2.Changing Challenges for the Operations - Engineering Managers-1 (1).pptx

8/19/2019 2.Changing Challenges for the Operations - Engineering Managers-1 (1).pptx

1/34

Changing Challenges for the Operations/Engineering ManagersGeneral discussion

Week 1

Engineering Management 2

Dr. Farhad AnvariRoom A181 (Hamilton Campus)

[email protected]


2/34

Changing Challenges

TraditionalApproach

Reasons forChange

CurrentChallenge

Ethics andregulationsnot at theforefront

Public concern overpollution, corruption,child labor, etc.

High ethical andsocialresponsibility;increased legaland professionalstandards

Local ornationalfocus

ro!th of reliable, lo!cost co""unicationand transportation

lobal focus,internationalcollaboration

Lengthyproductdevelop"ent

#horter life cycles;gro!th of globalco""unication; CA$,%nternet

Rapid productdevelop"ent;designcollaboration


3/34

Changing Challenges

TraditionalApproach

Reasons forChange

CurrentChallenge

E"phasis onspeciali&ed,often "anualtas's

Recognition of thee"ployee(s totalcontribution; 'no!ledgesociety

E"po!erede"ployees;enriched )obs

*%n+houseproduction;lo!+bidpurchasing

Rapid technologicalchange; increasingco"petitive forces

#upply+chainpartnering; )ointventures, alliances

Large lot

production

#horter product life

cycles; increasing needto reduce inventory

-ust+%n+Ti"e

perfor"ance;lean; continuousi"prove"ent, #i#ig"a


4/34

Changing Challenges for theEngineering/Operations Management

• Glo al fo!"s• #"st$in$time

• %"ppl&$!hainpartnering• 'apid prod"!t

development(allian!es

• Mass!"stomi)ation

• Empo*eredemplo&ees(teams

To/ro"• Local or national focus• 0atch ship"ents

• Lo! bid purchasing

• Lengthy productdevelop"ent

• #tandard products

• -ob speciali&ation


5/34

+e& ,oints for Dis!"ssion

• C R !ssues• uppl" Chain• #"pes of $usiness%Consumer Relationships


6/34

Corporate so!ial responsi ilit&-C%' and %"staina ilit&


7/34

%"staina le development

CSR is closely linked with the principles of“sustainable development”

ustaina&le development is developmentthat meets the needs of the present withoutcompromisin' the a&ilit" of future'enerations to meet their own needs.[Brundtland report (WC !" #$%&'

Readhttp www.defra.'ov.uk sustaina&le 'overnment

http://www.defra.gov.uk/sustainable/government/http://www.defra.gov.uk/sustainable/government/http://www.defra.gov.uk/sustainable/government/http://www.defra.gov.uk/sustainable/government/


8/34

Dimensions of %"staina le Development

ocial e*uit"

+conomicprosperit"

+nvironmental *ualit"

%"staina ledevelopment


9/34

Corporate %o!ial 'esponsi ilit&-C%'

Generally, CSR is understood to be the way firmsintegrate social , environ"ental and econo"icconcerns into their values, culture, decision making,strategy and operations in a transparent andaccountable manner, and thereby establish betterpractices within the firm, create wealth and improvesociety.


10/34

• Conserving Natural Resources and the nvironment• !or future generations, reduce resource

consumption, stop pollution and conserve natural

habitats

Environ"ent


11/34

Life Cycle Analysis

#ransportRetail

,se

-ispose

Grave

Cradle

+ tract

/rocess

Rec"cleReincarnate

0anufacture


12/34

#ocial $evelop"ent

• "he relationship between business andsociety in general

• "hroughout the world, people need #obs,food, education, energy, health care, waterand sanitation. $eople also need respect forcultural and social diversity and the rights ofworkers. %ll members of society need a rolein determining their futures.


13/34

Econo"ic ro!th

• Socio&economic or financial aspects,including describing CSR in terms of itsimpact on the business operations.

• !oster responsible long&term growth whileensuring that no nation or community is leftbehind.


14/34

%"ppl& Chain Challenges


15/34

A s"ppl& !hain for read


16/34

%"ppl& Chain Cereal man"fa!t"ringE0ample


17/34

%"ppl& Chain De nition

• uppl" chain is a network of interconnectedor'ani ations or or'ani ational entities developedwith the 'oal of 'ettin' the right prod"!t tothe right pla!e at the right time .

(Chopra" )**+'


18/34

#upply Chain 1anage"ent2 $efinition

Supply chain management is a set of approachesutili'ed to efficiently integrate suppliers, manufacturers,warehouses, and stores, so that merchandise isproduced and distributed at the right (uantities, to the

right locations, and at the right time, in order to minimi'esystem wide costs while satisfying service levelre(uirements.

