Professional Documents
Culture Documents
Hapter 2 Perations Performance
Hapter 2 Perations Performance
Chapter 2
Operations performance
Operation’s
performance
Operations Operations
strategy strategy
Operations
management
Design Improvement
Planning and
control
Lobby / interest
Shareholders ‘Society’
groups
Directors / top
management
Staff representative
bodies
Regulatory
Government bodies
Competitiveness
Speed Being FAST
… a hospital ?
… a supermarket?
… a hospital ?
… an automobile plant?
… a bus company?
… a supermarket?
It reduces inventory
Cost
Quick
delivery
Speed Dependability
Internal
benefits
Quality Flexibility
External
benefits
… a hospital ?
… an automobile plant?
… a bus company?
… a supermarket?
Maintains stability
…. a hospital ?
… an automobile plant?
… a bus company?
… a supermarket?
It maintains dependability
… a hospital ?
Technology
Bought-in and facilities
materials costs
and
services
Staff
costs
… an automobile plant?
Bought-in Technology
materials and facilities
and costs
services
Staff
costs
… a bus company?
Bought-in Technology
materials and facilities
and costs
services
Staff
costs
… a supermarket?
Technology
Bought-in and facilities
materials costs
and
services
Staff
costs
Measuring Cost
Cost
Quick Dependable
delivery delivery
Minimum cost,
Speed maximum value Dependability
Fast Reliable
Internal
throughput operation
benefits
Error-free Ability to
processes change
Quality Flexibility
Error-free Frequent new
products and products, maximum
services choice
External
benefits
Speed Dependa-
bility
Quality Flexibility
Taxi Bus
service service
Cost
Speed Dependability
Quality Flexibility
Required performance
Actual
performance
Reassurance
Efficiency Crime
reduction
Crime
Working with detection
Criminal justice
agencies
General recycling
Newspaper collection service
service Cost
Speed Dependability
Quality Flexibility
Variety
The new ‘efficient
The ‘efficient
Variety
frontier’
A frontier’ B1
B A
B
X C X C
D D
e ext ent,
i v es, t o som
e o bjec t
m anc
All perfor ainst each other
ag
trade-off
Slack, Chambers and Johnston, Operations Management, 6th Edition,
2.47
© Nigel Slack, Stuart Chambers, and Robert Johnston 2010
The ‘efficient frontier’ view of trade-offs (Continued)
2.48
o r m n a b l e
P1 Improvement through perf can e
e (s ) e in
overcoming the trade- objectiv o rm a nc
P rp e r f s
off between variety
up e ri o e c t iv e
s e ob j
and cost efficiency o s
that/th
Improvement through
Q increasing ‘focus’ on
Q1 cost efficiency
Cost efficiency
Slack, Chambers and Johnston, Operations Management, 6th Edition,
2.48
© Nigel Slack, Stuart Chambers, and Robert Johnston 2010