1. MNO3701 Part III Interactive Slides
The purpose of this interactive PowerPoint presentation is to provide a high level overview (only) on the different concepts in each chapter of MNO3701.
It only serves as an aid to assist students, and students are still required to study the complete study guide and handbook.
All references in this PowerPoint presentation apply to Pycraft et al., 2010.
Go to “Slide Show” > “From Beginning” > Double click on first topic >

2. MNO3701 Part III Topic 8 Chapter 18
Measuring and improving performance (p544)
Improvement priorities (p550)
Approaches to improvement (p554)
The techniques of improvement (p562)
Summary (p567)

3. Measuring and improving performance
Performance measurement:
The activity of measuring and assessing the various aspects of a process or whole operation’s performance
Polar diagram:
A diagram that uses axes, all of which originate from the same central point, to represent different aspects of operations performance.

4. Improvement Priorities
The needs and performance of customers
The performance and activities of competitors
Judging importance of customers
Order winning
Qualifying
Less important competitive factors
Pycraft et al., 2010: 550

5. Approaches to improvement
Breakthrough improvement
Continuous improvement
DMAIC cycle – increasingly used improvement cycle model, pupularised by the Six Sigma approach to operations improvement.
Business process re-engineering (BPR) – the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.
Pycraft et al., 2010:

6. Techniques of improvement
Scatter diagrams
Process maps (flow charts)
Cause-effect diagrams
Pareto diagrams
Why-Why analysis
Pycraft et al., 2010:

7. MNO3701 Part III Topic 8 Chapter 20
TQM and the management of improvement (p609)
What is TQM? (p610)
Implementing improvement programmes (p621)
Quality awards (p624)
Summary (p626)

8. TQM and the management of improvement
A holistic approach to the management of quality that emphasises the role of all parts of an organisation and all people within an organisation to influence and improve quality; heavily influenced by various quality “gurus”, it reached its peak of popularity in the 1980’s and 1990s.
Pycraft et al., 2010: 609

9. What is TQM?
TQM is a philosophy of how to approach the organisation of quality improvement
Pycraft et al., 2010: 610

10. Implementing improvement programmes
TQM implementation
A quality strategy
Top-management support
A steering group
Group based improvement
Success is recognised
Training is the heart of quality improvement
Six Sigma approach to organising improvement
Master Black Belt
Black Belt
Green Belt
Pycraft et al., 2010:

11. Quality Awards TDeming Prize
The Malcolm Baldrige National quality award
The EFQM Excellence Model
Pycraft et al., 2010: 625

12. MNO3701 Part III Topic 9 Chapter 19 Operations failure (p577)
Failure detection and analysis (p584)
Improving process reliability (p589)
Recovery (p597)
Summary (p601)

13. Operations failure Why things fail Design failure Facilities failure
People failure
Errors
Violations
Supplier failure
Customer failure
Pycraft et al., 2010:

14. Failure detection and analysis
Mechanisms to detect failure:
In-process checks
Machine diagnostic checks
Point-of-departure interviews
Phone surveys
Focus groups
Complaint or feedback cards and questionnaires
Failure analysis the use of techniques to uncover the root cause of failures; techniques may include accident investigation, complaint analysis, etc.
Pycraft et al., 2010: 584

15. Improving process reliability
Redundancy – The extent to which a process, product or service has systems or components that are used only when other systems or components fail.
Fail-safeing (Poka-yoke) – Building in, often simple, devices that makes it difficult to make the mistakes that could lead to failure; also known by the Japanese term poka-yoke.
Maintenance – The activity of caring for physical facilities so as to avoid or minimise the chance of those facilities failing.
Total productive maintenance (TPM) – An approach to maintenance management that adopts a similar holistic approach to total quality management.
Reliability-centred maintenance – An approach to maintenance management that uses different types of maintenance for different parts of a process depending on their pattern of failure.
Pycraft et al., – 595

16. Recovery Failure planning Business continuity
Identify and assess risks
Identify core business processes
Quantify recovery times
Determine resources needed
Communicate
Pycract et al., 2010:

17. MNO3701 Part III Topic 10 Chapter 21 Why Challenges? (p634)
Globalisation (p634)
Corporate social investment (CSI) (p636)
Environmental responsibility (p638)
Technology (p643)
Knowledge management (p644)
Summary (p647)

18. Why challenges? Globalisation Environmental protection
Corporate social responsibility
Technology awareness
Knowledge management
Pycraft et al., 2010: 634

19. Globalisation
The extension of operations’ supply chain to cover the whole world.
Pycraft et al,. 2010: 635

20. Corporate social investment (CSI)
Organisations and their operations functions have responsibility for the general well-being of society beyond short-term economic self interest.
Pycraft et al., 2010: 636

21. Environmental responsibility
Environmental burden (EB)
EB = P x A x T
P = the size of the population
A = the affluence of the population
T = technology
Pycraft et al,. 2010: 639

22. Technology
Disruptive technologies – Technologies which in the short term cannot match the performance required by customers but may improve faster than existing technology to make that existing technology redundant.
Pycraft et al., 2010: 644

23. Knowledge management
Operations management creates and deploys knowledge
Explicit knowledge – knowledge is codified
Tacit knowledge – knowledge embedded deep within individuals in the organisation
Pycraft et al., 2o1o: 647

24. End of Part III
Good Luck!