ANALYSING OPERATIONAL PEFRORMANCE
- Created by: _Holly98
- Created on: 04-04-16 11:14
LABOUR PRODUCTIVITY
LABOUR PRODUCTIVITY MEASURES OUTPUT PER EMPLOYEE
LABOUR PRODUCTIVITY = TOTAL OUTPUT / NUMBER EMPLOYEES
MANAGERS INFLUENCEE BY WAY TRAIN STAFF / ORGANISE EMPLOYEES / REWARDING STAFF
UNIT COSTS
MEASURE COST PER UNIT
UNIT COSTS = TOTAL COSTS / TOTAL OUTPUT
INFLUENCE UNIT COSTS E.G. CONSIDER WHAT SUPPLIERS USE HOW THE USE IT
CONTROL COSTS OTHER EFFECTS: LESS FLEXIBILITY
IMPORTANT CONTROL NIFLUENCE PRICE CAN CHARGE
CAPACITY
MEASURES MAXIMUM PRODUCE GIVEN EXISTING RESOURCES
CAPACITY CALL CENTRE DEPEND NUMBER OPERATIVES / PHONE LINES
CAPACITY IS FIXED - GIVEN LEVELS OF RESOURCES
OVER TIME CAN CHANGE - RESOURCES BECOME AVALAIBLE
DESIRED LEVEL DEPEND EXPECTED SALES
CAPACITY UTILISATION
MEASURE EXISTING OUTPUT AS % OF MAX POSIBLE OUTPUT
EXISTING OUTPUT / MAX POSSIBLE OUTPUT X 100
HIGHT THE CAPACITY UTILISATION MORE RESOURCES UTILISED
LOW CAPACITY CONCERN
- SUGGESTS DEMAND RELATIVELY LOW
- COST PER UNIT HIGH - FIXED COSTS NOT SPREAD OVER MANY UNITS - HIGH FIXED COST PER UNIT
USE OF DATA OPERATIONAL DECISION MAKING
IDENTIFY PROBLEMS / OPPURTUNITIES
ANALYSE DIFFERNT COURSE ACTION
INFORM OPERATIONS DECISION MAKING & PLANNING
LABOUR PRODUCTIVITY LOW
MANAGERS ANALYSE IDENTIFY CAUSE
CONSIDER NECESSARY INVEST TRAINING
REVIEW REWARD SYSTEMS
CHANGE WORK IS UNDERTAKEN
UNIT COSTS HIGH
MANAGERS IDENTIFY CAUSE
DUE SUPPLIER COSTS?
LOW LABOUR PRODUCTIVITY?
ACTIONS TAKEN IMPROVE SITUATION E.G. NEGOTIATION SUPPLIERS
CAPACITY.
TOO LOW:
MANAGERS CONSIDER INVESTING EXPAND - DEPEND FACTORS COSTS / RISK INVOLVED
TOO HIGH:
CONSIDER INCREASE DEMAND OR DOWN SIZE
WHEN MAKING DECISIONS CONSIDER COSTS PROFITS RISKS IMPACT COMPETIVNESS
SOME QUICK IMPLEMENT OTHERS LONGER
INCREASING LABOUR PRODUCTIVITY
INVEST TECHNOLOGY - EMPLOYEES ACCESS MORE EQUIPMENT HELP COMPLETE TASKS
IMPROVE TRAINING - STAFF MORE SKILLS
CHANGE WAY WORK ORGANISED / DESIGN JOBS IMPROVE FLOW OF WORK / REDUCE TIME WAITING COMPLETE TASKS
CHANGE WAY EMPLOYEES REWARDED PROVIDE MORE INCENTIVE
DIFFICULTIES INCREASING LABOUR PRODUCTIVITY
NEGATIVE IMPACT ELSEWHERE
INCREASE PRODUCTIVITY REDUCE QUALITY
RESIST EMPLOYEES MORE EFFICENT LESS NEEDED - MADE REDUNDANT
DEMAND HIGH PAY REUTRN MORE PRODUCTIVITY - MAKING MORE REVENUE
INCREASING EFFICIENCY: CHOOSING OPTIMAL MIX
COMBINATION: LAND / LABOUR / CAPITAL DEPEND NATURE PROCESS
COMBINATION DEPEND: PROCESS ITSELF
- WORK INVOLVED - REPTITIVE - MACHINERY
AFFORDABLE / AVALIABLE
- FUNDS / SPACE NOT THERE
- SCALE OPERATIONS DOESN MERIT
- HAVE RENT EQUIPMENT EXPENSIVE
OPTIMAL MIX AFFECT QUALITY WORK
NO LATEST MACHINERY = INEFFICENT
LEAN PRODUCTION
LEAN PRODUCTION OCCURS WHEN MANAGERS REDUCE AND THEREFORE OPERATIONS BECOME MORE EFFICIENT
