6.0 htm 209 – om improvement 111114
DESCRIPTION
Operations managementTRANSCRIPT
HTM209 – Hospitality
Operations Management
Semester One - 2014
HTM 209 – Hospitality
Operations Management
Tutor : Julian Galt
Room : B2-24
E mail : [email protected]
HTM 209 – Hospitality
Operations Management
Operations
improvement
Direct
Design Develop
Deliver
Organizing for
improvement
manages the
improvement
activity
Risk management
stops processes becoming worse
Operations improvement
makes processes better
Operations
Management
Figure 18.1 Operations improvement
Why Improve?
Read the TNT case-study, text page 579...
• Identify the main inputs; transformations, and outputs from this
business operation
• Why is operations improvement considered essential to the survival
of this business?
• Identify the improvement demands that led to the initiation of the GO
programme.
• Outline the main elements of the GO programme, and the objectives
of these.
• Note the roles or place of...
• Process analysis
• Information technology
• Communities of practice
• Training
Why is Improvement Important?
Refer to Slack et al,. Pages 580 – 581....
• Note how the “Red Queen Effect” may apply...;
• In the case of TNT
• In a hospitality business that you are familiar with
• What environmental factors may be driving the following
to engage in improvement processes...;
• Service Adhesives
• Four Seasons Canary Wharf
Approaches to improvement
1. Breakthrough improvement
Innovation based improvement
Example: introduction of a new, more efficient
machine in a factory
2. Continuous improvement - Kaizen
Smaller incremental improvement steps
Example: modifying the way a component is fixed to
an equipment to reduce change over time.
Rate of improvement is not important but the
momentum is.
(a) ‘Breakthrough’ improvement, (b) ‘continuous’
improvement and (c) combined improvement patterns
P
erf
orm
an
ce
Time
P
erf
orm
an
ce
Time
P
erf
orm
an
ce
Time
Planned
“breakthrough”
improvements
Actual improvement
pattern
Continuous
improvement
Combined
“breakthrough” and
continuous
improvement
(a) (b)
(c)
3. The difference between breakthrough and continuous improvement
Long-term, undramatic
Small steps
Continuous, incremental
Gradual and consistent
Everyone
Group efforts
Conventional know-how
Spread
Little investment
People
Process
Innovation... ...KaizenShort-term, dramatic
Big steps
Intermittent
Abrupt, volatile
Few ‘champions’
Individual ideas & effort
New inventions/theories
Concentrated ‘all eggs in 1 basket’
Large investment
Technology
Results for profit
Effect
Pace
Timeframe
Change
Involvement
Approach
Stimulus
Risks
Practical req.
Effort orientation
Evaluation criteria
Approaches to improvement...;Improvement cycle models
Improvement can be represented by a never-
ending process of repeatedly questioning and
re-questioning the detailed working of a
process activity
This repeated and cyclical nature of
continuous improvement is usually
summarized by improvement cycles
Examples of improvement cycles:
PDCA cycle
DMAIC cycle
Define
Measure
AnalyzeImprove
Plan Do
CheckAct
(a) The plan-do-check-act
(b) The define-measure-analyze-improve-control
Control
(a) (b)
Plan
Improvement Cycle Models
Improvement Cycles...;Refer to Slack et al,. Pages 584 - 585
Main elements of the
PDCA Model stages
i. ?
ii. ?
iii. ?
iv. ?
Main elements of the
DMAIC Model stages
i. ?
ii. ?
iii. ?
iv. ?
v. ?
Improvement Cycles...;Refer to Slack et al,. Pages 584 - 585
Main elements of the
PDCA Model stages
i. Plan – examine the current
method. Collect, analyse data
and develop an improvement
plan
ii. Do – implement the plan, and
resolve problems arising
iii. Check – evaluate the
implementation of the change
iv. Act – either, standardise the
change; or re-plan and re-trial
Main elements of the
DMAIC Model stages
i. Define the problem(s) – and the
requirements for process
improvement
ii. Measure and validate the
problem, using data to inform the
process. Is the problem worth
solving?
iii. Analysis – identify the cause of
the problem
iv. Improve the process. Solutions
that are viable are implemented
v. Control – Implementation is
monitored to ensure
improvement is sustained
PDCA Cycle repeated to createcontinuous improvement
Time
P
erf
orm
an
ce
“Continuous”
improvement
Plan
Do
Check
Act
Input/output analysis Flow charts Scatter diagrams
Cause-effect diagrams Pareto diagrams Why-why analysis
Input Output
xx
x x
x xxx
x
x x
Why?
Why?
Why?
The common techniques for
process improvement
16
Problem/
Desired
Improvement
Main Category
Cause
Root Cause
Cause & Effect Diagram
The Cause and effect diagram is also called: Fishbone Diagram-because of the way it looks
Ishakawa Diagram for the inventor, Dr. Kaoru
Ishakawa.
What is a Cause and Effect
Diagram?
A visual tool to identify, explore and graphically
display, in increasing detail, all of the suspected
possible causes related to a problem or
condition to discover its root causes.
Not a quantitative tool
Problem/
Desired
Improvement
Main Category
Cause
Root Cause
Why Use Cause & Effect
Diagrams?
• Focuses team on the content of the problem
• Creates a snapshot of the collective knowledge of team
• Creates consensus of the causes of a problem
• Builds support for resulting solutions
• Focuses the team on causes not symptoms
• To discover the most probable causes for further analysis
• To visualize possible relationships between causes for any problem current or future
• To pinpoint conditions causing customer complaints, process errors or non-conforming products
• To provide focus for discussion
Man
MethodsMachine
Materials Measurement
Five Key
Sources of
VariationEnvironment+
Use cause and effect diagram to single out
variation sources within the “5M’s + E”
Product/Manufacturing
People
ProceduresPolicies
Place Measurement
Five Key
Sources of
VariationEnvironment+
Use cause and effect diagram to single out
variation sources within the “4P’s + M&E”
Transactional/Service
Causes Effect
Shows various influences on a process to
identify most likely root causes of problem
Problem
Main Category
Cause
Root
Cause
Fishbone –Cause and Effect Diagram
MethodsMaterials
Machinery Manpower
Maintenance
Problem
Brainstorm to determine root causes and
add those as small branches off major bones
Constructing a C&E Diagram