31/10/2023

Where business comes to life

Managing Processes and Systems

Workshop
Nigel Spinks [email protected]

Workshop Themes

• Introduction: Taking a system and processes view

• Session 1: Objectives and capabilities
• Session 2: Process design and analysis
• Session 3: Aligning supply and demand
• Session 4: Implementing improvement
• Assignment brief and conclusion

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Timings for the Day

Time Monday 21st November 2023

09:00 – 09:45 Introduction: Taking a process and systems view

09:45 – 10:30 Session 1: Objectives and capabilities
10:30 – 10:50 Break
10:50 – 12:30 Case study 1: Hard Bargains
12:30 – 13:30 Lunch break
13:30 – 15:00 Session 2: Process design and analysis
15:00 – 15:20 Break
15:20 – 16:45 Case study 2: Made for You
16:45 – 17:00 Day 1 close

Managing Processes and

Systems
Introduction to the module

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Module Overview: Canvas Sessions

Taking a systems and process approach

Processes, operations and strategy
Process and system design
Designing and managing the supply chain
Managing flow, capacity and inventory
Planning and control
Quality, improvement and risk
Implementing change through projects

MPS Assignment Overview

Identify and analyse a current problem, challenge or opportunity related to delivery of goods and/or
services within your organisation, make recommendations likely to deliver business performance
improvements, and develop the implementation plan
The report should consist of a cover page and six elements:
– Title
– Introduction (approximately 10% of word count)
– Part 1: Analysis of a current process-related problem, challenge or opportunity within your
organisation leading to recommendations to address the problem, challenge or opportunity that will
deliver performance improvements (approximately 50% of word count)
– Part 2: Presentation of the implementation plan including risk management (approximately 30% of
word count)
– Reflection (approximately 10% of word count)
– Reference list
Word count is 3,000 words (-10/+20%)

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Taking a Process View

A process is ‘a specific ordering of work activities across time and space, with a
beginning and an end, and clearly defined inputs and outputs: a structure for
action…. Processes are the structure by which an organization does what is
necessary to produce value for its customers’

Davenport (1993: 5-7)

• Focus on how work is done rather than just the outcome

• Focus on flow of customers, materials and information
• Focus on value creation for customers

Input-Process-Output (IPO) Model

System
boundary

Inputs
Transformation
Transformed Outputs
Process
resources
Customers Goods and/or
Materials services
Information
Transforming
resources

People
Facilities
Plant/equipment

Adapted from Slack and Brandon-Jones (2021: 9)

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Group Activity
Working in your learning teams

Based on your pre-work and IPO diagram, review the following

questions:

• What are the potential benefits of taking a process view in your

organisation?
• What are the potential limitations of a process view in your organisation?

Welcome Back!

What are the key takeaways from the activity?

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Session 1
Objectives and capabilities

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Session 1: Objectives and Capabilities

• Aligning operations resource capabilities and market requirements

– Process performance objectives
– Delivery system resources
– Operations strategy matrix
– Trade-offs

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Perspectives on Operations Strategy

Top-down
perspective
Reflect what the overall
business wants
processes to do
Resource capabilities Market requirement
Inside-out perspective Outside-in perspective
Operations Translate intended market
Develop resources and strategy
processes so that their position so as to provide the
capabilities can be exploited required objectives for
in their chosen markets operations decisions
Learn from day-to-day
activities so as to build
strategic capabilities
cumulatively
Bottom-up
perspective
Adapted from Slack and Brandon-Jones (2021: 50)

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Objectives and Capabilities: Airline Operations

1. Understanding performance objectives – what does the operation have to do?

2. Identifying the relative importance of objectives – what are its priorities?
3. Evaluating resource capabilities – are resource capabilities aligned with objectives?
4. Managing trade-offs – how are conflicting priorities managed?

Ryanair –
Budget Airline

Emirates –
Full Service Airline

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Process Performance Objectives

Performance Definition Aspects of this objective include:
objective

• Conformance to safety standards

Doing things
Quality • Product features (aircraft seating, food, etc.)
right • Service features (staff, facilities, etc.)

Doing things • Passenger check-in/waiting time Specific

• Total passenger journey time
Speed fast
• A/C turnaround time
Measurable
Achievable
Doing things • Conformance to flight schedule
Dependability
on time • Dependable wait times for luggage, etc.
Relevant
Timely
Changing what • Customisation of services (class of travel, etc.)
Flexibility you do or how • Range of routes/destinations available
you do it • Responsiveness to customer flight plans

Doing things • Fuel costs

Cost • Staff costs
cheaply
• Aircraft costs, etc., etc.
Hard to
SMART Adapted from Slack and Brandon-Jones (2021)
measure
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How is the Organisation Competing?

Differentiation
Innovative design
Service experience
Flexibility
Quality

Cost
Responsivenes
leadership
Speed
Low prices
Dependability
Cost-efficient
operation Flexibility

Adapted from Heizer et al (2020: 71)

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World Class?

https://www.worldairlineawards.com/worlds-top-10-airlines-2022/

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Are All Objectives Equally Important?

Competitive
Performance Definition Aspects of this objective include:
importance
objective
(1 = low, 5 = high)

• Conformance to safety standards

Doing things 5 2
Quality • Product features (aircraft seating, food, etc.)
right • Service features (staff, facilities, etc.)

Doing things • Passenger check-in/waiting time

• Total passenger journey time 4 4
Speed fast
• A/C turnaround time

Doing things • Conformance to flight schedule 4 5

Dependability on time • Dependable wait times for luggage, etc.

Changing what • Customisation of services (class of travel, etc.)

Flexibility you do or how • Range of routes/destinations available 5 2
you do it • Responsiveness to customer flight plans

Doing things • Fuel costs

Cost • Staff costs 3 5
cheaply
• Aircraft costs, etc., etc.
Emirates Ryanair
Adapted from Slack and Brandon-Jones (2021)

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Visualising the Relative Importance of Objectives

Ryanair Quality
Emirates 5
4
3
Cost 2 Speed
1
5 = High importance
1 = Low importance

Flexibility Dependability
Use for:
• Competitive priorities (as here)
• Different customer segments
• As is (current) vs. To be (future) priorities
• Planned vs. actual
Based on Slack, Brandon-Jones and Burgess (2022: 60)

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Linking Market Requirements

and Resource Capabilities
Low price/ high
Market requirements margin
perspective
COST

High total
Short productivity On-time delivery
lead Service
SPEED Fast Resource Reliable DEPENDABILITY
time availability
throughput capabilities operation
perspective
Error-free Ability to
processes change

QUALITY FLEXIBILITY

On-specification Frequent new products/services

products/services Customised products/services
Volume and delivery adjustments
Adapted from Slack, Brandon-Jones and Burgess (2022: 57)

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Linking Market Requirements

and Resource Capabilities
Low price/ high
Market requirements COST
margin
perspective

SPEED DEPENDABILITY

High total
Short productivity On-time delivery
lead Service
time Fast Resource Reliable availability
throughput capabilities operation
perspective
Error-free Ability to
processes change

