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Using Operations to Create Value

Class 1

Chapter 1

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Teaching experience – Villanova (9 years), SJU (5 years and counting), Drexel (1 year)

Educational background

Juniata College – BS Math and Business

Temple University – MBA Operational Management

Work background

Oracle

Executive Business Consulting

SAP

Director of Business Development for Collaborative Solutions for Consumer Products

Campbell’s Soup

Vice President Supply Chain (Customer Service/Customer Logistics/Continuous Replenishment)

Procter & Gamble

ECR and Reverse Logistics Manager; Military Customer Service Manager; Customer Logistics Manager; Distribution Manager; Materials Manager; Purchasing Manager; Planning Manager

Keith Colonna

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Week Of	Class	Chapter	Case Study / Discussion	Assignment
1/4	1	1
1/11	2	2	Disney
1/18	3	3-4	McDonald’s	Assignment #1 due by midnight Friday, January 22
1/25	4	5	Southwest Airlines
2/1	5	6	Walmart

Schedule

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Week Of	Class	Chapter	Case Study / Discussion	Assignment
2/8	6	7-8	Barnes and Nobel	Assignment #2 due by midnight Friday, February 12
2/15	7	9	Dell
2/22	8	10-11	Amazon
2/29	9	12-13	UPS
3/7	10	14-15	Procter & Gamble
3/14	11			Assignment #3 due by midnight Friday, March 18

Schedule

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Objective for Today

Establish a clear and thorough understanding of the:

How the class will be taught

Expectations of you

Tests/Projects/Grading

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Text

10th Edition

11th Edition

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Keys to the Class

Concept class – understanding Operations/Supply Chain concepts at a high level, making connections/linkages between concepts, understanding the breadth and width of the subject matter.

Analysis – I am more interested in your ability to analyze a situation and make the best decision than I am about how well you can memorize and regurgitate facts.

Supplemental information – You will be responsible for the text materials and I will primarily be reviewing the most important parts of each chapter and adding additional information based on my actual business experiences. Anything you see in red is what I have supplemented.

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Keys to the Class (continued)

Discussion topics – since we cannot discuss topics within our asynchronous classes, I will be introducing two discussion topics each week, one “topic” related and one “company” related. Your participation in these discussions will not be graded, but can positively impact your grade. Either or both discussions may require outside research.

Assignments – your assignments will be graded on how well you “convince” me you understand the subject matter.

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Syllabus

Review Syllabus

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What is Operations Management?

Operations Management

The systematic design, direction, and control of processes that transform inputs into services and products (outputs) for internal, as well as external, customers

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Operations Management

Process

Any activity or group of activities that takes one or more inputs, transforms them, and provides one or more outputs for its customers

Operation

A group of resources performing all or part of one or more processes

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What is Supply Chain Management?

Supply Chain Management

The synchronization of a firm’s processes with those of its suppliers and customers to match the flow of materials, services, products, cash and information with customer demand

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Supply Chain Management

Supply Chain

An interrelated series of processes within and across firms the produces a service or product to the satisfaction of customers

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Original “Sequential” Supply Chain

Consumers

Retailers

Distributors

Suppliers

Product Flow

Cash Flow

Information Flow

Manufacturers

Materials/ingredients

Finished Product

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Slide: Defines term Networked Supply Chain and establishes key elements.

Main points:

Need to define what we mean by a NSC as everyone defines it differently. It is not a chain, but a fabric of relationships -- needs to be flexible, across and through constituents -- that add value to the supply chain, and it includes everyone, not just suppliers.

While supply chains are not new, the ability to connect seamlessly is. This allows more valuable exchanges.

Finally, the NSC must focus on the ultimate customer,where everyone in the SC is worked to serve the same customer. It aligns all to add maximum value and minimize busy work.

Process: Use builds to develop messages. Stress technology as the enabler of the “news”.

Interaction: Can ask if audience defines the term the same way.

Circular Supply Chain

Consumers

Retailers

Distributors

Suppliers

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Supply-chain is a term that describes how organizations (suppliers, manufacturers, distributors, and customers) are linked together

What is a Supply Chain?

