1. Pass Grade
To pass you need to get 50 in total out of 100 in the whole year.
but you need to get 20 at least on both the exams (midterm+ final term)

2. last year grade TMA01………………..... 12.5 TMA0…………………… 12.5
Midterm exam …… .. 25
TMA03 ………………… 12.5
TMA04 ………………… 12.5
TMA05 …..12.5
Final exam ………………. 25
Total ……………………….. 100

3. Last year grade
All five TMAs are worth the same but you only use the best four marks.
So effectively you can saw that each of the 4 TMAs you choose to use for the best marks are worth 12.5% each.
You simply take the marks from the best 4 of the 5 TMAs which count for 50%. 

4. This year
The marking distribution has changed. But this will not have impact the B 200 Part 1 of the previous semester i.e. Fall 09.
Accordingly marks distribution for the B 200 Part 2 (currently running in Spring 2009) will as follows.

5. B 200 Part 1 Fall 2009 B 200 Part 2 Spring 2009
Final
Quiz 4
Quiz 3
TMA 4
TMA3
Mid Term
TMA 2
TMA 1
100 5
7.5 25
12.5

6. Invitation

7. B200 Second Semester
PROCESSES Module

8. The Only covered chapters in Processes Module are:
Week 1: Chapters 1,2 and 4
Week 2: Chapters 5,6 and 10
Week 3: Chapters 11 and12
Week 4: Chapters 13 and 14

9. PROCESSES
Aim
understanding of business behavior by considering what business organizations do in terms of their activities by the application of "Systems theory".

10. Organizations As Systems
Chapter One

11. Chapter one System Open Systems Closed systems
is a collection of Interrelated Parts which form a whole.
Closed systems
all practical purposes
are completely
self-supporting,
And do not interact with
their environment. fig 1.1
Open Systems
are those which
do interact with
their environment,

12. Open and Close System System types Open system Definition
interacts with its environment
Not interacts with its environment completely self-supporting
Require for
stability and consistency
unstable for uncertain conditions
Design for
Efficiency
Survival
Examples
Marketing and R&D Productions and accounting

13. characteristics of open systems are
They receive inputs or energy from their environment
They convert these inputs into outputs
They discharge their outputs into their environment
(Fig 1.2 p6):

14. Sub-systems
In organizations, most its system can be divided into sub-systems as "five functions".
The boundaries between sub-systems are called interfaces.
We have to be aware that organization boundaries are not always visible, for the boundaries of a social system are based on relationships and not on things.

15. Katz and Kahn (sub-system)
They identified 5 subsystems at work in
an Organization:
Production or technical sub-system
Supportive sub-system
Maintenance sub-system
Adaptive sub-system
Managerial Sub-system

16. Important sub-systems and their functions.
Production/Technical production of goods, provision of services
Supportive  Procurement of inputs, disposal of outputs
Maintenance  Provide roles, responsibilities and rewards
Adaptive  Marketing, R&D
Managerial  Controlling and controlling all activities, authority structure

17. The dominant theories of organizations
1. Classical / traditional school: They view organizational design as a rational structure, or mechanism which could be imposed on people.
2. The human relations, or social psychological school: They view organizations primarily in terms of the needs of the individuals in them.
3. THE TAVISTOCK GROUP: They introduced socio-technical systems
F(w)=Tech + Soc.Needs

18. The four types of environment
Placid, randomized (Unchanging Homogeneous)
Placid, clustered (Monopoly)
Disturbed, reactive (Hindering Tactics)
Turbulent fields (Adaptation)

19. Effective Operations Management
Chapter 2

20. IKEA Business started in southern Sweden by Kamprad in the 1950.
Famous slogan: Value for money
It has around 100 giant stores operating in over 15 countries world-wide it has managed to develop
It has its own special way of selling furniture. (Flat pack/ help yourself)

21. Essential definitions
The operations function:
The arrangement of resources which is devoted to produce output.
Operations managers:
The staff who manage some, or all, of the resources of operations function.
Operations management:
The activities, decisions and responsibilities of operations managers.

22. Chapter one Operations in the organization Major functions:
can be divided into two main groups
Table 2.1 shows the activities of these functions for a sample of operations see page 16
Major functions:
#Marketing function
#Accounting and finance
function Product/service
# Development function
Support functions:
#Human resources function
#Purchasing function
#Engineering/technical
function.

23. The Transformation Process Model
Inputs to the transformation process
1-Transformed resources:
They are treated, transformed or converted in some way to produce output such as Materials, Information, Customers
Note the Nature of the organization and the dominating resource (Bank, Factory, Hospital)

24. The Transformation Process Model
All operations produce goods or services or a mixture of the two, and they do this by a process of transformation
They use their resources to change the state or condition of something to produce output. See p18 for a full model

25. The Transformation Process Model
Inputs to the transformation process cont.
2-Transforming resources:
They act upon the transformed resources, such as Facilities/Stuff
The characteristics of staff or/and facilities used depend on the type of the business. (Car maker, Consultancy company)

26. The Transformation Process Model
It depends on the nature of the resource itself (Material processing, Information processing, Customer processing) see p20
Used to change physical properties, location, possession, location, storage and accommodation, physiological or psychological state of the source. See p22

