1. Fashion Operations Management
Introduction
Neil Towers

2. Aspects of product and service design
Interpretation of
Expectations
expectations
Marketing
Product
or service
Operations
Customer
design
Product
Product
or service
or service
specification

3. A Typology of Operations
EXAMPLES
EXAMPLES
Electricity generator factory
Gourmet restaurant
Pioneering surgery
Taxi service
Television plant
Fast food restaurant
Routine surgery
Mass rapid transport
VOLUME
High
Low
Bespoke tailor
University tutorials
Corporate tax advice
Department store
Off-the-peg suit plant
University lectures
Financial audits
Jeans shop
VARIETY
High
Low
Electricity utility
Financial audits
Emergency service
London underground
Bread bakery
Consultancy advice
Shopping mall security
Trucking operation
VARIATION IN DEMAND
High
Low
Health care
"Cook at your table" restaurant
Dentist
Music teacher
Most manufacturing
Prepackaged sandwich
maker
Dental technicians
Distance learning
High
VISIBILITY
Low

5. Operations both Operations Contributes directly to competitiveness
Gives the potential for other areas to contribute
Technology
Marketing
Operations

6. Speed
Cost
Depend-ability
Flexibility
Quality
Lower prices
(or higher profits)
Faster customer response
Error-free products and services
Wider variety
More customisation
More innovation
Cope with volume fluctuations
On-time deliveries

8. Direction, extent and balance of vertical integration
Should excess capacity be used
to supply other companies?
Raw
Component
Assembly
material
Wholesaler
Retai
ler
maker
operation
suppliers
Narrow process span
Wide process span Up
stream
Downstream v
ertical v
ertical
integration
integration

9. Total and Immediate Supply Networks
“Second tier” Suppliers
“First tier” Suppliers
“First tier” Customers
“Second tier” Customers
The Operation
Supply side of the network
Demand side of the network
The Total Supply Network
The Immediate Supply Network
Internal Supply Networks

10. The operations function can provide a competitive advantage through its performance at the five competitive objectives
Quality
Being RIGHT
Speed
Being FAST
Dependability
Being ON TIME
Competitiveness
Flexibility
Being ABLE TO CHANGE
Cost
Being PRODUCTIVE

11. Volume-variety characteristics
Low
VOLUME
High
Low
Fixed
position layout
Process layout
Cell layout
Product layout
VARIETY
Low

12. The location of operations
Supply-side
Demand-side
Operation
factors
factors
Labour costs
Labour skills
Land costs
Suitability of
site
Energy costs
Image
Transportation
costs
Convenience
for customers
Community
factors

13. Operations strategies have an ethical dimension
Product/service design - customer safety, recyclability of
materials, energy consumption.
Network design - employment implications and environmental
impact of location.
Layout of facilities - staff safety, disabled customer access.
Process technology - staff safety, waste and product disposal,
noise pollution, fumes and emissions.
Job design - workplace stress, unsocial working hours.
Capacity planning and control - employment policies.
Inventory planning and control - price manipulation.

14. Five challenges for operations managers Social responsibility
Globalization
Social responsibility
Environmental responsibility
Operations Managers
Knowledge management
Technology