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Role of Operations in an Organization

Integration between Different Functional Areas of a Business

Figure 1.1

/Accounting

Sales /

/ Supply Chain

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How Processes Work

Figure 1.2

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How Processes Work

Every process and every person in the organization has customers

External customers

Internal customers

Every process and every person in the organization relies on suppliers

External suppliers

Internal suppliers

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Changing Focus from Function to Process

Suppliers

Customers

Function Focus

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Changing Focus from Function to Process

Customers

Suppliers

Process Focus

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Nested Processes

Nested Process

The concept of a process within a process

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Service and Manufacturing Processes

Physical, durable output

Output can be inventoried

Low customer contact

Long response time

Capital intensive

Quality easily measured

Intangible, perishable output

Output cannot be inventoried

High customer contact

Short response time

Labor intensive

Quality not easily measured

More like a manufacturing process

More like a service process

Differ Across Nature of Output and Degree of Customer Contact

Figure 1.3

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A Supply Chain View

Each activity in a process should add value to the preceding activities; waste and unnecessary cost should be eliminated.

Figure 1.4

Streamline, standardize and simplify processes

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The Supply Chain View

Supplier relationship process – A process that selects the suppliers of services, materials, and information and facilitates the timely and efficient flow of these items into the firm

Figure 1.4

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Figure 1.4

The Supply Chain View

New service/product development – A process that designs and develops new services or products from inputs from external customer specifications or from the market

I would have put this first

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Figure 1.4

The Supply Chain View

Order fulfillment process – A process that includes the activities required to produce and deliver the service or product to the external customer

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Figure 1.4

The Supply Chain View

Customer relationship process – A process that identifies, attracts and builds relationships with external customers and facilitates the placement of orders by customers

(customer relationship management)

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The Supply Chain View

Support Processes - Processes like Accounting, Finance, Human Resources, Management Information Systems and Marketing that provide vital resources and inputs to the core processes

Figure 1.4

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Supply Chain Process

Supply Chain Processes

Business processes that have external customers or suppliers

Examples

Outsourcing

Warehousing

Sourcing

Customer Service

Logistics

Crossdocking

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Operations Strategy

The means by which operations implements the firm’s corporate strategy and helps to build a customer-driven firm

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Operations Strategy

Corporate Strategy

Environmental scanning

Core competencies

Core processes

Global strategies

Market Analysis

Market segmentation

Needs assessment

Competitive Priorities

Cost

Quality

Time

Flexibility

New Service/

Product Development

Design

Analysis

Development

Full launch

Operations Strategy

Decisions

Managing processes

Managing supply chains

Competitive Capabilities

Current

Needed

Planned

Performance Gap?

Yes

Figure 1.5

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Corporate Strategy

Provides an overall direction that serves as the framework for carrying out all the organization’s functions

Environmental Scanning

Core Competencies

Core Processes

Global Strategies

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Market Analysis

Understand what the customers want and how to provide it.

Market Segmentation

Needs Assessment

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Competitive Priorities and Capabilities

Competitive Priorities

The critical dimensions that a process or supply chain must possess to satisfy its internal or external customers, both now and in the future.

Competitive Capabilities

The cost, quality, time, and flexibility dimensions that a process or supply chain actually possesses and is able to deliver.

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Order Winners and Qualifiers

Order Winners

A criterion customers use to differentiate the services or products of one firm from those of another.

Order Qualifiers

Minimum level required from a set of criteria for a firm to do business in a particular market segment.

