to match or develop a strategy to tolerate supply failure. So, although low variation in demand operations are
often linked to operations that focus on cost performance, it isn't an unbreakable relationship.
The final part of this model is the inclusion of visibility (you may see this referred to as the degree of customer
contact). Having read through the lexicon, you should be able to assert that high visibility operations are typical
of service operations, and low visibility of production operations. But here comes the twist - some production
operations may well increase the visibility of production to add value to their products (for example, have you
ever experienced 'the chef's window' in a take away food outlet? It is for your benefit of seeing that the food is
being prepared appropriately). Also you may not be able to 'see' much of some service operations, for
example financial advisors preparing their offerings to you. What visibility in the operation infers is the degree
of value you could take from experiencing the production/service operation, from which you may infer (and
potentially pay for) increased quality.
In a descriptive format we may plot these different points (relatively) on four axes: volume (in production),
variety (in production process), variation (in demand) and visibility (of the production process). The axes will
only be scaled at either extreme as high or low. The only trick to this model is to invert the axis on the volume
dimension, leaving the other three consistent in their approach.
1.7.1: 4Vs example grid
Developing beyond the descriptive ability of the model. In analysis it means that operations that conform to a
left hand weighting are typically a cost performance operation (and usually a production operation). Right hand
weighted operations are high value, quality orientated (service) operations. You will be able to gauge the