food operations. Think about (or better still, visit) a drive-through service and try mapping what you can see (or remember) of the process (plus what you can infer from what may be happening ‘behind the scenes’).
Has the effect of variability been recognised in the design of the process!
Are the sources of process variability recognised!
Are the relationships between throughput, cycle time and work-in-process understood (Little’s Law)!
Is the process balanced! If not, can the bottleneck stages be redesigned to achieve better balance!
Have the advantages and disadvantages of series and parallel configurations been explored!
Are the details of task precedence known for each process!
Is it necessary for process descriptions to include the degree of visibility at each stage of the process!
If not, should the process descriptions be changed or should existing process descriptions be enforced!
Are formal process descriptions followed in practice!
Are the emotional responses of any customers/people who are being ‘processed’ understood!
Are processes documented using process mapping techniques!
Is the following information known for all key processes in the operation!– The throughput or flow rate of the process!– The throughput time of the process!– The number of units in the process (work-in-process)!– The utilisation of process resources!
Do the process design objectives clearly relate to the business’s strategic objectives!
Have a clear set of performance objectives for each process been set!
Visit a supermarket and observe people’s behaviour. You may have to exercise some discretion when doing this; people generally don’t like to be stalked a round the supermarket too obviously.a) What layout type is a conventional supermarket and how does it differ from a manufacturing operation
Revisit the case example that examines Legal and General’s modular housing venture (see p. 169). Does their use of a factory to ‘build’ houses invalidate the idea that volume and variety govern the nature of operations processes!
A direct marketing company sells kitchen equipment through a network of local representatives working from home. Typically, individual orders usually contain 20–50 individual items.Much of the packing process is standardised and automatic. The vice-president of distribution is proud of his
The International Frozen Pizza Company (IFPC) operates in three markets globally. Market 1 is its largest market, where it sells 25,000 tons of pizza per year. In this market it trades under the name ‘Aunt Bridget’s Pizza’ and positions itself as making pizza ‘just as your Aunt Bridget used
A company that produces a wide range of specialist educational kits for five–ten-year-olds is based in an industrial unit arranged in a simple layout with six departments, each performing a separate task. The layout is shown in Figure 5.10, together with the results of an investigation of the
Visit a branch of a retail bank and consider the following questions:a) What categories of service does the bank seem to offer!b) To what extent does the bank design separate processes for each of its types of service!c) What are the different process design objectives for each category of service!
Use the above information to draw a ‘product–process matrix’. What does it indicate!
How would you describe each team’s process in terms of its layout, the technology (if any) it uses, and the job designs of its staff!
Where would you place each service in a scale that goes from relatively low volume/relatively high variety, to relatively high volume/relatively low variety!
What are the individual ‘services’ offered by each of the three teams!
Are job commitment mechanisms in each process appropriate for its volume–variety characteristics!
Is the extent of job definition in each process appropriate for its volume–variety characteristics!
Is the extent of division of labour in each process appropriate for its volume–variety characteristics!
Does job design ensure the imperative to design jobs that are safe, ethical and promote an adequate work/life balance!
Is the effect of the three dimensions of process technology (the degree of automation, the scale/scalability, and the coupling/connectivity of the technology) understood!
Have ‘soft’ servicescape factors been considered!
Which of the four basic layout types that correspond to different positions on the volume–variety spectrum is appropriate for each process!
Are the process layouts appropriate!
Are the implications of choosing an appropriate layout, especially the balance between process flexibility and low processing costs, understood!
Are the consequences of moving away from the ‘diagonal’ of the product–process matrix understood!
Can processes be positioned on the ‘diagonal’ of the product–process matrix!
Are ‘process types’ understood and do they match volume–variety requirements!
