Fluent Essays

One type in document “Guidance” and only have 6 questions，need to use PPT1 and PPT2 to writing.Another type in requirement 1&2 PPTs and include 2 questions , need to according “article” to writing. guidance.docx ppt_1.pptx ppt_2.pptx requirement_1.pptx requirement_2.pptx Unformatted Attachment Preview Requirements:Each question should be answered in 200 words with an example and a quote.The relevant information is“ ” 1. Explain the concept of servitisation and discuss how a company can improve its innovation capabilities through servitisation. 2. Identify three essential elements of innovation and explain how these elements can be managed in a structured way. Support your answer with examples. 3. How can companies adopt the concept of Concurrent Engineering (Collaborative Engineering/Global Engineering Networks) to enhance their innovation performance? Requirements:Each question should be answered in 200 words with an example and a quote.The relevant information is“ ” 1.Explain the concept of flexibility in operations management and identify key dimensions of supply chain flexibility. 2. How can managers cope with uncertainty for flexible operations? Support your answer with a manufacturing example and a service example. 3. “Managers can adopt the concepts of agility and leanness at the same time in a supply chain.” Do you agree with the above statement? If yes, how? If no, why not? Revision should focus on the four main knowledge areas of OM, i.e. Direct, Design, Deliver and Develop. Key topic areas are listed at the beginning of each lecture session and summarised at the end, see lecture handouts. Reading for the examination- essential requirement! Base reading and beyond, see module outline and the introduction lecture. Examination practice: support/illustrate your answer with examples. Students are expected to complete a short essay to address each question, not just an outline! Qnswering question; narrative and pre-planning; content, including cases and ‘added-value’; time management; potential problems with ‘wrong/un-related answers’, ‘short answers’, ‘un-expanded bullet points’, ‘unstructured answer’, etc - to be discussed in lecture. Operations for Innovation Operations strategy Operations in context Operations system design Direct Operations for sustainability Operations for flexibility Steering operations Design Develop Shaping products, services and systems Improving the operation’s capabilities Deliver Global network operations Planning and controlling ongoing operations Operations for innovation Operations for efficiency Operations planning and control, supply chain management Operations for Innovation – Slide 1 Key Topics ◼ Service operations and servitisation ◼ Innovation concepts, the process and essential elements ◼ Leading practices and emerging trends ◼ Innovation in the digital age Operations for Innovation – Slide 2 Services Contribute to GDP… \% GDP from Services (2001-2011) 90\% 80\% 70\% \% GDP 60\% 50\% 40\% 30\% 20\% 10\% 0\% 2001 2002 2003 2005 2006 2007 2008 2009 2010 2011 Average 56\% 56\% 56\% 56\% 56\% 57\% 57\% 58\% 58\% 58\% China 35\% 33\% 34\% 33\% 33\% 39\% 40\% 40\% 41\% 44\% 69\% 71\% 71\% 71\% 71\% 72\% 73\% Europe India 51\% 50\% 50\% 48\% 51\% 55\% 55\% 54\% 63\% 55\% United States 80\% 80\% 80\% 79\% 78\% 78\% 79\% 79\% 77\% 77\% Source: World CIA Factbook Operations for Innovation – Slide 3 Services Contribute to Employment… Major proportion of GDP and employment in western world… • Service sector accounts for over 70\% of EU’s economic activity • Nearly 70\% of EU’s workforce are employed in service sectors China and India are also assessing their role in the service economy Operations for Innovation – Slide 4 UK Service Sectors Operations for Innovation – Slide 5 UK Service Sectors Operations for Innovation – Slide 6 What about Services in Manufacturing? The shift to service based competitive strategies is not new: •Andersen and Narus – Capturing the Value of Supplementary Services, Harvard Business Review, 1995. •Wise and Baumgartner – Go Downstream: The New Imperative in Manufacturing, Harvard Business Review, 1999. (2007 Figures) Operations for Innovation – Slide 7 Operations for Innovation – Slide 8 52\% Civil Aerospa ce 15\% Defence Aerospa ce Operations for Innovation – Slide 9 18\% Power Systems 10\% Marine 5\% Nuclear Service-based Business Model Innovation John Deere iGuide system Uses GPS technology to automatically shift the steering pattern of the tractor to compensate for implement drift Customers design and complete market research Exploiting the internet to enable crowd sourcing Operations for Innovation – Slide 12 New Trends of Development From a world of… To a world including… Products Outputs Transactions Suppliers Elements Solutions The shift to services requires business model innovation Outcomes Relationships Network partners Ecosystems (Adapted from Zhang 2014) Operations for Innovation – Slide 13 For Example Information: • Founded in Demark, 1898 • For 30 years has operated in the field of wind power • Most global wind turbine manufacturer 50 GW of installed capacity, in 69 countries Analytics: • Needed better information about the use/distribution of wind • Collects data from 35,000 meteorological stations Recent Use: • Better reliability, better warranties • Improved response time to queries (3 weeks to 15 minutes) Operations for Innovation – Slide 14 Driving Forces for Innovation Driving forces for the increasing strategic importance of innovation Rapid technology change Means of building capabilities Forecast level of demand Shortened life cycles OPERATIONS RESOURCES Involves all parts of the business New Products MARKET & Services REQUIREMENTS Fragmented markets (adapted from Slack & Lewis, 2008) Operations for Innovation – Slide 16 Product Lifecycle Revenues/Costs Costs Introduction Growth Maturity Decline Revenues the Product Lifecycle Model Implications for innovation (esp. new products/services) • The life of a model/version is never infinite •Failure to timely launch a new product/service has direct impact on the business as a whole • Design should not stop at the launch of a new product/service Operations for Innovation – Slide 18 Idea-to-product Trajectory Operations for Innovation – Slide 19 Road-mapping Opportunities & Enablers Barriers & Inhibitors Developments & Interactions Operations for Innovation – Slide 20 Open Innovation (Source: Wu NIIM ZJU) Operations for Innovation – Slide 21 Types of Innovation • Product Innovation • Service Innovation • Process Innovation • Business Model Innovation • Radical Innovation • Incremental Innovation • … Operations for Innovation – Slide 22 Disruptive Innovation Operations for Innovation – Slide 23 Business Model Innovation: the Secondary Innovation Perspective (Source: Xiaobo Wu, ZJU) Operations for Innovation – Slide 25 Business Model Innovation: SANY Operations for Innovation – Slide 27 Three Essential Elements of Innovation A concept The understanding of the nature, use and value of the service or product A package The group of ‘component’ products and services that provide those benefits defined in the concept A process The way in which the component products and services will be created and delivered Operations for Innovation – Slide 28 For Example… ‘Meta’Product • Businessmodel • Economics AugmentedProduct • Related product services • Brandperceptions • Marketing programmes Actual Product Tangibleattributes • Quantifiableand measurable •Performance characteristics Intangible attributes • Subjective • Opinion based Operations for Innovation – Slide 29 Core Product • Value proposition Disneyland Park: Welcome to the place where imagination is the destination. For young and old, big and smallits the happiest place on earth! Come build memories with your family that last a lifetime as you discover the wonder of this magical, fantastical world. Operations for Innovation – Slide 30 New Product Development (NPD) Process for Innovation A typical stage-gate model: “A Stage-Gate Process is a conceptual and operational roadmap for moving a new-product project from idea to launch. Stage-Gate divides the effort into distinct stages separated by management decision gates. Cross-functional teams must successfully complete a prescribed set of related cross-functional tasks in each stage prior to obtaining management approval to proceed to the next stage of product development.” Robert Cooper Product Development Institute http://www.stage-gate.com/ Operations for Innovation – Slide 31 Leading Practices & Trends: Concurrent Engineering Generating Ideas Selecting Ideas Preliminary Design …… Generating Ideas Selecting Ideas Preliminary Design …… Time Saving (Cost Reduction) (Quality Improvement) Time-to-Market for Concurrent Design Approach Time-to-Market for Traditional Linear Design Approach Operations for Innovation – Slide 32 Leading Practices & Trends: Collaborative Engineering ARM Operations for Innovation – Slide 33 Operations for Innovation – Slide 34 Leading Practices & Trends: Global Engineering Networks Operations for Innovation – Slide 35 Summary ◼ Services have been a critical plank of the modern economy. ◼ Innovation (esp. successful new product/service development) is critical to the sustainable growth (and of course survival) of a business. However the process is very complex, costly and risky. There are a wide range of concepts to explain the phenomenon. ◼ Essential elements of innovation (esp. new product/service development) include a concept, a package and a process ◼ Innovation activities have been managed with a set of stages, e.g. the Stage-Gate model for innovation. ◼ Leading operations practices and emerging trends for innovation are introduced, e.g. CE, CEII, and GEN. Operations