Dr Julie Thomson Room W212 Julie.Thomson@gcu.ac.uk Department of Business Management

1. Dr Julie Thomson Room W212 Julie.Thomson@gcu.ac.uk Department of Business Management Glasgow School for Business and Society OPERATIONS MANAGEMENT Lecture 1.3 – The Transformation Model

2. Some operations described in terms of their processes

3. Operations input resources and outputs

4. ‘High-end’ sandwich and snack retailer Use only ‘wholesome’ ingredients All shops have own kitchens which makes fresh sandwiches every day Fresh ingredients delivered early every morning Same staff who serve you at lunch made the sandwiches that morning ‘We don’t work nights, we wear jeans, we party… ’ Example Pret A Manger Source: Getty Images: Bloomberg / Chris Ratcliffe

5. Food ingredients Packaging Customers TRANSFORMED RESOURCES Kitchen equipment Shop fittings Staff Operations Management at Pret a Manger Environment (e.g., location, competitors) Perceived Add Value? No of products sold. No of customers served OUTPUT INPUT TRANSFORMING RESOURCES Employee Satisfaction Transformation process CUSTOMERS are PROCESSED Feedback/Outcome? (e.g., % of customers happy with speed + friendliness of service; Profits)

6. PROCESS HIERARCHES • “A process perspective can be used at three levels: the level of the operation itself, the level of the supply network, and the level of individual processes.” (Slack et al., 2013:19) • Expressed another way, Operational Processes have: • Internal and external suppliers • Internal and external customers The job of the operations manager is to ensure that these processes are both effective and efficient!