QUALITY FLEXIBILITY
On-specification Frequent new products/services
products/services Customised products/services
Volume and delivery adjustments
Adapted from Slack, Brandon-Jones and Burgess (2022: 57)

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Taking a Systems View of Resource Capabilities

A delivery system is a collection of interrelated elements that work

together towards a collective goal
• Systems are goal oriented or purposive
• Systems consist of interrelated elements (e.g. process, people, technology, information)
• Interactions between the system elements determine the overall behaviour of the
system
• Alignment is needed between system elements and between system elements and
system objectives
• Control mechanisms are used to achieve system objectives
• Systems do not exist in isolation: they interface with other systems and the system
environment; they are open systems

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Operating System Resource Capabilities:

The PPTI Framework

Process
How the work is
organised and structured

People Technology
How the human
How transformation
component is organised
technologies are used
and used

Information
How information is used
to plan and control and
improve

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PPTI Framework for an Airline (Simplified)

Process
• Ticketing processes
• Passenger processing
• A/C cleaning/servicing

People Technology
• Aircrew • Aircraft
• Ground staff • Ground equipment
• Maintenance staff • Ticketing systems

Information
• Flight planning
• Maintenance data
• Satisfaction scores

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Is there Alignment? Operations Strategy Matrix

Resource capabilities

Quality

Market requirements
Performance objectives

Speed Are the resource

capabilities aligned
with the objectives
Dependability
and with one
another?
Flexibility

Cost

Process People Technology Information

Adapted from Slack and Brandon-Jones (2021: 67)

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Emirates and Ryanair: Operations Strategy

Matrix
How system resources are used
What market requirements are to

Emirates Ryanair
Multi-class service Highly trained Innovative Data on
Quality
5 2 Executive lounges staff High staff: seating/facilities customer
Process performance objectives

Amenity kits passenger ratio In-flight entertainment preferences

Airport location
Crew clean a/c Online check-in
Speed 4 4 Standard processes
Less busy airports
(multi-skilling) processes (both)
be met

Excess capacity to Flexible staff, Maintenance systems Real time

Depend-
ability
4 5 cope with demand
A/c turnaround doing multiple maintenance data
roles Standardised fleet
process
Alliance partners; Multi-lingual digital
Flexi-
bility
5 2 through ticketing.
Multiple service
check-in robots

channels
No frills service Low staff: Standardised fleet
passenger ratio Modern fleet (fuel cost)
Cost
3 5 Charge for extras
High a/c utilisation Flexible staff
A/C layout to
maximise seating

Process People Technology Information

Adapted from Slack and Brandon-Jones (2021: 67)

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Trade-offs: Can We Be Great at Everything?

Improve
Net improvement in performance through innovation
‘Raising the bar’
Change in relative performance

Speed Cost
through trading off objectives

Speed Cost
Reposition

Speed

Speed
Cost

Cost

Adapted from Da Silveira and Slack, (2001: 956)

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Emirates and Ryanair: Operations Strategy

Matrix
How system resources are used
What market requirements are to

Emirates Ryanair
Multi-class service Highly trained Innovative Data on
Quality
5 2 +Executive lounges staff High staff: seating/facilities customer
Process performance objectives

Amenity kits passenger ratio In-flight entertainment preferences

Airport location
Crew clean a/c Online check-in
Speed 4 4 - processes
Standard
Less busy airports
(multi-skilling) processes (both)
be met

Excess capacity to Flexible staff, Maintenance systems Real time

Depend-
ability
4 5 cope with demand
A/c turnaround doing multiple maintenance data
roles Standardised fleet
process
Alliance partners; Multi-lingual digital
Flexi-
bility
5 2 through ticketing.
Multiple service
check-in robots

channels
No frills service Low staff: Standardised fleet
passenger ratio Modern fleet (fuel cost)
Cost
3 5 Charge for extras
High a/c utilisation Flexible staff
A/C layout to
maximise seating

Process People Technology Information

= Example areas of potential trade-offs Adapted from Slack and Brandon-Jones (2021: 67)

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Emirates and Ryanair: Operations Strategy

Matrix
How system resources are used

What market requirements are to

Emirates Ryanair
Multi-class service Highly trained Innovative Data on
Quality
5 2 Executive lounges staff High staff: seating/facilities customer
Process performance objectives

Amenity kits passenger ratio In-flight entertainment preferences

Airport location
Crew clean a/c Online check-in
Speed 4 4 Standard processes
Less busy airports
(multi-skilling) processes (both)

be met
- Excess capacity to Flexible staff, Maintenance systems Real time
Depend-
ability
4 5 cope with demand
A/c turnaround doing multiple maintenance data
roles Standardised fleet
process
Alliance partners; Multi-lingual digital
Flexi-
bility
5 2 through ticketing.
Multiple service
check-in robots

channels
Low staff: Standardised fleet
+ No frills service
passenger ratio Modern fleet (fuel cost)
Cost
3 5 Charge for extras
High a/c utilisation Flexible staff
A/C layout to
maximise seating

Process People Technology Information

= Example areas of potential trade-offs Adapted from Slack and Brandon-Jones (2021: 67)

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Learning Team Case Activity

You will be working in your learning team rooms until 12:30

Task:
Prepare a 5-minute presentation on the following questions:

1. Identify the key aspects of the five performance objectives for a supermarket operation
2. How do Aldi and the conventional supermarket described in the case differ in the relative
priorities for their performance objectives?
3. Using the operations strategy matrix, show how Aldi’s performance objective priorities are
reflected in its resource capabilities (Process, People, Technology, Information)
4. ‘Our customers don’t want cheap products that are nasty, and we’ve never, ever been in that
game’. How do Aldi manage the potential trade-off between quality and cost?
Feedback:
Agree a team presenter who will be asked to share your findings with the other groups in plenary

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Session 1: Objectives and Capabilities

• Aligning operations resource capabilities and market requirements

– Process performance objectives
– Delivery system resources
– Operations strategy matrix
– Trade-offs

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Session 2
Process design and analysis

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Session 2: Process Design and Analysis

• Process positioning
– Demand and the Four Vs
• Process analysis
– Process mapping
– Fail points
– Waste
– Bottlenecks
– Digitalization

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Process Positioning and Analysis

Process positioning – defining process

resources

Broadly position process resources in

terms of the volume and variety of
products or services required to be
produced

• Select the process type

• Lay out the process
• Decide the process technology
• Design jobs

Adapted from Slack and Brandon-Jones (2021: 165)

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Process Positioning: The Four Vs

Implications Implications
Low repetition High repeatability
Multi-skilling Specialisation
Less systemisation Low Volume High Capital intensive
High unit cost Low unit cost

Flexible Well defined

Complex Routine
Match customer needs High Variety Low Standardised
High unit cost Low unit cost

Variation in
demand

Visibility

Adapted from Slack and Brandon-Jones (2021: 28)

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Process Positioning: The Four Vs

Implications Implications
Low repetition High repeatability
Multi-skilling Specialisation
Less systemisation Low Volume High Capital intensive
High unit cost Low unit cost

