Page 149 - DMGT206_PRODUCTION_AND_OPERATIONS_MANAGEMENT

Production and Operations Management

Notes needs, and expectations; delighting customers; and building loyalty. The Category stresses
relationships as an imperative part of an overall listening, learning, and performance excellence
strategy. Your customer satisfaction and dissatisfaction results provide imperative information
for understanding your customers and the marketplace. In many cases, such results and trends
provide the mainly meaningful information, not only on your customers’ views but also on
their marketplace behaviours (e.g., repeat business and positive referrals) and how these views
and behaviours may put in to the sustainability of your organisation in the marketplace.

Category 4: Measurement, Analysis and Knowledge Management

The Measurement, Analysis, and Knowledge Management Category is the major point within
the Criteria for all key information about successfully measuring, analysing, and improving
performance and managing organisational knowledge to drive perfection and organisational
competitiveness. In the simplest terms, Category 4 is the “brain centre” for the coalition of your
organisation’s operations with its strategic objectives. Central to such use of data and information
are their quality and availability. In addition, since information, analysis, and
knowledge management might themselves be prime sources of competitive advantage and
productivity growth, this Category as well includes such strategic considerations.

Category 5: Workforce Focus

Workforce Focus addresses key workforce practices-those directed in the direction of creating
and maintaining a high-performance workplace and on the way to engaging your workforce to
enable it and your organisation to adapt to alter and to succeed. The Category covers workforce
engagement, development, and management in an integrated way (i.e., aligned with your
organisation’s strategic objectives and action plans). Your workforce focal point includes
your capability and capacity needs and your workforce support climate. To reinforce the
fundamental alignment of workforce management with overall strategy, Criteria also covers
human resource planning as part of on the whole planning in the Strategic Planning Category

Category 6: Process Management

Process Management is the central point within the Criteria for your key work systems and
work processes. Built into the Category are the vital requirements for identification and
management of your core competencies to attain efficient and effective work process
management: effective design; a prevention orientation; linkage to customers, suppliers, partners,
and collaborators and a spotlight on value creation for all key stakeholders;
operational performance; cycle time; emergency readiness; and evaluation, continuous
improvement, and organisational learning. Agility, cost reduction, and cycle time reduction
are more and more significant in all aspects of process management and organisational design.
In the simplest terms, “agility” refers to your ability to adapt quickly, flexibly, and effectively
to changing requirements. Depending on the personality of your organisation’s strategy and
markets, agility might mean rapid change from one product to another, rapid response to
changing demands, or the ability to produce a wide range of customised services. Agility also
more and more involves decisions to outsource, agreements with key suppliers, and novel
partnering arrangements. Flexibility possibly will demand special strategies, such as
implementing modular designs, sharing components, sharing manufacturing lines, or providing
specialised training. Cost and cycle time reduction often engross Lean process management
strategies. It is vital to utilise key measures for tracking all aspects of your overall process
management.

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