In deze samenvatting staan alle hoorcolleges van business processes uitgewerkt, ook met de formules. Heel handig voor het leren van je tentamen! Grotendeels engels met soms nederlandse uitleg ertussen
Samenvatting voor Business Operations and Processes (BOP) UvA
Samenvatting Operations Management
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Business processes
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Samenvatting colleges Business Processes
College 1:
- Doel: managen van processen en resources die producten en services produceren
- Proces: elke transformatie die inputs omzet tot outputs (door gebruik te maken van
resources) dit is ten behoeve van de vraag.
Operations en processen komen voor in elke industrie. Verschillen in de operations en
processes zijn vaak groter binnen dan tussen industrieën.
Operations and process management is the activity of managing the resources and
processes that produce products and services.
- Operations operations function= how an organization produces products or
services
Input-output model:
College 2:
Inputs: any tangible or intangible items that “flow” into the process from the environment
Outputs: any tangible or intangible items that “flow” from the process back into the
environment
Flow units= the items being analyzed depending on the process, the flow unit can be a
unit of input or of output
Activity: simplest form of transformation, the basic building block of a process
Buffer: stores flow units that have finished with one activity, but are waiting for the next
activity to start (storage/inventory)
Process flow management is a set of management policies that specify how a process should
be operated over time and which resources should be allocated over time to the activities
,The 4V typology:
Volume= aantallen
Variety= verscheidenheid
Variation in demand= variatie in de vraag
Visibility= zichtbaarheid voor de klant
5 Operations’ performance objectives:
1. Quality being right/ good
2. Speed being fast
3. Dependability being on time
4. Flexibility being able to change
5. Cost being productive
Benefits of excelling at these 5 objectives:
, Tradeoffs in operations: the way we are willing to sacrifice one performance objective to
achieve excellence in another
In a product/service process matrix, a diagonal line identifies the most appropriate general
layout of a process. This line influences processes, technology, people to be used and how
this should be combined (=layout). When moving off the diagonal line in a matrix, there will
be extra costs.
There is variability in the process because of:
- Late arrival of material/information/customers
- Temporary malfunction/breakdown of technology
- Misrouting
- Differences in products/services being processed
- Products/services that require special treatment
- Variations in activities
Measuring of capacity: the number of units, per unit of time that can be processed
Capacity rate= units/ time
Utilization (=bezetting) rate is a measure of efficiency
throughputrate( capacity used )
Utilization rate=
capacity
Common process symbols:
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