Flexible Well defined

Complex Routine
Match customer needs High Variety Low Standardised
High unit cost Low unit cost

Changing capacity Stable

Flexibility Variation in Routine
Anticipation High Low Predictable
In touch with demand demand High utilisation
High unit cost Low unit cost

Short waiting tolerance Delay between production

Importance of perception and consumption
Customer contact skills High Visibility Low Low contact skills
needed High staff utilisation
High unit cost Low unit cost

Adapted from Slack and Brandon-Jones (2021: 28)

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The Four Vs: Retail Banking

Implications Implications
Low repetition High repeatability
Multi-skilling Specialisation
Less systemisation Low Volume High Capital intensive
High unit cost Low unit cost

Flexible Well defined

Complex Routine
Match customer needs High Variety Low Standardised
High unit cost Low unit cost

Changing capacity Stable

Flexibility Variation in Routine
Anticipation High Low Predictable
In touch with demand demand High utilisation

Retail banking
High unit cost Low unit cost

Short waiting tolerance Delay between production

Importance of perception and consumption
Customer contact skills High Visibility Low Low contact skills
needed High staff utilisation
High unit cost Low unit cost

Adapted from Slack and Brandon-Jones (2021: 28)

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The Four Vs: Retail Banking

Implications Implications
Low repetition High repeatability
Multi-skilling Specialisation
Less systemisation Low Volume High Capital intensive
High unit cost Low unit cost

Flexible Well defined

Complex Routine
Match customer needs High Variety Low Standardised
High unit cost Low unit cost

Changing capacity Stable

Flexibility Variation in Routine
Anticipation High Low Predictable
In touch with demand demand High utilisation
High unit cost Low unit cost

Short waiting tolerance Delay between production

Importance of perception and consumption
Customer contact skills High Visibility Low Low contact skills
needed High staff utilisation
High unit cost Low unit cost
Mortgage Cash withdrawal
Personal advisor ATM Adapted from Slack and Brandon-Jones (2021: 28)

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Relative Transaction Cost per Channel in

Banking

The Financial Brand (2015) (https://thefinancialbrand.com/53431/global-mobile-banking-usage-study/)

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Changing Banking Channel Usage, USA 2021

(https://www.aba.com/new
s-research/research-
analysis/preferred-banking-
methods)

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Banking Channel Preferences, USA 2021

(https://www.aba.com/news-
research/research-analysis/preferred-
banking-methods)

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IHIP/CHIP Service Characteristics

Inseparability/Co-production

Heterogeneity

Intangibility

Perishability
See Slack and Brandon-Jones (2021: 28)

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Process Positioning and Analysis

Mutually supporting

Process positioning – defining process Process analysis – defining process

resources activities

Broadly position process resources in Align the process with performance

terms of the volume and variety of objectives
products or services required to be
Understand ‘as is’ process design
produced
Configure process activities and capacity
• Select the process type Incorporate process variability into the
• Lay out the process design
• Decide the process technology
• Design jobs • Provide detailed analysis of process
activities to refine the design

Mutually constraining
Adapted from Slack and Brandon-Jones (2021: 165)

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Process Design and Analysis:

IPO for a New Hire Recruitment Process

Inputs
Transformation
Transformed Outputs
Process
resources

• Applicants • New hire recruited

• Recruitment and onboarded
approval
Transforming
resources

• Hiring manager
• Human Resources
• Departmental
administration
• HR system

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Process Analysis: Levels of Resolution

Increasing resolution

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Process Design – SIPOC for New Hire Process

Suppliers Inputs Process Outputs Customers
List the suppliers List the transformed Describe the process List the outputs of Identify the
(internal or external) resource inputs to the and/or list the key this process (goods customers (internal or
of any inputs to the process (materials, process steps and/or services) external) of these
process information, etc) process outputs

Obtain New hire Hiring

Applicants Applicants recruitment
approval recruited department
Hiring review Recruitment and
board approval onboarded Applicants
Advertise job

Interview
applicants

Select
Transforming Resources applicant

List the transforming resource inputs (staff,

facilities, equipment, etc.) that are needed for Onboard
the process applicant

Hiring manager HR System

Close
Human Resources recruitment
Departmental administration process

Adapted from: Slack and Brandon-Jones (2021: 12)

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Getting Started with Process Mapping

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Process Mapping
Describe the process to be mapped using a simple one-line statement such as
Describe process ‘processing a customer order’ (or use a SIPOC diagram)

Determine start Identify the ‘trigger’ start event and the target (end) points of the process.

Identify each intermediate activity. Use the verb-noun format (e.g. “complete
Identify activities form”).

Determine
Identify the precedence (sequence) of each activity
precedence

Lay out process Follow the process through to the target (end) point.

Draw up map Draw up the process map, connecting the symbols.

Review and check Review and check for accuracy and consistency.

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New Hire Process (1) - Activities

Trigger
Obtain
Shortlist
applications Make verbal
recruitment offer
approval Set up
onboarding
Set up
Receive
interviews
Offer signed
accepted? contract
Send job
Conduct
Create job description to
interviews Carry out
description HR
Send onboarding
contract
Complete pre-
employment
checks
Post job
Evaluate
advert
applicants
Receive Inform Close
Appoint
applications unsuccessful recruitment
applicant? applicants process

Target
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New Hire Process (2) - Sequence

Obtain Shortlist Make verbal Receive Inform
recruitment applications offer signed unsuccessful
approval contract applicants

Create job Set up

description interviews Offer
No accepted?
Set up
onboarding
Send job Conduct Yes
description to interviews
HR
Complete pre-
employment
Post job Evaluate
checks Carry out
advert applicants
onboarding

Receive Appoint Close

Send
applications No applicant? Yes recruitment
contract
process

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New Hire Process (3) – Digital Whiteboard

This version was drawn in Miro

(www.miro.com)

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Process Mapping Symbols

Beginning or end of process

Activity

Direction of flow

Decision (exercising yes/no discretion)

Stock, buffer or queue

Connection to other process

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New Hire Process (3)

Obtain Receive Inform
Start Shortlist Make verbal
recruitment signed unsuccessful
activity applications offer
approval contract applicants

Create job Set up

Activity description interviews Offer
No accepted? Set up
onboarding
Send job
Conduct Yes
description
interviews
to HR
Complete
pre-
Evaluate employment
Post job Carry out
checks
advert applicants onboarding

Receive Appoint Send Close

No Yes recruitment
applications applicant? contract End activity process
Decision
point

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Who Does What? Adding Swim Lanes

• Who is involved in the process and what is their role?

• Do they need to be involved?
• How could the process be simplified?
• Are there any gaps/ disconnects on handover?
• What can be done to prevent gaps/disconnects?

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Analysing Processes: Identifying Fail Points

Fail
Potential failure Potential solutions
point

Incomplete/inaccurate job 1. Use job description templates

1 1
description 2. Ensure internal review prior to release
Incomplete/inaccurate 1. Update guidance to applicants
2 2
applications 2. Use online application app
1. Extend submission deadline
3 Lack of suitable applicants 2. Re-advertise
3. Use additional advertising channels
1. Ensure job requirements are clearly
4 4 Failed pre-employment check
3 communicated to potential applicants
1. Set deadline for return of contract
Delayed receipt of signed
5 2. Hiring manager to follow up on non-return
contract
5 3. Adopt digitised contract management

• Where might the process fail/is it failing?