APPROACH TO CONTINUES FLOW (MASS PRODUCTION) STEMMING FROM TOYOTA CREATE GREATER EFFICIENCY AND MOTIVATION WITHIN THE PRODUCTION FUNCTION
JUST IN TIME
GOODS PRODUCED TO ORDER - STOCK LEVELS MINIMUM
LOW STOCK - DECREASES COSTS STORING - HELPING INCREASE PROFITS
INCREASE FLEXIBILITY OF FIRM
HELPS REDUCE WASTE - ONLY UES WHAT NEEDED
CELL PRODUCTION
PRODUCTION ORGANISED AROUND TEAMS
EVERY TEAM RESPONSIBLE ONE STAGE PRODUCTION PROCESS
HELPS IMPROVE MOTIVATION ENCOURAGES TEAM WORK
INCREASE QUALITY AS EMPLOYEES FEEL OWNERSHIP ON FINAL PRODUCT
TEAMS SELF CHECK WORK BEFORE ENTER NEXT STAGE PRODUCTION
KAIZEN
EMPHASISES VALUE CONTINUOUS IMPROVMENT
MAJOR CHANGES OCCUR SMALL CHANGES MADE REGULARLY
EMPLOYEES ENCOURAGED OWN IDEAS BECOME LEAN
THOSE DOING WORK - KNOW DO IT MORE EFFICENTLY
TIME BASED MANAGEMENT
USP BUISNESS
PRODUCE / DELIVER ITMES FASTER COMPETITORS
INCREASE SALES
JUST IN TIME EFFECTIVE
EXCELLENT SUPPLIERS RELATIONSHIPS - SUPPLIES ARRIVE RIGHT TIM
RELIABLE EMPLOYEES - OR STOP
FLEXIBLE WORKFORCE - ABLE WORK ANYTIME ANYWHERE
ANDON
PROBLEM = CORD PULLED PRODUCTION STOPPED
FLASHING LIGHTS SIGNAL
EVERYONE LEARN MISTAKE
NEEDS TRANSPARENCY ENSURE MISTAKE OCCURS EVERYONE LEARNS
SIMULATINIOUS ENGINEERING
DECRASE PRODUCT DEVELOPMENT TIMES
EVERYONE INVOLVED PROJECT WORKS SAME THING SAME TIME
DECREASE TIME PRODUCT TO MARKET
DIFFICULITES LEAN
EMPLOYEES STRIKE / SUPPLIERS FAIL DELIVER HALT OPERATIONS
VULNERABLE UNPREDICTABLE EVENTS E.G. TSUNAMI JAPAN COULDNT GET SUPPLIES
EMPLOYEES MORE ACTIVE CHECKING OWN WORK ENSURE PROBLEMS DISCOVERED EARLY
EMPLOYEES RESIST - DONT WANT RESPONSIBILITY / TRAIN
REQUIRES EXCELLEN LINK SUPPLIERS - INVESTMENT TECHNOLOGY / COMMUNICATION
USING TECHNOLOGY IMPROVE OPERATIONAL EFFICIENCY
ENABLES BUSINESS IMPROVE QUALITY / EFFICENCY
BE MORE FLEXIBLE - TRACK CUSTOMER BEHAVIOUR EFFECTIVELY SPECIFIC GROUPS MORE EASILY PROVIDE PERSONALISED PRODUCTS
REDUCE COSTS BEING MORE EFFIECTNY LESS ERRORS
BE INNOVATIVE - ENABLING DOWNLOAD WATCH FILMS ANY TIME INCREASE CUSTOMER SATISFACTION
USING TECHNOLOGY IMPROVE OPERATIONAL EFFICIENCY
ENABLES BUSINESS IMPROVE QUALITY / EFFICENCY
BE MORE FLEXIBLE - TRACK CUSTOMER BEHAVIOUR EFFECTIVELY SPECIFIC GROUPS MORE EASILY PROVIDE PERSONALISED PRODUCTS
REDUCE COSTS BEING MORE EFFIECTNY LESS ERRORS
BE INNOVATIVE - ENABLING DOWNLOAD WATCH FILMS ANY TIME INCREASE CUSTOMER SATISFACTION
HOWEVER: MANAGERS HAVE TO
FINANCE INVEST: NEW TECHNOLOGY NEEDED WHEN BUSINESS STRUGGLING / LACKING FINANCE TO PAY
TRAINING TO USE EFFECTIVLEY
UNDERSTAND / MANAGE IMPACT OTHER FUNCTIONS - MAY CHANGE JOB HAVE TO LEARN NEW SKILLS
BE ABLE JUDGE IF USEFUL - IN LONG TERN THAN DOING EVERY NEW DEVELOPMENT
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