for Innovation – Slide 36 Revision Questions Q5.1 Explain the concept of servitisation and discuss how a company can improve its innovation capabilities through servitisation. Q5.2 Identify three essential elements of innovation and explain how these elements can be managed in a structured way. Support your answer with examples. Q5.3 How can companies adopt the concept of Concurrent Engineering (Collaborative Engineering/Global Engineering Networks) to enhance their innovation performance? Operations for Innovation – Slide 37 Operations for Flexibility Operations strategy Operations in context Operations system design Direct Operations for sustainability Operations for flexibility Steering operations Design Develop Shaping products, services and systems Improving the operation’s capabilities Deliver Global network operations Planning and controlling ongoing operations Operations for innovation Operations for efficiency Operations planning and control, supply chain management Operations for Flexibility– Slide 1 Key Topics ◼ From Efficiency to Flexibility ◼ Agility and Agile Operations ◼ Enhancing Operations Flexibility ◼ Innovation, Efficiency or/and Flexibility? Operations for Flexibility– Slide 2 How to Improve Operations Performance? Participants of an operations system working together to improve the performance in order that it delivers the end product or service more efficiently and effectively to the customer Generally accepted that operations management improvement has distinct capability orientations – which is appropriate depends on the nature of demand for the product or service supplied OM for Efficiency Operations for Flexibility– Slide 3 OM for Innovation … OM for Flexibility From Innovation/Efficiency to Flexibility Creating the Efficient Operations Systems Creating the Innovative Operations Systems Creating the Flexible Operations Systems Operations for Flexibility– Slide 4 Flexibility An operations system is flexible if it efficiently changes operating states in response to uncertain and changing demands placed upon it. . Flexible operations emphasize performance improvement in the areas of ◼ responsiveness ◼ product customization ◼ shortened new product development lead time ◼ reduced system changeover time and cost, and ◼ efficient scaling up and down of operations. Operations for Flexibility– Slide 5 Flexible Operations Flexible Operations: Flexibility in OM refers to rapid strategic and operational adaption to large-scale, unpredictable changes in the business environment. ◼ It is a business-wide capability that embraces organizational structures, information systems, logistics processes and, in particular, mindset. ◼ A flexible operations system is responsive, agile, adaptive, and aligned to the main strategic objectives of an organization. ◼ Operations for Flexibility– Slide 6 Agility Four foundations for agility in a fashion business (Christopher, et al. 2004) Operations for Flexibility– Slide 7 Seven Dimensions of SCF Source: Liu, et al. 2019, p.32 Operations for Flexibility– Slide 8 Enhancing Operations Flexibility: Time Compression Flexible operations are created by reducing the time it takes for the focal firm to satisfy customer demand. Physical Costs • Production costs But why is TIME COMPRESSION so important in operations that deliver innovative products/services? ▪ Innovative products/services have a short life-cycle so offer the firm a short window of opportunity to make their sales. ▪ Their innovative nature means that during this window there is little competition- profits are high. ▪ When operations are said to possess significant market responsiveness they are said to be flexible. ▪ Time to market is all important! Operations for Flexibility– Slide 9 • Distribution costs • Storage costs Marketability Costs •Obsolescence costs • Stock-out costs Why is Timing Critical? Operations for Flexibility– Slide 10 Enhancing Operations Flexibility: Managing Uncertainty ◼ ◼ ◼ A flexible operations system will respond to uncertainty in customer demand without creating costly excess inventory Negative effects of uncertainty include lateness and incomplete orders Managers often use inventory as insurance against uncertainty. Operations for Flexibility– Slide 11 Factors that contribute to uncertainty ◼ ◼ ◼ ◼ ◼ ◼ ◼ inaccurate demand forecasting long variable lead times late deliveries incomplete shipments product changes batch ordering price fluctuations and discounts inflated orders Accepting Uncertainty ▪ The first step in enhancing operations flexibility is to accept that uncertainty for ‘innovative’ products/services is inevitable. For many firms (e.g. IBM in the 1980s moving from functional to innovative goods) this has been a difficult change in mindset. ▪ Having accepted this fact, the firm can then respond. To Marshall Fisher this response should be based upon three coordinated