• What is/might be the cause of the failure?
1 = Possible fail points • What can be done to failure proof it?

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Analysing Processes: Eliminating Waste

Seven Wastes Seven Service Wastes

Transport Delay
Inventory Duplication
Motion Unnecessary movement
Waiting Unclear communication
Overproduction Incorrect inventory
Over-processing Opportunity lost
Defects Errors

Based on Bicheno and Holweg (2016)

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Analysing Processes: Where is the Bottleneck?

40 units 40 units 20 units 40 units

per hour per hour per hour per hour

1. Identify the system’s constraint (i.e. the bottleneck)

2. Decide how to exploit the constraint
3. Subordinate everything else to the constraint
4. Elevate the system constraint
5. Don't let inertia become the system constraint. If the constraint is
overcome in step 4, go back to step 1

Guide and Chiselli (1995: 80)

57

Improving Flow Through a Bottleneck at CPH

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Digitalization and Process Design

‘Digitalization… is the process of employing digital technologies and information to
transform business operations’
Muro et al. (2017: 5)

Transaction processing
Monitoring

Example
applications

Automation/robotics
Analytics

59

Process (Re)Design Approaches

Tactic Aim Method

Gaps and Problems occur when information or Model process using swim lanes and identify handovers.
disconnects materials are passed between What happens and what needs to happen?
departments or functions
Failure proofing Reduce failures in the process Model process. Identify potential or actual fail points.
Institute failure proofing.
Value-added Eliminate non value-adding activities Model process and identify value-adding steps, enabling
analysis steps and non-value adding steps. Which non-value adding
steps can be eliminated now? In the future?
Bottleneck Manage the constraints that govern flow Model process and identify bottlenecks. Balance flow
management through the process through the process by managing the constraint. Elevate the
constraint
Variability Reduce variability throughout the process Identify variability and its causes. Can variability be reduced?
reduction
Digitalisation Replace or reduce human labour in the Robotics, robotic process automation or other digital
(automation) process e.g. for speed or cost technologies; may involve process redesign
Based on Harmon (2003)

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Learning Team Case Activity

You will be working in your learning teams

Task:
Prepare a 5 minute presentation on the following questions:
1. Using process maps, show restaurant operations before and after Made for You.
2. Explain how the changes in process design support changes in customer demand and
changing priorities in performance objectives

Feedback:
Agree a team presenter who will be asked to share your findings with the other groups in
plenary

61

Session 2: Process Design and Analysis

• Process positioning
– Demand and the Four Vs
• Process analysis
– Process mapping
– Fail points
– Waste
– Bottlenecks
– Digitalization

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Where business comes to life

Managing Processes and Systems

Workshop
Nigel Spinks [email protected]

63

Timings for the Day

Time Tuesday 22nd November 2023
09:00 – 09:15 Day 1 review
09:15 – 10:30 Session 3: Aligning supply and demand
10:30 – 10:50 Break
10:50 – 12:30 Case study 3: subText Studios, Singapore
12:30 – 13:30 Lunch break
13:30 – 15:00 Session 4: Implementing improvement
15:00 – 15:20 Break
15:20 – 16:15 Case study 4: The C-Direct Insurance Company
16:15 – 16:45 Assignment brief
16:45 – 17:00 Workshop Close

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Triple bottom line Performance objectives: Trade-offs/efficient frontier

Four Vs Market requirements/
• People • Quality
• Volume resource capabilities
• Profit • Speed
• Variety
IPO
• Variability Resource • Planet • Dependability
• Flexibility Process positioning:
• Visibility capabilities: Sustainability Operations’
• Cost • Volume/variety matrix Swim
• People contribution
• Process Service processes • Process type SIPOC lanes
Hayes & Wheelwright • Process layout
• Technology • Coproduction/
Inseparability • Process technology Fail
• Information
• Heterogeneity • Process and job design Process mapping points
2. Processes, operations and
• Intangibility
strategy • Perishability
1. Taking a systems and process Little’s
Process metrics
approach Law
3. Process and system design
Bottlenecks
Managing Supply network design:
4. Designing and managing the • Capacity: lead/lag
Process and supply chain • Location
Systems • Outsourcing
Supply chain management:
• Relationship management
• Lean/agile
• Service supply management

65

Session 3
Aligning supply and demand

66

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Session 3: Aligning Supply and Demand

• Managing capacity
• Managing inventory
• Planning and control

67

What is Capacity?

Capacity ‘is the output that an operation or process can deliver in a

defined unit of time.’
Slack and Brandon-Jones (2021: 274, emphasis added)

68

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The ‘Problem’ of Capacity

• Too little capacity?

• Too much capacity?

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What is Capacity Management?

Capacity Management involves the forecast of
future demand, the determination of the capacity
required to meet such demand, and the
development of strategies for the deployment of
resources, in particular for accommodating
variability in demand and resource availability
Adapted from Wild (2002: 306)

Different operations face different profiles of demand and capacity variability

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The Levels of Capacity Management

Long-term Timescale Short-term
enterprise
Whole

Strategic capacity planning

• Horizon time years and months
Concerns:
• Buildings, facilities and process
technology; capacity location
Feedback
• Long-term supply arrangements
Organisational level

Constraints Medium-term capacity planning

• Horizon time quarters, months and
weeks
Concerns:
• Aggregate number of people
Feedback
• Degree of subcontracted resources

Constraints Short-term capacity planning

• Horizon time weeks, days, hours
Concerns:
processes

•
Individual

Loading activities on individual

processes and staff

Adapted from: Slack and Brandon-Jones (2021: 275)

71

Long-term Demand Trends

Source: https://www.england.nhs.uk/statistics/statistical-work-areas/ae-waiting-times-and-activity/ae-attendances-and-emergency-admissions-2020-21/

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Long-term Demand Trends

https://www.england.nhs.uk/statistics/statistical-work-areas/ae-waiting-times-and-activity/ae-attendances-and-emergency-admissions-2020-21/

73

Long-term Capacity Decisions:

Lead and Lag Demand Strategies
Forecast
demand

Capacity leads demand

Capacity increments
Planned unused capacity
Volume

Time between
capacity increments

Capacity lags demand

Planned under capacity

Time
Adapted from: Slack and Brandon-Jones (2021: 138)

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Crocs Capacity Problems

• Crocs Inc, US footwear company was founded in 2002 and experienced rapid growth until 2007:
– 2006 USD 355 million
– 2007 USD 847 million
• “During this period, we significantly increased production capacity, warehouse space and inventory in
an effort to meet demand”
• In 2008 revenue dropped to USD 722 million and Crocs reported a loss of USD 185 million, “attributable
in large part to deteriorating global economic conditions, lessened demand for our products and
difficulty marketing our expanded product line….”
• As a result, during 2008, the Company:
– Discontinued Canadian manufacturing operations and consolidated Canadian distribution with other existing North
American distribution operations
– “Abandoned certain manufacturing equipment and moulds that represent excess capacity”
– Discontinued manufacturing operations in Brazil
– Consolidated global distribution centres and warehousing to decrease fixed costs through reduction of global
footprint of warehouse space
– Reduced non- retail global headcount by approximately 2,000