(Simchi-Levi)


19/34

ntegration• !nte'ration is the central theme in C0 2 Ma3or

!hallenge 4444• $uildin' s"ner'" &" inte'ratin' &usiness functions3

departments and companies


20/34

nternal 5al"e Chain 6o!al Fo!"s

R ) *

+perations

ecutive-anagement

ogistics

-arketing

/umanResource

-anagement %ccounting

!inance

Supply-anagement

0nformation"echnology


21/34

R ) *

+perations

ecutive-anagement

ogistics

-arketing

/umanResource


!inance

Supply-anagement


,pstreamuppliers

-ownstreamCustomers

nternal 5al"e Chain Compan&Fo!"s


22/34

R ) *

+perations

ecutive-anagement

ogistics

-arketing

/umanResource


!inance

Supply-anagement


R ) *

+perations

ecutive-anagement

ogistics

-arketing

/umanResource


!inance

Supply-anagement


R ) *

+perations

ecutive-anagement

ogistics

-arketing

/umanResource


!inance

Supply-anagement


R ) *

+perations

ecutive-anagement

ogistics

-arketing

/umanResource


!inance

Supply-anagement


R ) *

+perations

ecutive-anagement

ogistics

-arketing

/umanResource


!inance

Supply-anagement


Fo!alFirm

%"pplier%"pplier7s%"pplier

C"stomer C"stomer7sC"stomer

%CM 6inked 5al"e Chains


23/34

%"ppl& Chain ntegration

• nternal ,ro!ess ntegration increase colla&orationamon' the compan"4s functional 'roups.

• 8a!k*ard ,ro!ess ntegration colla&oration with 1st%tier and 5nd%tier (leadin' companies) suppliers.

• For*ard ,ro!ess ntegration colla&oration with 1st%tier customers.

• Complete ntegration colla&oration from the6suppliers4 supplier to the customers4 customer.7

C h a l l e n g e

9 9 9


24/34

5911 /earson +ducation3 !nc. pu&lishin' as/rentice Hall

ome $oein' uppliers (:8:)/ir" Country Co"ponentLatecoere /rance Passenger doorsLabinel /rance 3iring$assault /rance $esign and

PL1 soft!are1essier+0ugatti /rance Electric bra'esThales /rance Electrical po!er

conversion syste"and integratedstandby flight display

1essier+$o!ty /rance Landing gear structure$iehl er"any %nterior lighting


25/34


ome $oein' uppliers (:8:)/ir" Country Co"ponentCobha" 45 /uel pu"ps and valvesRolls+Royce 45 Engines#"iths Aerospace 45 Central co"puter

syste"0AE #6#TE1# 45 ElectronicsAlenia Aeronautics %taly 4pper center

fuselage 7hori&ontal stabili&er

Toray %ndustries -apan Carbon fiber for!ing and tail units


26/34


ome $oein' uppliers (:8:)/ir" Country Co"ponent/u)i Heavy -apan Center !ing bo %ndustries5a!asa'i Heavy -apan /or!ard fuselage,

%ndustries fi ed section of !ing, landing gear !ell

Tei)in #ei'i -apan Hydraulic actuators1itsubishi Heavy -apan 3ing bo

%ndustriesChengdu Aircraft China Rudder roupHafei Aviation China Parts


27/34


ome $oein' uppliers (:8:)/ir" Country Co"ponent5orean Aviation #outh 3ingtips

5orea#aab #!eden Cargo access doors


28/34

8"siness to "siness -828

0ost common3 all &ut thelast link in the suppl" chain

,amples-0anufacturer and

;holesaler;holesaler and Retailer

8"siness to !ons"mer

-82CRetail operationsCatalo'ue operations3

etc.

,amples-!nternet retailersAma on.com3 etc.

Cons"mer to 8"siness-C28

Consumer


29/34

'olls 'o&!e

• RR 'roup is a glo al "siness withcustomers in 1? countries

• Address four 'lo&al market (civil3 defenceaerospace3 marine and ener'")

• /roduction facilities in 1 countries.• +mplo"s around 93999• #urnover B11 &illion (5911)•

!t has 3999 aero en'ines in service with?99 airlines

( ource www.rolls%ro"ce.com)

' ll ' &! $ % !h ll i


30/34

'olls 'o&!e$ %ome !hallenges inOM/EM.

•/h"sical lo'isticsComple uppl" Chain


31/34

• Customers demand for hi'her levels of *ualit"and service for less mone" due to their owncompetitive environments

• Rolls%Ro"ce4s customers look for a much morecomplete service ( total !"stomer !are $ Crelationships)

#ervices$ 'esponsi le for the maintenan!e( repair and overha"l

of !"stomer e;"ipment. O*ns overha"l < ases= either*holl& or in partnership *ith Airlines

$ Man"fa!t"re original e;"ipment and s"ppl& spareparts to e0isting !"stomers and overha"l ases

$ n$>ight engine monitoring -2?/@

'olls 'o&!e$ %ome !hallenges in OM/EM..

$usiness pressure- Cost3 deliver"3 lead%time3 *ualit"3

De i&ilit"3 sustaina&ilit" etc


32/34

o"r :ask9

• !dentif" or'anisation ("ou have worked inor currentl" workin' in)

• #"pe of $usiness ($5$ or $5C EE3 0+- or

lar'eEE)• #urnoverE• Current challen'es issues in

Fps0't +n'0'tE


33/34

%mall B Medi"m %i)e Enterprises -%MEs

Categor& ead!o"nt-Emplo&ees

:"rnover

0edium 5 9 B 1 0illion

mall 9 B 8.5 0illion


34/34

Documents

2.Changing Challenges for the Operations - Engineering Managers-1 (1).pptx