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COST	Definition	Process Considerations	Example
Low-cost operations	Delivering a service or a product at the lowest possible cost	Processes must be designed and operated to make them efficient	Costco
QUALITY
Top quality	Delivering an outstanding service or product	May require a high level of customer contact and may require superior product features	Rolex
Consistent quality	Producing services or products that meet design specifications on a consistent basis	Processes designed and monitored to reduce errors and prevent defects	McDonald’s

Table 1.3

First Need to Decide How You Want to Compete (Competitive Advantage)

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TIME	Definition	Process Considerations	Example
Delivery speed	Quickly filling a customer’s order	Design processes to reduce lead time	Netflix
On-time delivery	Meeting delivery-time promises	Planning processes used to increase percent of customer orders shipped when promised	United Parcel Service (UPS)
Development speed	Quickly introducing a new service or a product	Cross-functional integration and involvement of critical external suppliers	Zara

Table 1.3

First Need to Decide How You Want to Compete (Competitive Advantage)

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FLEXIBILITY	Definition	Process Considerations	Example
Customization	Satisfying the unique needs of each customer by changing service or product designs	Low volume, close customer contact, and easily reconfigured	Ritz Carlton
Variety	Handling a wide assortment of services or products efficiently	Capable of larger volumes than processes supporting customization	Amazon.com
Volume flexibility	Accelerating or decelerating the rate of production of services or products quickly to handle large fluctuations in demand	Processes must be designed for excess capacity and excess inventory	The United States Postal Service (USPS)

Table 1.3

First Need to Decide How You Want to Compete (Competitive Advantage)

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Chapter 1 – Part 2 Operations Strategy

Table 1.5

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Relationship of Order Winners to Competitive Priorities

Figure 1.6

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Relationship of Order Qualifiers to Competitive Priorities

Figure 1.6

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Operations Strategy

OPERATIONS STRATEGY ASSESSMENT OF THE BILLING AND PAYMENT PROCESS
Competitive Priority	Measure	Capability	Gap	Action
Low-cost operations	Cost per billing statement	$0.0813	Target is $0.06	Eliminate microfilming and storage of billing statements
	Weekly postage	$17,000	Target is $14,000	Develop Web-based process for posting bills
Consistent quality	Percent errors in bill information	0.90%	Acceptable	No action
	Percent errors in posting payments	0.74%	Acceptable	No action
Delivery speed	Lead time to process merchant payments	48 hours	Acceptable	No action
Volume flexibility	Utilization	98%	Too high to support rapid increase in volumes	Acquire temporary employees Improve work methods

Table 1.5

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What is Strategic Management?

A process:

of formulating, implementing, and evaluating cross-functional decisions that enable the organization to define and achieve its vision/mission, and ultimately to create value.

Involves three activities:

Analysis (Key performance indicators/metrics or what defines success)

Decision making

Action

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Strategic Management Process

During the Strategic Management Process you are basically determining what your core competencies are and how your company will compete (or stay competitive) in the future.

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Strategic Management Focuses on these questions

What is our business?

What do we want to become?

And how will we get there?

Who are our customers?

What do our customers value?

How are we going to compete?

What are our most important KPI’s, or how do we measure progress?

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Strategic Challenge

Value Creation

For Whom?

Customers

Owners

Employees

What does value mean to each?

How will value be achieved?

How does an organization survive and thrive?

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Strategic Management Process

Capable

Yes

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Why

Strategic Management Process is designed to improve focus, gain greater alignment, and achieve rapid execution of top down strategic improvements that will give us a competitive advantage with our customers.

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The Strategic Management Process

Defines “Winning”:

1. Top leadership establishes and communicates the company Purpose, Vision, and Values.

2. Top leadership establishes the key 5-10 year strategic plan that includes objectives, goals, strategies and measures (OGSM) for the corporation.

3. Each Business Unit and Function then develop their 5 year plan including OGSM’s to meet and align with the 5-10 year Corporate OGSM

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The Visioning Process What Do We Want to Become

Where are we today versus what we want to become

Mission

What value do we want to bring to bear (competitive advantage)

Vision

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Strategic Development and Deployment Flow

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Strategic Development - How

It all starts with the “business needs”. As these business needs are determined it is not clearly known how we will meet them. Based on data, one or two key items are selected that will give us the highest leverage towards fulfilling the business need and achieving the vision.

Organizational units determine what they can do that will contribute to successfully meeting these needs.

There is typically one strategy that is developed that is unlike any ever done before. This work is considered ”innovation” or “breakthrough”.

Plans (strategies) are developed and refined to narrow the gap between need and current reality – to determine the HOW. This refinement is an iterative process to determine if the plan will meet the need.