Source: Crocs, Inc. 2008 Annual Report on Form 10K

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Capacity Management Framework

SUPPLY SIDE DEMAND SIDE

Determine the ‘ability Determine demand for

to supply’ products and Understand the products and services
services consequences of • Select qualitative
• Consider impact of capacity management and/or quantitative
mix, timeframe and decisions methods to support
specification • Consider predictable forecasting
vs unpredictable
demand variation
Manage the supply side Manage the demand
• Use of cumulative
• Determine base side
representations
capacity
• Use longitudinal • Demand
• Select ‘level’ or ‘chase’ management
perspective
strategy • Yield management

Adapted from: Slack and Brandon-Jones (2021: 276)

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Seasonal Demand: Finland

Source: http://www.tilastokeskus.fi/til/matk/tau_en.html

77

Seasonal Demand: Gautrain Passenger Trips

Source: Gautrain (2019) Integrated Annual Report 2018/19. Johannesburg: Gautrain Management Agency

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Variations in Demand (and Capacity) by Day

Source: Eskom Weekly System Status Report – 2023 Week 10 (06/03/2022 – 12/03/2023)

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Long-term Trends and Seasonality

Source: https://www.england.nhs.uk/statistics/statistical-work-areas/ae-waiting-times-and-activity/ae-attendances-and-emergency-admissions-2020-21/

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Long-term Trends and Seasonal Demand

Monthly Airport Passenger
Traffic
(2010-2016)

https://blog.aci.aero/airport-markets-and-seasonal-variations

81

How Much Capacity? The ‘Traditional’ View

Provided Capacity
Service/
≥Demand:
Production
Service/ infeasible
production feasible (insufficient
capacity)

Assumes constant wait time

(= constant flow time regardless of utilisation)

0 100%
Utilisation

Utilisation = demand/capacity x 100% Based on Hopp and Spearman (2008:652)

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Capacity, Variability and Expected Waiting Time

High utilisation but long

waiting time
Expected waiting time

Zone
Reduction in of no
demand/process service
variability
X
Short waiting time
but low utilisation

Y Z

0 Utilisation 100%

Utilisation = demand/capacity x 100%

Adapted from: Slack and Brandon-Jones (2021: 220)

83

Managing Capacity-Demand Mismatches:

Generic Strategies
• Level capacity plan Capacity
– Maintain excess capacity buffer
Volume

– Use finished goods inventory

Demand Inventory
– Accept queuing/loss of trade
Time

• Chase demand plan Capacity

– Adjust capacity to reflect demand fluctuations
Volume

– Shift working, overtime, seasonal labour

Demand
• Manage demand plan Time

Capacity
– Promotions/discounts
Volume

– Alternative products
Original Changed
– Price differentials/yield management demand demand
Slack and Brandon-Jones (2021) Time

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Capacity Management Framework

SUPPLY SIDE DEMAND SIDE

Determine the ‘ability Determine demand for

to supply’ products and Understand the products and services
services consequences of • Select qualitative
• Consider impact of capacity management and/or quantitative
mix, timeframe and decisions methods to support
specification • Consider predictable forecasting
vs unpredictable
demand variation
Manage the supply side Manage the demand
• Use of cumulative
• Determine base side
representations
capacity
• Use longitudinal • Demand
• Select ‘level’ or ‘chase’ management
perspective
strategy • Yield management

Adapted from: Slack and Brandon-Jones (2021: 276)

85

COVID-19 and Capacity Management

• Capacity management challenge:
– Healthcare capacity is constrained and difficult to adjust in the short term (= level capacity plan)
– Wait times must be controlled
• National Health Service (NHS) responses include:
– Managing consequences of capacity constraints:
• Postponing non-urgent elective operations for 3 months
– Chase demand strategies:
• Cancelling annual leave/requesting staff not to take leave
• Facilitating retired healthcare workers to return to work
• Calling for volunteers to assist with non-technical deliveries/support tasks
• Converting London conference venue to Nightingale hospital with 4,000 beds
– Manage demand strategies:
• Shifting appointments to telephone/online from face-to-face
• Supporting government policies to reduce spread of the disease
WHO (2020) https://euro.sharefile.com/share/view/s6cee0ef49a44b42a/fo62fb4f-
ba90-4a9a-a0e7-7c98dea86b9a

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Inventory Management

87

Resource Planning and Control

Supply of products Demand for
and services Resource planning products and
and control services

= Activities that
The operation’s reconcile supply The operation’s
resources and demand customers

Planning: ‘the formalisation of what is intended to happen at some time in the future’
Slack, Brandon-Jones and Burgess (2022: 708)

Control: ‘the process of monitoring operations activity and coping with any deviations
from the plan; usually involves an element of replanning’
Slack, Brandon-Jones and Burgess (2022: 702)

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Resource Planning and Control System

The ‘core’ mechanics of
planning and control

Prioritisation
Loading and
sequencing
Supply Customer
Suppliers interface interface Customers
Monitoring
Scheduling and
control

Slack and Brandon-Jones (2021: 342)

89

‘Core’ Mechanics of Planning and Control

• Sequencing
– Order in which work will be done
• First in first out (FIFO)/First come first served (FCFS)
• Last in first out (LIFO)
• Customer priority (e.g. triage in medical treatment)
• Due date (EDD = Earliest Due Date)
• Shortest operation time first (SOT)/Longest operation time first (LOT)
• Loading
– Allocating amount of work to each process stage/resource
• Scheduling
– Timetable showing when activities should start and end
• Monitoring and control
– Detect deviations from plan in time to take appropriate action
Based on Slack and Brandon-Jones (2021)

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Resource Planning and Control System

The ‘core’ mechanics of
planning and control

Prioritisation
Loading and
sequencing
Supply Customer
Suppliers interface interface Customers
Monitoring
Scheduling and
control

Planning and
Other control Planning and Other
business information control staff business
functions system functions
The decision mechanism of
planning and control
Slack and Brandon-Jones (2021: 342)

91

Learning Team Case Activity

You will be working in your learning teams
Task:
Prepare a 5-minute presentation on the following questions:
1. What went wrong with the 53/F job?
2. Evaluate the capacity management strategies currently being used by subText
Studios and suggest improvements, drawing on the problems with the 53/F job
3. How can subText improve its resource planning and control system in the light of
the problems with the 53/F job?
Feedback:
Agree a team presenter who will be asked to share your findings with the other groups in
plenary

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Session 3: Aligning Supply and Demand

• Managing capacity
• Managing inventory
• Planning and control

93

Session 4
Implementing improvement

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Session 4: Implementing Improvement

• Measuring performance
• Improving performance
• Implementing process change through projects
• Evaluating and managing risk

95

Measurement: How Are We Doing?