strategies: Uncertainty Reduction Simplified or modular product design, so that they share common inputs Uncertainty Avoidance Reducing lead times Hedging Against Uncertainty When uncertainty has been reduced & avoided as much as possible, firms need to hedge against remainder. In this context this means holding inventory in the chain or booking capacity Operations for Flexibility– Slide 12 Enhancing Operations Flexibility: Collaboration Improving OM flexibility through collaboration Process Integration ▪ Firms in flexible operations systems are required to work together collaboratively. ▪ This means joint product development, common systems and shared information. ▪ Trust and commitment is required for the increased reliance on suppliers. Operations for Flexibility– Slide 13 Network Collaboration ▪ Firms are not an island, they operate within and are affected by the network of firms around them. ▪ Success comes from creating the right network structure and developing the right relationships within it. Enhancing Operations Flexibility: Technology Integration • 3D Design • Virtual Reality • Rapid Prototyping Operations for Flexibility– Slide 16 • Computer Integrated Manufacturing Systems (CIMS) •Advanced Manufacturing Technologies Enhancing Operations Flexibility: Technology Integration Operations for Flexibility– Slide 17 3D Printed Car Operations for Flexibility– Slide 18 Mess Customisation ◼ Operations for Flexibility– Slide 19 Today there are many choices for customers when selecting the engine, interior and varnish colour. In such, it is unlikely that Audi will ever manufacture two cars with exactly the same configuration. Enhancing Operations Flexibility: Technology Integration Internet-based Business Models Build-to-order cars over the Internet Operations for Flexibility– Slide 20 Enhancing Operations Flexibility: Technology Integration Radio-frequency identification (RFID) is the use of an object (typically referred to as an RFID tag) applied to or incorporated into a product, animal, or person for the purpose of identification and tracking using radio waves. In January 2005, Wal-Mart required its top 100 suppliers to apply RFID labels to all shipments. In October 2007 Wal-Mart announced new focus areas for its RFID implementation. •Shipments going to Sams Club •Promotional displays and products going to Wal- Mart stores •Tests to see RFIDs impact in improving category management in select areas. Operations for Flexibility– Slide 21 Operations for Flexibility– Slide 22 Enhancing Operations Flexibility: Supply Chain Integration SAP Adaptive Supply Chain Network Operations for Flexibility– Slide 23 How to Improve Operations Performance? Participants of an operations system working together to improve the performance in order that it delivers the end product or service more efficiently and effectively to the customer Generally accepted that operations management improvement has distinct capability orientations – which is appropriate depends on the nature of demand for the product or service supplied OM for Efficiency Operations for Flexibility– Slide 24 OM for Innovation … OM for Flexibility Innovation or Efficiency? Strategic Alignment Product Differentiation Rents Normal Profits Costs of Production Costs of Production Innovation – Product Differentiation Primary, although not exclusive, focus is on getting improved functionality in operations Cost Leadership Normal Profits Rents Costs of Production Operations for Flexibility– Slide 25 Costs of Production Efficiency – Cost Leadership Primary, although not exclusive, focus is on reducing operations’ costs Efficiency or Flexibility? Operations Contexts Variety (Uncertainty) High Efficient operations work best in highvolume, low variety and predictable environments. Efficiency Flexibility Low Low Flexibility is needed in less predictable environments where demand is volatile and the requirement for variety is high. High Volume (Capacity) (Adapted from Christopher, 2000) Operations for Flexibility– Slide 26 Efficiency or Flexibility? Implications for Products Nature of Demand Functional products Innovative products Low cost High utilisation Minimal inventory Low cost suppliers Fast response Fast throughput Deployed inventory Flexible suppliers Operations Objectives Efficient Responsive Predictable Few changes Low variety Stable price Long lead time Low margin Operations for Flexibility– Slide 27 Unpredictable Many changes High variety Price markdowns Short lead time High margin Efficient Operations (e.g. Lean) Mismatch Mismatch Flexible Operations (e.g. Agile) (Adapted from Fisher, 1997) Efficiency and Flexibility: The Decoupling Point Strategic Inventory Efficiency Flexiblity Forecast at generic level Economic batch quantities Maximise efficiencies Demand driven Localised configuration Maximise effectiveness Efficiency a ... Purchase answer to see full attachment