6.0 htm 209 – om improvement 111114
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Operations managementTRANSCRIPT
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HTM209 – Hospitality
Operations Management
Semester One - 2014
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HTM 209 – Hospitality
Operations Management
Tutor : Julian Galt
Room : B2-24
E mail : [email protected]
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HTM 209 – Hospitality
Operations Management
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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
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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
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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
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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.
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(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)
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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
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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
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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
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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. ?
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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
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PDCA Cycle repeated to createcontinuous improvement
Time
P
erf
orm
an
ce
“Continuous”
improvement
Plan
Do
Check
Act
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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
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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.
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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
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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
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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
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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
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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
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MethodsMaterials
Machinery Manpower
Maintenance
Problem
Brainstorm to determine root causes and
add those as small branches off major bones
Constructing a C&E Diagram