Input Process Output

Intervention Monitor

Objectives

Gap?!!
Compare/
re-plan

Slack and Brandon-Jones (2021: 360)

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Performance Objectives and Measures

Performance Aspects of this objective for a food retail and Example performance measures:
objective online operation might include:

• Conformance to food safety standards • Food hygiene ratings

Quality • Product features (freshness, etc.) • Customer satisfaction scores
• Service features (staff, etc.) • Customer complaints
• Speed of service [contributes to quality] • Checkout waiting times
Speed • Order to delivery time (online order) • Order to delivery time

• Product availability • Order fill rates

Dependability • Keeping to delivery time (online order) • On time delivery per cent

• Different product varieties • Order fill rates

Flexibility • Different delivery slots (online order) • Product substitutions
• Cope with variable customer demand • Product availability rates
• Purchase and logistics costs • Cost per delivery
Cost • Staff costs • Staff costs as percent of sales
• Delivery costs (online order) • ‘Shrinkage’ (stock wastage)
Hard to measure SMART

97

Performance Objectives and Measures

Performance Aspects of this objective for a food retail and Example performance measures:
objective online operation might include:

• Conformance to food safety standards • Food hygiene ratings

Quality • Product features (freshness, etc.) • Customer satisfaction scores
• Service features (staff, etc.) What are the relevant aspects of
• Customer complaints

these objectives
• Speed of service [contributes to quality] • Checkoutfor your
waiting times
Speed • Order to delivery time (online order) • Order to delivery time
organisation/process?
• Product availability • Order fill rates
Dependability How
• Keeping to delivery time (online order)are they currently measured?
• On time delivery per cent

• Different product varieties Where are there gaps

• Order between
fill rates
• Different delivery slots (online order) • Product substitutions
Flexibility
• Cope with variable customer demand current/desired performance?
• Product availability rates
• Purchase and logistics costs • Cost per delivery
Cost • Staff costs • Staff costs as percent of sales
• Delivery costs (online order) • ‘Shrinkage’ (stock wastage)
Hard to measure SMART

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Continuous Improvement

Act Plan

Check Do
Performance

PDCA Cycle
(‘Deming Wheel’)
• Plan – analyse problem and formulate a
plan of action to achieve objectives
• Do – carry out the plan Continuous improvement (Kaizen)
• Check – measure and analyse impact
• Act – standardise successful method
• Many, relatively small but frequent and
and/or continue improvements incremental steps
• Often organised by self-managed teams
of operators
• Risks are spread over many (often
simultaneous) improvement projects

Time Adapted from Slack and Brandon-Jones (2021: 435)

99

Continuous Improvement

Causes of failure include:

• Insufficient education and training
• Lack of employee involvement
• Lack of top management support
Loss of
• Inadequate resources momentum
• Deficient leadership and poor
Performance

management

(Mosadeghrad, 2014: 163)

Continuous
improvement

Time Adapted from Slack and Brandon-Jones (2021: 435)

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Embedding Quality Management

Programmes (QMP)

• Strong supportive • Sustained

culture fostering commitment
learning and • Policy and strategy
innovation Supportive development
Leadership
culture

User-
oriented
Purpose of adopting QMP QMP Structures and routines
design

Resources Strategic
• Human and financial fit
resources • QMPs integrated
• Capacity building with strategy

Adapted from Asif et al (2009)

101

Breakthrough and Continuous Improvement

Breakthrough improvements
• Few, relatively large and infrequent steps
• Often implemented using projects and/or
programmes
• Often managed top-down by technical experts
• Risky if planned improvement fails
Performance

Continuous
improvement

Actual improvement
path

Time Adapted from Slack and Brandon-Jones (2021: 435)

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Managing Implementation: Context

What is the context of the
planned change?
Who holds What are the implications for
formal/informal managing the implementation?
power?
Change
context What are the
forces driving for
change?
Who is affected by
the change?
Change
context What are the
forces resisting
What are their
the change?
attitudes to the
change?

103

Implementation Context: Stakeholder Mapping

Who are the key

stakeholders and
Keep Manage
High

where are they

satisfied closely located in the matrix?
Power

What are the

Low

Keep implications for

Monitor
informed engaging those
stakeholders?

Low High
Level of Interest Slack and Brandon-Jones (2021: 542)

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Implementation Context: Force Field Analysis

Change vision:

What are the forces

What are the resisting the change?
forces driving
the change?

Current state

Desired state
Lewin (1952); Cameron and Green (2015)

105

Implementation Context: Force Field Analysis

Change vision:

What are the forces Driving forces Restraining forces What are the forces
driving the change? resisting the change?
5 4 3 2 1 1 2 3 4 5

Customer demand for faster

response times
Change fatigue
Top management
Current state

Desired state

support Limited IT management

Staff frustration with capability
current system Space constraints of
Pressure to improve energy current site
efficiency
Uncertainty over job
security
Competitive pressure

What are the implications for managing the change? Lewin (1952); Cameron and Green (2015)

106

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Managing Implementation: Context and Process

What is the context of the
planned change?
What are the implications for
managing the implementation?
Change
Current Desired
State
context State

A Project and change management

B
Change
context How will implementation be managed?
• What is the scope of work/deliverables?
• What is the schedule?
• How will it be organised and who is responsible?
• How will we ensure the benefits?
• How will risks be managed?

107

What Needs to Be Done:

Work Breakdown Structure (WBS)
1.0 Order
Project picking
system
level

1.1 1.4
Deliverable 1.2 1.3
System System
Hardware Software
level definition deployment

1.2.1 1.3.1
1.1.1 Define 1.4.1
Hardware Software
system System
design development
installation
1.2.2 1.3.2
Hardware Software
1.4.2
build testing
Training
1.2.3
Hardware
Activity (work package) test
level

Further activity levels may be needed!

See Slack and Brandon-Jones (2021: 546)

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Communicating the Plan: Gantt Chart

• Gantt charts provide a simple way of visualising and summarising the

schedule, key work packages and interdependencies
• This Gantt chart was created in GanttProject (http://www.ganttproject.biz/)

109

Example of Gantt Chart – Build a House

Phase

% Complete Activity
Interdependency

Milestone

Simplified Gantt
chart showing
phases only
GanttProject (http://www.ganttproject.biz/)

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Assigning Responsibilities: RACI Matrix

Resource

Facilities manager
Head of Hardware

Head of Software
Project manager
Project sponsor

HR (Training)

Lead user
ID Activity Start End

1.1.1 Define requirements 02 Oct 06 Oct A R C C I I C

1.2.1 Design hardware 09 Oct 03 Nov A R R C C C

1.2.2 Build hardware 06 Nov 15 Dec I A R C !

1.2.3 Test hardware 18 Dec 22 Dec I A R C I C

1.3.1 Software 09 Oct 20 Oct I A C R C C

requirements
1.3.2 Software development 23 Oct 24 Nov I A C R I

1.3.3 Test software 27 Nov 08 Dec I A C R C C

1.4.1 Training 25 Dec 05 Jan I A R C R I C

1.4.2 System installation 25 Dec 12 Jan I A R C I C C

R = Responsible for action C = Consult before (2-way)