27. The Transformation Process Model
Outputs from the transformation process could be Goods and/or Services
They differ in many aspects as Follows:

28. The Transformation Process Model
Tangibility
Storability
Transportability
Simultaneity التزامن والتواقت
Customer contact
Quality

29. The Transformation Process Model
The process hierarchy
Most operations are made up of several units or departments
Units themselves act as smaller versions of the whole operation

30. The Transformation Process Model
The process hierarchy cont.
so we could call the main operation the macro operation and the smaller ones the micro operations and each of these has its own inputs and would produce goods and services for its customers

31. The Transformation Process Model
The process hierarchy: Important Note
In this regard we could consider operation function defined earlier as a hierarchy of operations
In addition we could model operations function as network of micro operations

32. The Transformation Process Model
All parts of the organization are operations
All functions can be viewed as operations themselves that provide input to different parts of the organization. (Marketing as a transformation process)
Each manager is an operations manager.

33. The Transformation Process Model
All parts of the organization are operations cont.
Operations could be divided into:
1-Operations as a function (Goods and services for external customers)
2-Operations as an activity (Goods and services for external or internal customers)

34. The Transformation Process Model
Internal customer-internal supplier relationships
Each organization has its external suppliers and customers who operate in a free market
Each micro operation can be an internal supplier or customer for other micro operation's goods and services.

35. The Transformation Process Model
Internal customer-internal supplier relationships – its importance
It provides us with a model to analyze internal activities of an operation if it is not working well
Treating internal customers with the same care as external ones will contribute to the overall effectiveness of the whole operation (TQM)

36. The Transformation Process Model
Business processes see p27
It is the collections of contributions from each micro operation which fulfill customer needs.
Reorganizing layouts and responsibilities around Business process is the philosophy of BPR

37. The Transformation Process Model
Buffering the operation صقل وحماية العمليات
Organizations face today
1. Turbulent environments
2. Unpredictable changes
3. Environmental disruptions
So by insulating the operations function negative effects could be minimized and stability could be reached.

38. The Transformation Process Model
Buffering the operation cont.
It can be done in two ways:
1. Physical buffering: Inventory of resources at the input or the output side of the transformation process
2. Organizational buffering: Allocating the responsibilities of the various functions in the organization

39. The Transformation Process Model
Disadvantages of Buffering See p 29

40. We covered so far Definition and types of operation function
Input and output of the transformation process
Process hierarchy
Internal customer-internal supplier relationships
Business processes
Operations Buffering

41. End of Chapter two

42. Competing on Capabilities
Chapter 4

43. Competing on capabilities
This chapter states that the firms business process can be used to achieve competitive advantage if;
1. Organizations are aware of their strategic capabilities
2. These capabilities can distinguish them from their competitors

44. Competing on capabilities
Capabilities based competition
A capability is a set of business processes strategically understood.
A capability is strategic only if it begins and ends with a consumer
Goal is to develop hard –to- imitate capabilities that differentiate the organization

45. Competing on capabilities
Capabilities – based competition means: 1. Compete effectively on time -Speeding new product to the market. -Manufacturing JIT. -Responding promptly to customers complain. 2. Consistency -Product quality. -Responding to customers evolving needs. 3. Ability to exploit emerging markets -Enter new business -Generate new ideas and innovate.

46. Competing on capabilities
Four principles of capabilities – based competition 1. Identify the key business processes 2. Transfer them into strategic capabilities that consistently provide superior value to customers. 3. Strategic investments in the relevant infrastructure. 4. CEO should be highly involved in this transformation.

47. Competing on capabilities
Organizations can outperform the competition along 5 dimensions:
1.Speed (demands, technology, ideas)
2.Consistency (meet/exceed expectations)
3.Acuity (clear vision)
4.Agility (adaptation in business environments)
5.Innovativeness ( new ideas and sources of value)

48. Competing on capabilities
Note: Read Medequip case pages 44-46
A case where the organization stopped defining problems in terms of static products and markets and put them in terms of business processes
Think out of the box

49. Competing on capabilities
4 steps transforming into capabilities based competition
1.Shift the strategic framework to achieve aggressive goals
2.Organise around the chosen capability and make sure employees have the necessary skills and resources to achieve it.
3.Make progress visible and bring measurements and reward into alignment.
4.Do not delegate the leadership of the transformation.

50. Competing on capabilities
A new logic of growth: the capabilities predator مفترس متوحش
A company that focuses on its strategic capabilities and can compete in many regions, products and businesses more coherent than typical companies is called a Capability Predator

51. Competing on capabilities
Honda Case The difference between Capabilities and Core Competences

52. Competing on capabilities
Honda Case see p47
A capability is a set of business processes strategically understood.
Core competence is the combination of technologies and production skills that underlie the organization’s product lines

53. Competing on capabilities
Honda Case
Core competence emphasize technological and production expertise at specific points of the value chain.
Capabilities encompasses the whole value chain.

54. Value chain is a collection of strategic activities that are performed to design, produce, market, deliver, and support products.

55. We covered so far Meaning of Capabilities based competition
Four principles of Capabilities based competition
4 steps transforming into capabilities based competition
The capabilities predator
The difference between Capabilities and Core Competences

56. Thank You