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Time: 40 hours
Level: Masters
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 Introduction Resource- The course that this unit is taken from (T883 Business operations: delivering value) is about the essence of any enterprise – that core set of processes needed to convert various resources (such as materials,...
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| | 1 Putting the unit in context
- 1 Putting the unit in context Resource
- This unit, taken from T883 Business operations: delivering value, is concerned with the management of ‘processes’ – the organised set of resources and related activities that are essential for the delivery...
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| | 2 An introduction to the process view of business operations
- 2 An introduction to the process view of business operations Resource
- As we touched on in Section 1, the course that this unit is taken from is concerned with how best to manage the set of business processes that are directly responsible for converting a variety of resources...
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| | 3 The process view of business operations
- 3.1 Introduction Resource
- The purpose of this section is to address the following interlinked questions:
- 3.2 Business operations: function or process? Resource
- Traditionally, an enterprise's activities are organised according to a structure based on the well-known business functions: marketing, purchasing, finance, human resources, research and development (R&D),...
- 3.3 Business operations: a transformation process Resource
- The view that operations is the set of processes responsible for producing the organisation's intended outputs from an appropriate range of resource inputs can be represented very simply, as in Figure...
- 3.4 Managing across interfaces Resource
- Increasingly, operations management is seen as an interface discipline (Voss, 1995). Managing across interfaces, both internal and external to the organisation, is a particular challenge for managers and...
- 3.5 Internal interfaces Resource
- The cross-functional interface between operations and marketing in particular has long been considered of critical importance in the delivery of customer value. Consider this definition of marketing:
- 3.6 Interfaces in the supply network Resource
- Managing the internal interfaces is part of the story. Of increasing importance is the management of the processes that cross organisational boundaries between suppliers and purchasers, that is, the management...
- 3.7 The role of technology Resource
- Technology is an increasingly important, if not dominant, element in operations. It was included as one of the resource inputs in the Figure 2 transformation model developed earlier, but treating it in...
- 3.8 Section summary Resource
- This section has introduced you to the nature of operations management and the role that technology plays.
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| | 4 An operations management video case study: Vue cinemas
- 4.1 Background to Vue Resource
- This section discusses one of four video case studies used in the T883 course to illustrate some basic concepts of operations management covered by the course.
- 4.2 Making the most of the Vue video case study Resource
- Now watch the Vue video clip, linked below.
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| | 5 An introduction to ‘making the case’
- 5 An introduction to ‘making the case’ Resource
- Much of the T883 course is concerned with making changes to existing methods of doing something. The changes might be very radical and far-reaching in their impact, or relatively minor incremental improvements...
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- 6.1 Introduction Resource
- The overall process of making the case is shown schematically in Figure 13.
- 6.2 Proposal definition Resource
- 1. What is the nature, purpose and scope of the proposed change? What are its objectives? Are there any constraints to be taken into account?
- 6.3 The decision-making process Resource
- 4. Who is the ‘audience’? Who do I need to persuade?
- 6.4 Benefits Resource
- 7. What are the financial benefits of the proposed change?
- 6.5 Costs Resource
- 11. What are the financial costs involved (capital and recurring)?
- 6.6 Risks Resource
- 15. What are the risks associated with the change that might mean the intended benefits cannot be realised?
- 6.7 Cost-benefit analysis Resource
- 17. Does the case clearly and unequivocally demonstrate that benefits outweigh costs?
- 6.8 Anticipating the arguments Resource
- 18. Have the objectives and perspectives of all the key stakeholders concerned with the decision been taken account of in the previous assessment of costs, benefits and risks?
- 6.9 Supporting evidence Resource
- 20. Are all the assertions concerning costs, benefits and risks backed up by relevant supporting evidence?
- 6.10 Action plans Resource
- 22. Does the action plan make the proposal concrete in terms of realistic time scales and budgets and identification of relevant milestones?
- 6.11 Presenting the case Resource
- 23. Is the format of presentation appropriate for the audience?
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| | References and Acknowledgements | |
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