A = Accountable (yes/no decisions) I = Inform after (1-way)
111

Implementation through Projects:

Extended Project Life Cycle
• Projects create deliverables (the outputs) – e.g. a new IT system
• The outputs enable desired outcomes (e.g. improved data accuracy)
• Operation of those outcomes provides business benefits (e.g.
improved productivity)
• Benefits are (typically) realised after project handover

Cost
Costs/benefits

profile Benefit
delivery

Definition Planning Execution Closeout and Operation

handover

Project phase Benefits realisation phase Based on PMI (2017: 49)

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Visualising the Benefits: Benefit Maps

‘A benefit map is a diagram showing a set of benefits and how they relate to one another – the
left to right flow describes a series of relationships….’
Bradley (2006: 92)

Reduced Improved
customer customer
Fewer data frustration retention
User errors
training
Improved Increased To increase
Improved customer sales sales
service Improved conversion revenue
customer
image
data
CRM
System
More More new
Improved Improved
focused customers
sales data productivity
sales

Outcome
Project Intermediate Strategic
(business End benefit
outputs benefit objective
change)

113

Managing Risks: Prioritising Risks with a Risk

Matrix

• Tolerate: develop contingency plan • Transfer: transfer to others (e.g. insurers)

• Treat: reduce probability and/or impact • Terminate: don’t do it (or do something that
doesn’t incur the risk)
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Example Risk Matrix

An interesting example from an annual report that uses colour coding to show
different areas of risk

Source: GMA (2015) Integrated Annual Report 2015. Johannesburg: Gautrain Management Agency

115

Documenting Risks: Risk Register (Log)

Project
leadership team

Document
version control What is the planned Who is the owner
mitigation strategy? of the risk?

Describe the impact of Pre- and post-mitigation

Describe the risk
the risk if it occurs risk prioritisation

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Example Risk Matrix and Risk Register

Risk matrix (‘heat map’), risk

identification and risk register
from transport agency

Source: O'Har, J. P., Senesi, C. W. and Molenaar, K. R. (2017). Development of a Risk Register Spreadsheet Tool for
Enterprise- and Program-Level Risk Management. Transportation Research Record, 2604(1): 19-27.

117

Learning Team Case Activity

You will be working in your learning teams
Task:
1. You have been asked to help with project planning for the planned changes to the Call Centre.
– What are the key outputs (deliverables) of the Call Centre project
– What is the purpose (desired business benefits) of the project for the Call Centre?
2. Evaluate the internal context for the planned change. What are the implications of your analysis for
managing the change?
1. Stakeholder analysis
2. Force-field analysis
3. Evaluate the risks facing the project and develop a risk register. What advice would you give about
how to manage those risks?
4. What are your recommendations for organising and managing the project?

Feedback:
Agree a team presenter who will be asked to share your findings with the other groups in plenary

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Session 4: Implementing Improvement

• Measuring performance
• Improving performance
• Implementing process change through projects
• Evaluating and managing risk

119

Triple bottom line Performance objectives: Trade-offs/efficient frontier

Four Vs Market requirements/
• People • Quality
• Volume resource capabilities
• Profit • Speed
• Variety
IPO
• Variability Resource • Planet • Dependability
• Flexibility Process positioning:
• Visibility capabilities: Sustainability Operations’
• Cost • Volume/variety matrix Swim
• People contribution
• Process Service processes • Process type SIPOC lanes
Hayes & Wheelwright • Process layout
Project management: • Technology • Coproduction/
Inseparability • Process technology Fail
• Project life-cycle • Information
• Heterogeneity • Process and job design Process mapping points
• Project definition 2. Processes, operations and
• Intangibility
• Risk management strategy
• Agile project management • Perishability
• Programme and Portfolio 1. Taking a systems and process Little’s
management Process metrics
approach Law
3. Process and system design
Implementation: Bottlenecks
• Process and context
8. Implementing change Managing Supply network design:
• Lewin’s unfreeze–change–refreeze 4. Designing and managing the • Capacity: lead/lag
change model through projects Process and supply chain • Location
• Kotter’s 8 -step change model Systems • Outsourcing
Stakeholder/ 5. Managing flow, capacity and Supply chain management:
force-field inventory • Relationship management
analysis: • Lean/agile
6. Planning and control • Service supply management
Operational risk: 7. Quality, improvement Inventory management:
• Sources of failure in operations Process flow:
and risk • Where and why
• Fault tree analysis/FMEA • Flow units
• EOQ, EBQ, news vendor models • Process metrics
• Fail-safing (poka-yoke) • Continuous and periodic review
Lean thinking: • Little’s Law
• Maintenance regimes • ABC analysis
• Types of waste (TIMWOOD)
• Recovery and failure mitigation • Safety stock Capacity management:
• Value stream mapping
Improvement: • Levels of capacity management
• Just-in-time (JIT) and pull
• Continuous (kaizen)/breakthrough • Forecasting
• Lean tools Queue management
• PDCA/DMAIC cycle
• Kanban boards • Psychology of waiting lines • Coping zone
• Six Sigma/ISO 9000/EFQM • Variability
• Improvement tools Quality management: Long-term capacity
Collaborative Planning and control system:
• Perceptions-expectations gap Medium-term strategies:
planning and control: • Prioritisation/sequencing
• Quality dimensions capacity strategies: • Lead demand
• S&OP • Loading
• Costs of quality • Chase demand • Lag demand
• CPFR • Scheduling
• SPC • Monitoring and control • Level capacity
• Quality values, tools, methodologies ERP/MRP • Manage demand

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Assignment Brief

121

MPS Assignment Overview

Identify and analyse a current problem, challenge or opportunity related to delivery of goods and/or
services within your organisation, make recommendations likely to deliver business performance
improvements, and develop the implementation plan
The report should consist of a cover page and six elements:
– Title
– Introduction (approximately 10% of word count)
– Part 1: Analysis of a current process-related problem, challenge or opportunity within your
organisation leading to recommendations to address the problem, challenge or opportunity that
will deliver performance improvements (approximately 50% of word count)
– Part 2: Presentation of the implementation plan including risk management (approximately 30% of
word count)
– Reflection (approximately 10% of word count)
– Reference list
Word count is 3,000 words (-10/+20%)

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Cover Page (Not Included in Word Count)

• The cover page should include:

– Your name
– Student ID number
– Title of the report
– Title of the module
– Cohort details
– Word count statement
• Please do not include other personal information

123

Title (Part of Content Page - Not Included in Word Count)

• The title should indicate the topic and focus of the report to the reader
• Your title should not normally exceed 25 words
• Use it to help you formulate your focus for the assignment
• Remember: the title is the first thing about your chosen topic that the marker
will read!

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Introduction (10% of Word Count)

In this section of your assignment you should:

• Clearly state the problem, challenge or opportunity that is the focus of your
assignment.
• Briefly describe the context, including:
– an overview of the organisation, department or function in which the issue is
located
– an overview of the relevant contextual factors relating to the issue that you intend
to analyse
– your relationship to the organisation/issue to be discussed

Make sure that your introduction clearly states the problem, challenge or
opportunity that is the focus of your assignment!