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Breakthrough Concepts

Breakthrough

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Objectives, Goals, Strategies and Measures (OGSM)

A. We must start by identifying our critical measures, and what processes are associated with these critical measures (or what spells success for our organization).

B. We must then narrow down this critical measures/processes to those that relate to the Objectives and Strategies deployed to us.

C. The next step must be an evaluation stage, or the “Situational Appraisal”. During this stage we must internally evaluate ourselves and our processes. This internal examination reviews what we focused on over the last few years and evaluates:

1) actual results achieved versus our expectations,

2) benefits or impacts that were delivered through these results,

3) how they relate to or influence the Objectives and Goals that have been deployed to us, and

4) what is different today that must be taken into consideration.

D. Must then make decisions on which processes/metrics need to be improved upon and which can be placed into “maintenance” mode. (can’t work on everything)

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Set Objectives and Craft Strategy

OBJECTIVE: What we want and need to achieve our vision.

GOAL: The numeric translation of the Objective (KPI based). This further clarifies exactly what we mean by the Objective. It takes away the subjectiveness of the words.

STRATEGIES: How we plan to achieve the Objective. Much work goes into this. Business data is examined along with industry analysis, environmental considerations, customer, supplier, government regulations, etc., to determine the highest leverage strategies that will move us most quickly to our Objective.

MEASURES: The numeric translation of the Strategies. This further clarifies what we mean by the Strategies. It takes away the subjectiveness of the words

Objectives, goals & strategies

must link back to the KPI’s

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Strategic Development Process Flows

Throughout the entire process the following three integrated flows should always hold true:

Direction flows top down

Capacity flows bottom up

Processes (owned by the total system) flow cross functional

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Steps to Developing and Deploying a Strategy

1.Understand the Strategies and measures that have been deployed to your organization.

2. Gather data – Industry/Market trends, customer needs/requirements/issues, company Goals (Marketing/Sales Strategies, Corporate Financial Targets, E-business solutions), long term Vision, Results, and Capabilities.

3. Analyze data and develop the best Strategies that will deliver the Objectives and Goals deployed to us.

4. Develop Business, Category, Brand, and Corporate Functional OGSM’s.

5. Deploy Strategies and Measures to the next level of your organization as their Objectives and Goals.

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Cascading OGSM

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OGSM

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Typical Key Performance Indicators (KPI’s)

Shorten NPD cycle-time

Increase NPD success rate

Eliminate quality / compliance problems that take away from sales (improve quality)

Improve customer satisfaction

Minimize out of stocks

Improve productivity (mfg and people)

Get capacity right

Eliminate wastes

Reduce time

Reduce Inventory

Improve Forecasting

VMI

CPFR

Leverage spend

JIT

Improve supplier quality

Create a closed-loop quality system

Stay on top of compliance

Take a proactive approach to quality

Strategic Management Process

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Build Shareholder Wealth

Grow Revenues

Minimize Costs

Mitigate Risk

Corporate OGSM

Vision

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Grow Shareholder Wealth

Corporate OGSM

Vision

Corporate Objectives & Goals

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Grow Shareholder Wealth

Grow Top-line Revenues

10%

Grow Employees Along with Business

20% higher retention

Reduce Costs

10%

Corporate OGSM

Vision

Corporate Objectives & Goals

Corporate Strategies & Measures

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Grow Shareholder Wealth

Grow Top-line Revenues

10%

Grow Employees Along with Business

20% higher retention

Reduce Costs

10%

Mergers & Acquisitions

(2 over next 3 yrs)

Expand into New Markets / Geographies (China)

Accelerate Innovation (20% Revenues from New Products)

Initiate a Total Quality Management System

Implement a 360 Degree Performance Review Process

Consolidate Functions

(One for Each)

Implement Enabling Technologies

($50M Budget)

Incent Efficient Behaviors

(Reduce COGS by 10%)

Business Unit (BU) OGSM

Vision

BU Objectives & Goals

BU Strategies & Measures

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Mergers & Acquisitions

(2 over next 3 yrs

Expand into New Markets / Geographies (China)

Accelerate Innovation (20% Revenues from New Products)

Identify BU Merger Candidates (Begin Negotiations)

Identify Acquisition Candidates (Begin Negotiations)

Identify a Broker In China

Estimate Demand

Determine Brands To Expand

Identify New Categories

Develop / Implement New Process

Grow Top-Line Revenues 10%

Addressing the Trends and Challenges in Operations Management

Measuring Productivity

The Role of Management

Output

Input

Productivity =

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Capacity/Utilization/Productivity

What is the difference between capacity and utilization?

