Week 10

We took our second exam this week.  I experienced some technical issues with three of the exam questions.  The graphics didn't display properly, but Mr. Allen was very understanding and modified my test score to compensate.  They were my favorite type of problems too-Weighted-Distance Scores.

Week 9

This week we focused on Process Layout.  Our class textbook explains that layout planning "involves decisions about the physical arrangement of economic activity centers needed by a facility's various processes.  An economic activity center can be anything that consumes space...Layout has many practical and strategic implications.  Altering a layout can affect an organziation and how well it meets its competitive priorities."

Some of the ways that layout can affect an organizations and how well it meets its competitive priorities are:

• Increasing customer satisfaction and sales at a retail store
• Facilitating the flow of materials and information
• Increasing the efficient utilization of labor and equipment
• Reducing hazards to workers
• Improving employee morale
• Improving communication

Layouts are usually described as either flexible-flow, line-flow, fixed-position, or a hybrid.

One of the topics of the chapter I found interesting was the weighted-distance method, sometimes called hte load-distance method.  It's a mathematical tool that helps evaluate facility locations.  The objective is to select a layout that minimizes the total weighted distances.  I plan on trying this tool in the future.

The steps to arriving at a layout's weighted distance score are as follows:

• Calculate the distance (euclidean or rectilinear) measures between the economic centers.
• Determine the relative importance of each pair of centers being located close together.  The measure used to determine this can be a qualitative judgment on a scale from 0 to 10 or it could be the number of trips between each pair of centers per day, etc.  The number you come up with for each pair is their closeness factor or proximity score.
• Multiply the proximity scores by the distance between the centers.
• The sum of the products becomes the layout's weighted-distance score.

The problems we have done in class have been simple enough to do by hand.  There is an application that comes with the book that can help solve the problem too.  To this day, I haven't been able to get the application/add-in to work with my newer 2010 version of MS EXCEL.  I'm excited to say that I finally found an upgrade online and the system is working for me now.  I think it might be quicker to do it by hand for simple problems though.

Week 8

This week we focused on Process Performance and Quality in chapter 6 of our textbook.  I got a refresher course in some statistics tools and we watched another video about the Starwood line of hotels/resorts.  This video explored the goal of The Phoenecian, a resort in Scottsdale, Arizona, to achieve six sigma quality in their customer check-in service process, which involves other nested processes such as housecleaning.  It is often very costly to establish six sigma quality.  A six sigma quality program requires time an commitment.  The six sigma quality program was developed by Motorola and adapted by General Electric and others.

The thing that really made tonights class interesting was when my friend, Eduardo Franco leaned over and told me that all he's been dealing with at work this last week revolved around this same subject of quality.  They manufacture custom plastic bottles, etc. for shampoo, etc. where he works.   The company doesn't have a lot of extra discretionary income to use in applying a six sigma quality program, but they still want to maintain quality in the products they produce, and maintiain customer relationships. 

They've been having some bad product come through lately, and there is danger of loosing important customers.  The debate at his office is how to resolve the issue in the least costly way.  The sampling inspection process is failing them at the moment, but some say it is too costly to do a complete inspection, and it probably is.  Some say it is too costly to loose their customers due to bad products.  I'm kinda glad I'm not in Eduardo's shoes right now.  I don't think I could handle such manufacturing decision making stress.

Week 7

This week we covered chapter 5 in our textbook.  Chapter 5 focuses on Process Analysis.  There's a systematic approach to process analysis.  Our textbook breaks it down into six steps.

1. Identify Opportunities
2. Define Scope
3. Document Process
4. Evaluate Performance
5. Redesign Process
6. Implement Changes

I learned some valuable tools to assist in evaluating process performance.  A couple of my favorite tools are the checklist and the fishbone diagram (also called a cause-and-effect diagram).  The fishbone diagram helps you identify potential causes to your performance gap issue. 

I hope I remember to use this tool in my personal life when I'm trying to figure out what the causes to some of my occasional dissatisfactions are.  A visual diagram could be a useful tool.  I might discover that I haven't taken a walk in a while, or that I forgot to get on my knees and pray, or I haven't thought of another besides myself in a while, etc.  Pinpointing some of these issues can help me take appropriate action to remedy the situation.  I'll always remember what my uncle Bryan once told me..."Change what you can, except what you can't change; accept it and move on."  He wrote it on a piece of scratch paper and used the triangle symbol signifying "change."  It made a visual impression in my mind.  I have the paper still buried away in my keepsakes.

Week 6

This week we covered chapter 4 in the textbook, which by the way you can learn more information about our class textbook here.  Chapter 4 focuses on Process Strategy, "which specifies the pattern of decisions made in managing processes so that they will achieve their competitive priorities."

