byrd Chap012 pp fix

byrd Chap012 pp fix - Obtaining and Laying Out Operating...

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Unformatted text preview: Obtaining and Laying Out Operating Facilities Functions Of Operating System Choosing The Right Location Planning Physical Facilities Role Of Telecommuting Using Standards To Improve Using Operations & Performance Operations * * * * * * * * * 12-1 1. 2. 3. 4. 5. 6. 7. Management Incompetence (leadership skills) Lack of Relevant Industry Experience Undercapitalization Poor Cash Management Lack of Strategic Management Weak Marketing Effort Uncontrolled Growth 8. Poor Location 9. Inability to deliver product or service 10. Inability to make the “Entrepreneurial Inability Transition” Transition” * * * * * * * * * 12-2 Business Excellence Business Model Model F aw ess Execu on Fllawlless Executtiion Sustained, Superior Business Results (CEPG) x Desired Customer Behaviors x Excellent Product Quality x Excellent Service Quality x Efficient Operations x High Performance Work Environme * * Business Business Business Business * Capabilities Strategy Capabilities Strategy * Resources Vision * Processes Competencies People Mission Facilities * Skills Critical Success Factors Efficient Equipment Effective Motivation Business Plan Support * Organizational Alignment $’s * Innovation * Leadership Leadership + 12-3 Elements Of Operating System Operating 1) System For Changing a) b) c) Form Place Time 2) Sequence For Inputs > Outputs 3) Skills, Tools, Machines For Skills, Change Change 4) Instructions/Goods Instructions/Goods Identification Identification 5) Time Frame For Completion McGraw­Hill/Irwin * * * * * * * * * 12-4 Operating System Inputs Processes Outputs * * * * * * * * * 12-5 Operating Systems * * * * * * * * * 12-6 Operations/Production “…converting converting inputs into outputs for customers.” customers.” * * * * * * * * * 12-7 Producing A Whopper * * * * * * * * * 12-8 Burger King Systems Marketing (ttake order, ake receive money) receive Production (give order Production to right people to produce to Delivery (completed order Delivery handed to customer) handed John A. Rizzo/Getty Images * * * * * * * * * 12-9 Beginning Operations Choose Right Choose Location Location Plan Facilities Decide On Decide Layout Layout Implement Plans * * * * * * * * * 12-10 Types Of Locations Retailer- Sells Goods To RetailerConsumer Consumer Producer- Converts Large ProducerVolume Of Materials Into Products For Others To Sell Sell Service CompanyService Provides Service To Customer, Can Be Both Retailer & Producer Retailer Royalty-Free/CORBIS * * * * * * * * * 12-11 Location Factors- General Access To Work Force Availability Of Supplies Availability & Services Availability, Type, Use, Availability, and Cost Of Transportation Transportation Taxes/Regulations Availability Of Utilities * * * * * * * * * Scenics of America/PhotoLink/Getty Images 12-12 Retailer Location Factors- Specific Trade Area Population Trends Purchasing Power Trade Potential Competition Shopping Centers Janis Christie/Getty Images * * * * * * * * * 12-13 Site Selection Rating Sheet * * * * * * * * * 12-14 Types Of Stores Convenience Shopping Specialty Royalty-Free/CORBIS * * * * * * * * * 12-15 Planning Physical Facilities Determine Product Identify Operations & Identify Activities Activities Determine Space Needs Decide On Best Layout Keith Brofsky/Getty Images Telecommuting and Facility Telecommuting Needs Needs * * * * * * * * * 12-16 Layout Type o Product o Process General Final Implement * * * * * * * * * 12-17 Issues About Production Layout ? Space For Movement ? Utilities ? Safety ? Working Conditions ? Cleanliness/Maintenance ? Product Quality ? Aesthetics Ryan McVay/Getty Images * * * * * * * * * 12-18 Improving Operations State Problem Collect/Record Information Develop/Analyze Alternatives Select/Install/Follow Up Set/Use Performance Standards Big deal: measure performance Big of your operations, make continuous improvements continuous Does the operations plan work? Does Is it delivering quality outputs on time, on budget? How to track, how to fix? how TRBfoto/Getty Images * * * * * * * * * 12-19 Setting Up and Using Setting Performance Standards Performance Performance Standards: Measures of Quality/Efficiency of Inputs and/or Measures Outputs Outputs Obtained from Industry Standards or Internal Obtained Goals/Experience Goals/Experience Driven by Customer Requirements: ⇒ Customer Requirements = Customer What must be delivered at what price in order to obtain and retain the customer’s business business * * * * * * * * * 12-20 Performance Standards – Example: A McDonald’s Drive ThruCustomer Requirement: “Food I ordered fast and friendly Customer * with all the items needed to enjoy it (sauces, straws, * napkins, etc.) without me having to check to make sure” * sure” Process 98% of customer orders in 4 minutes or less * Process from completion of taking order to handing customer * exactly their order - properly packaged - including food, drinks and appropriate accessories (including * processing payment) processing * Every order completion ends with a smile and thank * Every you to the customer you * 12-21 ...
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This note was uploaded on 11/16/2011 for the course 382 303 taught by Professor Dougherty during the Fall '11 term at Rutgers.

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