Phase 4 Method design
Slack, Chambers and Johnston, Operations Management, sixth Edition, © Nigel Slack, Stuart Sections, and Robert Johnston 2010
Key operations questions
In Chapter 5 – Procedure design – Slack et al. determine the following important questions: • What is procedure design? • What objectives should procedure design possess? • How exactly does volume and variety affect process design and style?
• Exactly how are processes developed in detail?
Slack, Chambers and Johnston, Procedures Management, 6th Edition, © Nigel Slack, Stuart Compartments, and Robert Johnston 2010
design and style (v. ) 1540s, via Latin designare " tag out, devise, choose, select, appoint" coming from de- " out" (see de-) + signare " to mark, " via signum " a draw, sign". Originally in The english language with the which means attached to select; many modern day uses of design will be metaphoric exts.
to form or conceive inside the mind; to invent, to exercise the framework or sort of (something), because by making a sketch, outline, or pattern for a specific purpose; to mark away or select the limitations and functions of the program Slack, Chambers and Johnston, Operations Managing, 6th Model, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
Characteristics and purpose of the design activity
Products, solutions and the techniques which develop them all need to be designed. That manufactures operations overlapping the activities of product and process design and style is beneficial. Generally in most service functions the overlap between services and process design can be implicit in the nature of service.
• Product/service design has an influence on the process style and vice versa.
Slack, Compartments and Johnston, Operations Management, 6th Copy, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
The style of products/services and processes are interrelated and should be cured together
The style of your operations is the mould where the planning will likely be based Products should be developed in such a way that they can end up being created successfully and proficiently. Effective sama dengan doing the right things (goals)
Efficient sama dengan doing the right things correctly (performance)
Slack, Chambers and Johnston, Procedures Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
Process umschlusselung symbols
Method mapping symbols derived from ‘Scientific Management' Operation (an activity that directly adds value) Inspection (a check of some sort) Transport (a movement of something) Delay (a hold out, e. g. for materials) Direction of flow Safe-keeping (deliberate storage area, as opposed to a delay)
Process mapping icons derived from Systems Analysis
Commencing or end of procedure
Insight or Output from the process
Decision (exercising discretion)
Slack, Chambers and Johnston, Businesses Management, 6th Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010
Designing techniques A creation process converts resources in products/services (including the customer! ) • You will find different ‘process types'. • Process types are defined by the volume and selection of ‘items' that they process.
• Process types go by diverse names depending on whether they produce products or services in several volume and variety. four. 7
Slack, Chambers and Johnston, Functions Management, sixth Edition, © Nigel Slack, Stuart Sections, and Robert Johnston 2010
4. almost 8
Process design Volume-variety and design
The four V's of operations were amount, variety, variation and visibility. The initial two generally go together (high variety usually means low volume, substantial volume normally means low variety). Quantity and selection determine the way we design performance aims - quality, speed, dependability, flexibility and cost
Slack, Chambers and Johnston, Procedures Management, sixth Edition, © Nigel Slack, Stuart Chambers, and Robert Johnston 2010...