When you add capacity does utilization go up or down?

What is the ideal range for utilization?

How can you increase capacity?

Production efficiency can also be called productivity. Is productivity restricted to manufacturing?

Utilization is based on production standards. What happens when production efficiency goes down?

Capacity is the maximum potential usage and utilization is what part of that maximum you are using

Utilization goes down when you add capacity (using 4 hours of an 8 hours capacity is 50% utilization, while using 4 hours of a 24 hour capacity is 16.7%)

70 – 80%, any lower wastes capacity and any higher risks being able to accomplish our goals

Add assets (new plants or adding to existing plants), improve existing plants to be able manufacture more

If your standard was 100 cases/hour and your efficiency for the month was 90%, then your capacity goes down

No, you can also measure productivity of people, processes, technologies, etc.

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Business Policy

simmers

Capacity/Utilization/Productivity

Capacity

1 machine that can run 24 hours a day and make 1,000 units/hour has a capacity of 24,000 units

Utilization

If you only run that machine for 8 hours you have a utilization rate of 33%

Productivity

The 1,000 units/hour is your productivity rate/standard

Efficiency

If you only average 900/units per day your efficiency is 90%

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Business Policy

simmers

Example 1.1

a. Three employees process 600 insurance policies in a week. They work 8 hours per day, 5 days per week.

Labor productivity =

Policies processed

Employee hours

Calculate the Productivity for the following operations:

= = 5 policies/hour

600 policies

(3 employees)(40 hours/employee)

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Example 1.1

A team of workers makes 400 units of a product, which is sold in the market for $10 each. The accounting department reports that for this job the actual costs are $400 for labor, $1,000 for materials, and $300 for overhead.

Multifactor productivity =

Value of output

Labor cost + Materials cost

+ Overhead cost

= = = 2.35

(400 units)($10/unit)

$400 + $1,000 + $300

$4,000

$1,700

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	factory unit sales
	employment

Application 1.1

Calculate the year-to-date labor productivity:

Calculate the multifactor productivity:

	This Year	Last Year	Year Before Last
Factory unit sales	2,762,103	2,475,738	2,175,447
Employment (hrs)	112,000	113,000	115,000
Sales of manufactured products ($)	$49,363	$40,831	—
Total manufacturing cost of sales ($)	$39,000	$33,000	—

Last Year
	2,475,738	= 21.91/hr
	113,000

Year Before Last
	2,175,447	= $18.91/hr
	115,000


	sales of mfg products
	total mfg cost

This Year
	$49,363	= 1.27
	$39,000

Last Year
	$40,831	= 1.24
	$33,000

This Year
	2,762,103	= 24.66/hr
	112,000

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Addressing the Trends and Challenges in Operations Management

Global Competition

Ethical, Workforce Diversity, and Environmental Issues

I don’t see these as new trends

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Trends in Operations Management My View

Supplier and customer collaboration (example Vendor Managed Inventory or VMI)

Accelerating Innovation (new product development)

Concepts that reduce inventory (VMI, consignment, RFID, multi-company shipping, etc.)

Proactive quality and compliance management

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Solved Problem 1

Student tuition at Boehring University is $150 per semester credit hour. The state supplements school revenue by $100 per semester credit hour. Average class size for a typical 3-credit course is 50 students. Labor costs are $4,000 per class, material costs are $20 per student per class, and overhead costs are $25,000 per class.

What is the multifactor productivity ratio for this course process?

If instructors work an average of 14 hours per week for 16 weeks for each 3-credit class of 50 students, what is the labor productivity ratio?