One of the concepts in the chapter that stuck out to me was service process structuring.  Most of my work experience has been in the service industry.  There are "three process structures, which form a continuum to choose from: (1) front office, (2) hybrid office, and (3) back office."  I started thinking about my work experiences in this matter.  I leaned over to a friend of mine in class, Eduardo Franco, and told him that I work in the front office.  Sometimes things can get a little complex and there is considerable divergence.  There are always exceptions, and  there are exceptions to the exceptions.  Sometimes this can be stressful, but sometimes it livens things up.

I've also had experience in the back office.  Processes are more standardized in the back office.  You don't necessarily have the stress of making decisions on what to do in each situation.  On the other hand, there is usually little variation and sometimes minimal contact with others, which can get boring.

When I think about my work experience I think of the adage, "The grass is always greener on the other side."  Sometimes I think to myself,  "I want to work in the back office instead of the front office, it's far less stressful."  Other times I think to myself, "I want to work in the front office where the action is, the back office is boring and makes me tired."

Taking all of this into consideration, I will seek out work in the hybrid office in the future.  As Hannah Montana says, "You get the best of both worlds."  I don't want to do quarterly performance reports though, like the example given in our textbook of a hybrid office process!

Week 4 & 5

Week 4

We studied chapter three this week, which covered Project Management.  There are a couple of things that stuck out to me in this chapter.  The first thing that stuck out to me was the idea of making sure there is cross-functional interaction in an organization’s project management when appropriate.  From the class text, “Even though a project may be under the overall purview of a single department, other departments likely should be involved.”  Each department brings a different perspective to the overall operations of the organization.  There are valuable insights to gain from all participants.

The second thing that stuck out to me, are the qualities needed in a good project manager and project team members.  A project manager must play facilitator, communicator, and decision maker.  I think this is important to remember when selecting a project manager.  One candidate for the job of project manager may be really smart, informed, competent, and dedicated to the project; but if this same candidate struggles with their communication skills or making decisions, they probably fit better as a member of the team.  They have much to offer to the project, but lack some important skills needed to manage and lead.  While some management and leadership skills can be learned and developed, some people naturally make better managers and some people are naturally better leaders.  Some people are fortunate enough to be both.  I think this is why I stepped down from middle-management before.  I am not a natural.  I have a hard time communicating with others, especially when I play the role of what I like to call “middle man.”  My thoughts are always, “Why tell me, tell them yourself.”  Another problem I run into is sometimes I get more zealous (I think that’s the correct word for it.) about a project then my peers, inevitably they all want/need me to “chillax.”  It’s not always easy for me to relax.

I’m going to definitely try to remember these points if ever I’m asked to lead or manage a project.  I will speak up and say, someone else will probably do the job better, but I’m more than happy to supply my other skills to the project such as technical competence, detail orientation, organizational and classification skills, and dedication.

A fun thing about this chapter was drawing network diagrams and calculating the earliest start, earliest finish, latest finish, and latest start times of activities in a project.

Week 5

We took our first exam this week.  It was open book and notes.  I missed one question.  I still don’t know what the correct answer is.  I’m glad it was just one I couldn’t figure out J

Week 3

This week we covered chapter 2 - Operations Strategy.  We focused a lot on competitive priorities and capabilities.  There are nine broad competitive dimensions, which fall into four groups:

• Cost
• Quality
• Time
• Flexibility

Cost basically speaks for itself.  There are two dimensions of quality- top quality, and consistent quality.  Time has three dimensions- delivery speed, on-time delivery, and development speed.  There are also three dimensions to flexibility- customization, variety, and volume flexibility.

Competitive priorities are the dimensions one aims to compete on.  Competitive capabilities are what one actually possesses and is able to deliver.  As we discussed these competitive dimensions, I was reminded of what a good friend of mine said last weekend. 

Her husband owns a small business that provides services such as embossing, piecing, gluing, and die-cutting.  I asked her about some of the local scrapbooking companies, and if they used her husband’s services.  She replied that work has been done for some of these scrapbooking companies.  I inquired as to whether a lot of these companies are going to China for manufacturing.  She replied that some of them have.  She added that sometimes these companies need something faster than what they can get through their regular manufacturing operations in China.  These companies will approach her husband for the job.  He tells them he’d be happy to help them.  They express their gratitude and add a request.  They wonder if my friend’s husband can drop the price to match what they pay through their regular operations in China.  My friend’s husband knowing his competitive capabilities, that he cannot compete on the cost, kindly replies that he understands there are three things they want- low cost, quality, and speed.  He then points out that they can have only two of these three desires at present.  They must choose between a combination of quality and speed or quality and low-cost.   Ultimately they go for the quality and speed he has to offer.  He understands that speed is what they are after right now.

I’ll try to remember this for the future when negotiating price- there are more competitive dimensions than just cost.  I won’t forget that cost is a big dimension though, and  always strive to keep my costs down.