Operations Logistics Management Lesson 3 The transformation process
- Slides: 15
Operations & Logistics Management Lesson 3: The transformation process and operations strategy
THE TRANSFORMATION PROCESS • Task of producing something, a product or service – the process of taking something (input), change or transform it into a form (output) that your clients want. • The transformation process is made up of three core areas, namely: 1. input, 2. the process, and 3. the output.
THE TRANSFORMATION PROCESS
THE TRANSFORMATION PROCESS Transformed Resources: mixture of materials, customers and information that are processed in such as manner to form a specific product or service. Value added: the changing of the various parts into something new. i. e. the value of the original inputs has been changed.
THE TRANSFORMATION PROCESS The Transforming Resources: all resources used during the production process to change the input (transformed resources) into a product or service. The production process or operations: - Is not one/single process - multitude of smaller and bigger process and tasks focused on the common goal of creating a product or service. Operations Management: is about managing this process. *Question: Differentiate between transformed resources and transforming resources.
THE TRANSFORMATION PROCESS INPUT MDP-OLM Participant, Course Guide Transformation process: value is added. * Lectures * Discussions * Assignments * Test/ Exams OUTPUT * An increase in knowledge *A certificate in Operations Management
THE TRANSFORMATION PROCESS The Transformed Resource • MDP-OLM Participant The Transforming Resources • The Lecturer/ Facilitator • The Whiteboard/ Computers • Textbooks and notes
DISCUSSION QUESTIONS: 1. What is the difference between a transformed resource and a transforming resource? 2. Can a customer be a transformed resource as well? Motivate / Explain why? 3. What are the similarities between all operations?
OPERATIONS STRATEGY Operations are managed and operated through the guidelines of three key strategies, namely the corporate, business and functional strategy. Each of these strategies provide a specific framework that enables the organisation to operate in the short-, medium- and long-term
OPERATIONS STRATEGY IMPORTANT • It is sometimes difficult to match theoretical strategy and the actual activities with one another. • When assessing an operational problem, do not jump in with a ‘strategic’ solution. • The start of dealing with any operational issue is containment, then assessment, fixing the basics and only then turning to strategy to assess its impact on the operations and vice versa.
Operations strategy Economic Environment Corporate level Strategy What business should we be in? Social environment Political environment Company values and ethics Customer/ Market dynamics Business level Strategy What is our mission? Functional /Operations level Strategy How should we manage the function’s resources? Competitor activities Financial Constraints Skills & expertise Current technology Recent performance Constraints
DISCUSSION QUESTION • What is the difference between the corporate strategy and the functional strategy?
Transformation system in operation management
Operations management transformation process
What is the transformative process of operations management
Repetitive focus strategy
The objective of layout strategy is to
Example of process strategy
What is process technology in operations management
How will you make the selection of product design
Product design process in operations management
Fixed position layout
Product design in operations management
Product design and process selection
Project jobbing batch mass continuous
Process selection operations management
Process strategy in operations management
Crossover chart operations management