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Solved Problem 1

Multifactor productivity is the ratio of the value of output to the value of input resources.

Value of output =

50 student

class

$150 tuition +

$100 state support

credit hour

3 credit hours

student

Value of inputs = Labor + Materials + Overhead

= $37,500/class

= $4,000 + ($20/student  50 students/class) + $25,000

= $30,000/class

= = 1.25

$37,500/class

$30,000/class

Output

Input

Multifactor productivity

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Solved Problem 1

Labor productivity is the ratio of the value of output to labor hours. The value of output is the same as in part (a), or $37,500/class, so

Labor hours of input =

14 hours

week

16 weeks

class

Labor productivity =

$37,500/class

224 hours/class

Output

Input

= 224 hours/class

= $167.41/hour

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Solved Problem 2

Natalie Attire makes fashionable garments. During a particular week employees worked 360 hours to produce a batch of 132 garments, of which 52 were “seconds” (meaning that they were flawed). Seconds are sold for $90 each at Attire’s Factory Outlet Store. The remaining 80 garments are sold to retail distribution at $200 each.

What is the labor productivity ratio of this manufacturing process?

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Solved Problem 2

Labor productivity =

$20,680

360 hours

Output

Input

Labor hours of input = 360 hours

Value of output = (52 defective  90/defective)

+ (80 garments  200/garment)

= $20,680

= $57.44 in sales per hour

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This Week’s Discussions

Disney – what do you know about Disney’s operations? How have they streamlined their operations?

How can the Strategic Management Process help a company and you in your personal life?

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Develop

Mission &

Vision

Perform

Situation

Analysis

Set

Objectives

& Craft

Strategy

Implement

Strategy

Assess

Value

Creation &

Provide

Feedback

Value Creation drives

the strategy process

Effective strategic

management creates

value

Value

Creation

Customers

Employees

Owners

image1.wmf

Develop Mission & Vision

Value Creation drives the strategy process

Perform Situation Analysis

Customers

� EMBED MS_ClipArt_Gallery.2 ��

Set Objectives & Craft Strategy

Owners

Value

Creation

Implement Strategy

Employees

Effective strategic management creates value

Assess Value Creation & Provide Feedback

13579

111315

Time

Performance

Chart1

5
9
12
14
15
15
15
35
40
44
47
49
50
50

Time

Performance

Sheet1

VISIONING PROCESS
(Strategy Development & Deployment System - SDDS)
Long Term Vision
		Defines winning
Develop Strategy
		What we are going for
		and how we will get it
Deploy Strategy		How we are going to organize
		Can we do it ?
Do The Plan
		Do it
Review & Adjust
		Did we do what we
		said we would do ?
VISIONING PROCESS
(Strategy Development & Deployment System - SDDS)
Business Purpose	Values		Organizational Purpose
BREAKTHROUGH SUPPLY CHAIN
(Growth Process)
	Breakthrough
	Value Chain
	Innovative Supply Chain
	Efficient Supply Chain
BREAKTHROUGH CONCEPT
				5
				9
				12
				14
				15
				15
				15
				35
				40
				44
				47
				49
				50
				50

Capable

VISION

Disciplined Cost Control

Full Scale Plt. Network

Effective Supplier Strategy

Low Cost Logistics

Low Cost Manufact.

Customer Alliances

E-Commerce

Supplier Alliances

Leverage Collaboration

Integrated Supply/Demand Chain

Commercialization Effectiveness

Sheet1

0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

Time

Performance

Sheet2

Breakthrough

Sheet3

Corporate OGSM

Business Unit OGSM

Team/Functional OGSM

(including IS)

Objective Goal Strategy

Strategy

Measure

Objective Goal Strategy Measure

Corporate OGSM

Business Unit OGSM

Team/Functional OGSM

(including IS)

Measure

Strategy

Goal

Objective

Measure

Strategy

Measure

Strategy

Measure

Strategy

Goal

Objective

Cascading OGSM’s

Top Leadership

Business

Corp. Function

Categori

Business Function

Brands

Category Function

Individuals

Cascading OGSM’s

Top Leadership

Corp. Function

Business

Business Function