125

Part 1: Analysis of Current Issue (50% of Word Count)

Critically analyse your chosen problem, challenge or opportunity using selected theories, models
and frameworks from the module course material, correctly referenced and supported by
appropriate evidential data
• Explain the structure and scope of the system being analysed
• Provide evidence-based evaluation of current and required future performance as appropriate to establish
the need for change and/or improvement
• Data may be drawn from secondary sources (e.g. process performance data, customer surveys, etc.) and/or
simple fieldwork such as interviews/focus groups with key stakeholders
• Your analysis should lead to actionable recommendations that will address the problem, challenge or
opportunity and deliver performance improvement
Your recommendations must clearly be grounded in your analysis

Indicate the sources of data you have used in your assignment. For example, if you are using
interviews/questionnaires note this in your report and give more details in an appendix.

126

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Part 2: Implementation of Recommendations

(30% of Word Count)
Develop and present an implementation plan for the recommendations proposed in Part 1
• Take into account relevant contextual factors that will need to be managed as part of the
implementation and address, as appropriate, scope of work, overall implementation strategy,
implementation schedule and resourcing
• Include an assessment of risks that could affect successful implementation and a plan for how
those risks will be managed
• Make use of appropriate models and frameworks from the module course material, supported
by suitable evidential data, in developing and presenting your implementation plan
• A budget is not required or expected

Indicate the sources of data you have used in your assignment. For example, if you are using
interviews/questionnaires note this in your report and give more details in an appendix.

127

Reflection (10% of Word Count)

To demonstrate your broader understanding and learning from studying the MPS
module, you are required to include a reflective component to your assignment.
Consider, for example:

• What are the strengths and weaknesses of the process and system approach?
• How has study of the MPS module influenced your thinking about and your
approach to management?
• How will you use your learning from MPS in the future?

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Referencing

• Please refer to your study skills workshop notes and Harvard reference guide on
Canvas to understand academic requirements to reference material
• Lack of (or incorrect or inappropriate or incomplete) referencing might lead to
academic misconduct investigation

129

Use of Appendices

• Appendices are not marked

• Appendices are not included in the word count
• Appendices are reserved for additional information
• The main body of the assignment must be complete with all supporting
evidence; thus,
• Key models-frameworks-tools and empirical data that is critical for discussion
must be kept in the main body of the assignment

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Word Count
• Your assignment should be 3,000 words in length
• Word count will comprise all text including:
– footnotes/endnotes;
– all text in tables, diagrams, etc.
• The word count does not include:
– the text on the cover page (the cover page should include your name, student ID number, the title
of the report, the title of the module, and word count statement);
– table of contents (if required);
– reference list and any appendices
• Assignments may not exceed the specified word count by more than 20% or fall short of it by more
than 10%
• A marker is not obliged to read beyond the word limit , and a mark based on the work up to the word
limit will be awarded
• Assignments that fall short of the specified word count by more than 10% will be marked as submitted,
sustaining any potential limitations due to shorter content

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MPS FAQs: For QUERIES Regarding:

• Review of draft assignments
– Henley guidelines are that we (module convenor OR tutor OR marker) DO NOT review draft assignments
• Assignment topic and assignment data
– Contact your module convenor (Mona Ashok) or workshop tutor via Canvas MPS discussion forum
• Word count in assignment (what should and should not be included)
– Check assignment briefing document
• Harvard referencing
– Check Canvas for Harvard referencing guide
– Check MPS Discussion forum
• How to apply for an Extenuating Circumstances Form?
– Check Canvas or contact your local programme administrator
• Who is your programme administrator?
– Check your student emails and Canvas announcement area
• Who is your academic tutor, or apprenticeship levy tutor?
– Check your student emails or contact your local programme administrator
• Your learning team
– Check Canvas or contact your local programme administrator

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Hints and Tips

• Pick a topic (problem, challenge, or opportunity) that is relevant to the module and that is
sensibly scoped for the assignment
• Ensure that you demonstrate your critical understanding of MPS in your selection and
application of appropriate material from the MPS module
• Ensure that your work is appropriately weighted across the different parts of the assignment
• Develop a coherent, logical argument throughout the assignment that clearly links analysis to
recommendations to implementation; do not simply write a descriptive or narrative account
• Ensure that you employ appropriate qualitative and quantitative data to support your analysis
and indicate the sources used
• Appendices, if used, should add value or detail to the discussion and analysis undertaken in the
main body of the assignment. Ensure all appendices are cross-referenced in the main body.
• Referencing must be in the Harvard style

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Thank You!

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References
Asif, M, de Bruijn, EJ, Douglas, A and Fisscher, OA (2009). 'Why Quality Management Programs Fail: A Strategic and Operations
Management Perspective.' The International Journal of Quality and Reliability Management 26(8): 778-94.
Bicheno, J. & Holweg, M. (2016). The Lean Toolbox: The Essential Guide to Lean Transformation, 5th ed. Buckingham: PICSIE.
Bradley, G. (2010). Benefit Realisation Management: a Practical Guide for Achieving Benefits through Change 2nd ed. London: Routledge.
Cameron, E. and Green, M. (2015). Making Sense of Change Management : A Complete Guide to the Models, Tools and Techniques of
Organizational Change. Philadelphia, PA: Kogan Page.
Da Silveira, G. & Slack, N. (2001). Exploring the Trade-off Concept. International Journal of Operations & Production Management, 21(7):
949-964.
Davenport, T. H. (1993). Process innovation: reengineering work through information technology. Boston, MA: Harvard Business Press.
Guide Jr, V. D. R. & Chiselli, G. A. (1995). Implementation of drum-buffer-rope at a military rework depot. Production and Inventory
Management Journal, 36(3): 79-82.
Harmon, P. (2003) Business Process Change, San Francisco, CA: Morgan Kaufmann
Heizer, J., Render, B. and Munson, C. (2020). Operations Management. 13th global ed. Harlow: Pearson.
Hopp, W. J. & Spearman, M. L. (2008). Factory Physics, 3rd ed. New York, NY: McGraw-Hill.
Lewin, K. (1952). Field Theory in Social Science. London: Tavistock Publications.
Mosadeghrad, M. A. (2014), ‘Why TQM programmes fail? A pathology approach’, The TQM Journal. 26(2): 160-187.
Muro, M., Liu, S., Whiton, J. & Kulkarni, S. (2017). Digitalization and the American workforce. Washington, DC: Brookings Institution.
PMI (2017). The standard for program management. 4th ed. Newtown Square, PA: Project Management Institute.
Slack, N. & Brandon-Jones, A. (2021). Operations and Process Management. 6th edn, Harlow, Pearson Education.
Slack, N., Brandon-Jones, A. & Burgess, N. (2022). Operations Management. 10th edn, Harlow, Pearson Education.
Wild, R. (2002). Operations Management. 6th edn. London, Continuum.

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