Process View of Operations - Operations Management

                              Hello Friends , I am Ashok Bavliya and today we will Continue our new Course on the topic of  the operation management with start next blog "Process View of Operations"

             Welcome to the second session of introduction to pressure management today we're going to talk about

processes how to improve processes what is a process which we track last class just remind you we discussed

the strategic role of operations trying to answer the question of what's an improvement.

        The way we answer the question was by saying that people would like to tie between the strategy of the

firm and its operations the processes the resources.

Today we're going to forget for a while on the strategic side and going to delve into understanding

processes the three questions we're going to try to answer will be what's the process why should we

think about processes.

The second question will be what are the main metrics.

        If we want to manage by fact we need to define measurements we need to track measurements.

So then we can come to the third question of how should we improve posse's this will be the main topic

for the rest of the course.

Today we're going to create the fundamental elements and methods to address that.

      Just like in any class discussion as well we're going to have two examples that will allow us to demonstrate

and illustrate several of the concepts that we're going to learn today.

We're going to discuss passport checks and waiting time for passport checks and if so if you have to

go through it through the summer you may know or you may want to know that the waiting time currently

for non EU and non UK passengers is around 90 minutes.

What drives this wasting time.

How can we work to eliminate that.

That will be one question we're going to try to come back to.

But we're going to discuss not only services.

      We're going to come back also the supply chain to hear what you see is the case from that was mentioned

in the Wall Street Journal about 3:00 a.m. in producing their command hooks shortening their supply

chain for 100 days going between four locations from Springfield to all the way to Wisconsin reducing

the time a unit has to flow from 100 days to 35 days.

What are the benefits.

What are the pitfalls of such approach.

How should we think about this time reduction.

       What what other benefits beyond just reducing the time can we foresee So what is the process of process

the transformation of inputs into outputs through a network of activities and buffers utilizing resources

information technology and management.

Let's try to parse this definition.

The first and most important element in this definition is to define inputs and outputs and the flow

unit inputs can be customers take that material that into the process outputs can be goods and services.

Imagine calling the call center you call with a specific need you are input you leave the system potentially

and hopefully satisfied your output.

          Similarly for buying raw material until production is good as we think about the transformation we think

about activities and buffer's activities denoted here in green rectangles stand for every time there

is a an important task that is essential or provide value added to the customer buffers that are red

triangles stand for everything but that it can be a place in which no task is done.

There are there to denote handoffs or took place where a unit just.

       Think about you wait in line or a car standing in the parking lot in this class we're going to focus

on the interplay between activities and buffer's with idea of maybe eliminating buffers or putting them

in a strategically correct place as we think about the process we think about the resources that do

the task.

One of the key questions that we're going to address today will be how many resources do we need to

address a specific need.

Do we need to be labor or do we need them to be automated on top of that the flow within the process

is going to be governed by what we call process management the decision whether for example we want

to interview another person is part of the hiring process.

     Are we going to let you go for the next stage or are you going to allow to take an exam.

All of this is part of process management.

Another essential part of the process will be the information structure governing the process and the

discussion when we are going to come back to services and the supply chain will be on demand and certainly

what kind of information is revealed over time as we move closer and closer to the time in which customer

is going to purchase the product.

What are the advantages of looking of using this process to view process of you versus the functional

view which is a more traditional view.

     For us the process view applies to any organization nonprofit service production.

It applies to any level.

Think about a restaurant you can look at the restaurant and the service within the restaurant.

You can look at the chain and see how they purchase goods and how the overall hire employees to their

chain and mobilize people among them.

But you can even look specifically on how the waiters are served the waiters or serving a specific part

of the dish.

The view allows you to do all of that.

     More importantly a reason to view the cross function many times the issue will be in the interface between

operations and marketing marketing and finance marketing and sales.

This process view is customer aware and always look at the interface rather than the specific function.

The main thing is that it's focus on focuses on flows rather than on specific snapshot.

It allows us to rationalize management and focus on the tasks activities rather than the people that

do them.

       The main thing is that this is a positive view as a unified customer centric model of the organization

that facilitates analysis and improvement in a very systematic manner.

For the rest of our discussion whenever we go to come back to the question of what should we improve.

The question will be what's the process.

The process doesn't have to be formal.

It can be an informal process and our goal be to realize what are the rules that govern them.

What are the resources that are involved in transforming our units our input into our.

I hope you Like it  and I will see you in the next one , And Don't Forget to Login with Business Vala

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