Globalisation is very much a ‘mixed blessing’. There is little doubt that it has lifted millions out of poverty, but it has also led to the destruction of traditional cultures in developing countries and many jobs in the developed world. Draw up lists of what you see as the advantages and
The Fast and Efficient (FAE) Transport Group is reviewing its fleet maintenance operations:‘Our lease on our current maintenance and repair facilities site will expire in a year, and we need to decide how to operate in the future. Currently, we have the one site with five repair bays. This can
A company that produces concrete paving slabs is introducing a new range of ‘textured’non-slip products. To do this, it must invest in a new machine. Demand is forecast to be around 10,000 units per month for the first year and approximately 24,000 units per month after that. The machines that
A data centre is ‘a facility composed of networked computers and storage that businesses or other organisations use to organise, process, store and disseminate large amounts of data.A business typically relies heavily upon the applications, services and data contained within a data centre, making
Consider the music business as a supply network. How did music downloads and streaming affect artists’ sales? What implications did electronic music transmission have for record shops?
What were the advantages and disadvantages of each location option open to Phanchem, and why do you think it eventually chose to co-locate with AE?
What were the risks involved in adopting a process design that was ‘totally dedicated’ to the one customer’s needs?
What were the key structure and scope decisions taken by Aarens Electronic?
Do location evaluation criteria include capital, market, cost, flexibility and risk factors?
Are sufficient location options being considered?
If considering relocation, are alternative locations always evaluated against each other and against a ‘do nothing’ option?
Have factors such as changes in demand or supply that may prompt relocation been considered?
Is the relocation decision ever considered?
Are the fixed-cost breaks of capacity increase understood, and are they taken into account when increasing or decreasing capacity?
Are the various strategies for timing changes in capacity always evaluated in terms of their advantages and disadvantages?
Is the optimum economy of scale for the different types of operation within the business periodically assessed?
Is there a rational set of criteria used for deciding whether (or not) to outsource?
Is outsourcing (or bringing back in-house) evaluated in terms of all the operation’s performance objectives?
Is the vertical integration/outsourcing issue always under review for possible benefits?
Does the operation have an approach to how it treats others in the supply network who might be both complementors and competitors?
Are any parts of the supply network likely to become disintermediated, and have the implications of this been considered?
Have the benefits of reducing the number of individual suppliers been explored?
Does the operation have a view on how it would like to see its supply network develop over time, both in terms of scope and structure?
Are the capabilities of suppliers and requirements of customers understood in terms of all aspects of operations performance?
Is the operation fully aware of all its first- and second-tier suppliers’ and customers’ capabilities and requirements?
It sounds like a joke, but it is a genuine product innovation. It’s green, it’s square and it comes originally from Japan. It’s a square watermelon. Why square? Because Japanese grocery stores are not large and space cannot be wasted. Similarly, a round watermelon does not fit into a
A janitor called Murray Spangler invented the vacuum cleaner in 1907. One year later he sold his patented idea to William Hoover, whose company went on to dominate the market.Now, the Dyson vacuum cleaner has jumped from nothing to a position where it dominates the market. The Dyson product dates
According to the Ellen MacArthur Foundation, a circular economy is ‘one that is restorative and regenerative by design, and which aims to keep products, components and materials at their highest utility and value at all times, distinguishing between technical and biological cycles’. See also
Innovation becomes particularly important at the interface between offerings and the people that use them. Consider two types of website:a) those that are trying to sell something, such as Amazon.com; andb) those primarily concerned with giving information, for example reuters.com or
‘We have to get this new product out fast’, said the Operations Director. ‘Our competitors are close behind us and I believe their products will be almost as good as ours when they launch them.’ She was talking about a new product that the company hoped would establish them as the leader in
One product for which customers value a very wide range of product types is that of domestic paint. Most people like to express their creativity in their choice of paints and other home decorating products that they use in their homes. Clearly, offering a wide range of paint must have serious cost
What would you advise Izzy and Oli to do now, and why?
What would you have done differently?
List the reasons that could have contributed to the Fierybryde development falling behind schedule.
Was it a mistake for Widescale to embark on the Fierybryde development?
If so, have the barriers to cross-functional commitment been identified and addressed?
Are some functions of the business more committed to innovating new service and product offerings than others?
Does the organisational structure of the innovation process reflect the nature of the offering?
Is senior management effort deployed early enough to ensure early resolution of design conflict?
Is overlapping (simultaneous) of the stages in the innovation process used?
Are the design of the offering and the design of processes that create and deliver it considered together as one integrated process?
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