Training Operational Planning

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Training Operational Planning

  1. 1. Operational planning Date of Presentation
  2. 2. Introduction <ul><li>EACH OPERATIONAL PROCEDURE REQUIRES: </li></ul><ul><li>Planning Goals setting and pointing </li></ul><ul><li>Execution </li></ul><ul><li>Planned carrying out and arranging </li></ul><ul><li>Control </li></ul><ul><li>Supervise whether planning was reached by the work execution </li></ul>
  3. 3. From planning to control Planning Control Action The mental anticipation of future and operational events The execution of Operational procedures The monitoring While leading, And the comparison between The achievement And the Production targets FEEDBACK TARGET/IS COMPARISON
  4. 4. Organisation Execution becomes secured with regulations It is the task of the company (organization) to make regulation available to ensure a smooth cooperation of persons and things to ensure operational goals are reached. Errors can be made at both stages, planning or organization Personal subject of function: Humans, Personnel and coworkers Impersonal subject of function: Mechanism, machines and handicraft
  5. 5. Planning at the company Planning is a mainly mental process Thinking process is a mental anticipation of future operational events Shape operational future under optimal aims. The way need to be smoothed by planning targets, which leads to goals. Find all types of solutions to each occurring problem, weight pro and cons against each other and choose for the solution that are leading us the fastest, most comfortable and safest to the goal. Characteristics of planning: Rationality ,understanding and reason Conscious, systematic penetrating the… Future under near drawing of the data from past and present Future-referred
  6. 6. Planning components Goals Recourses Contractor Premises Dates Problem definition Results Measures What need to be reached? Who must reach the goal? With which tools? Under which conditions? When must the goal be reached? Which problem needs to be solved? The achievement of objective has which effect? Compare with planning control loop?
  7. 7. Prognosis Near future lying operational events still can be considered as much detailed. With increasing period the future picture it loses more and more on sharpness. Nevertheless or therefore there is demand for a plan calculating for security. prognosis = forecast) Comprehensibility (understandable) Complete Detailed Controllable Economy Changeable Frequency Periodically Coordinated Accuracy Clear and unmistakable Representation without miss Detailing (Global) Rough/is detailed planning Target/is comparison Justifiable cost Adaptability Permanent/Spontaneous for each individual case Temporary help, Specialists, High level personnel Inward/outward
  8. 8. The surrounding fields of a company Supplier Owner Creditor Guests Employees Competitors Legislator Trade union Press Municipality Expect many orders and payment on time Expect high dividend, growth and stability Expect and in time payback of credit Expect attractively of surrounding, protect jobs and pay taxes Expect meaningful price, performance ratio, high quality and excellent service Expect an effective payment, acknowledgement and personal advances Expect good cooperation and fair competition Fulfillment of legal bases and harmonious cooperation Improve the work in the company and larger influences Expect in time information (gastro critics)
  9. 9. Did you know S AMUS P ER A QUA Health through water
  10. 10. Dimensions of planning Automatic control loop PROCEDURE RULES TIME PLANNING PROGRAM PROVIDING BUDGET PROVIDING PRINCIPLE EDUCATION OBJECTIVE COMPANY PLANNING
  11. 11. Objectives <ul><li>Objectives are set specific, measurable, achievable, relevant and time specific </li></ul><ul><li>Document all related to business operation goals including people involved (task list) </li></ul><ul><li>Differentiate of real objectives and formal goals ( economical, social ) </li></ul><ul><li>Operational regulations of goal contents ( which standards are to be used?) </li></ul><ul><li>The indication of the desired extents of the goal ( what will be the effects?) </li></ul><ul><li>The indication of the referred time table ( when will the goal be reached?) </li></ul><ul><li>Examples: </li></ul><ul><li>a. An accurate formulation of goal -the conversion is to increase banquet revenue </li></ul><ul><li>by 7% in the month December </li></ul><ul><li>b. Inaccurate formulations of goal - we aim for a profit maximization </li></ul>
  12. 12. Objectives <ul><li>The rule is that in a company several objectives are usually simultaneous aimed at (multi tasking) </li></ul><ul><li>In this system of driving objectives, resulting often to relations between each objective (connected) </li></ul><ul><li>a. Complementary goal relationship: itself supplementing goals or a so called goal harmony </li></ul><ul><li>b. Competitive goal relationship: itself again-striving goals </li></ul><ul><li>c. Neutral goal relations: itself indifferently supernatant goals </li></ul><ul><li>Examples: </li></ul><ul><li>a. Increase sales - increase brigade in kitchen </li></ul><ul><li>b. Increase sales - reduction brigade in kitchen </li></ul><ul><li>c. Renovation of hotel rooms - development of a new list of beverages </li></ul>
  13. 13. Principle information <ul><li>Principle formation: Definite regulations of always recurring questions and/or actions </li></ul><ul><li>The principle formation requires: </li></ul><ul><li>a. Clear and unmistakable formulations usage </li></ul><ul><li>b. Durability, in addition flexible (exceptions) </li></ul><ul><li>c. General commitment </li></ul><ul><li>d. Co-operation of appropriate coworkers (department managers) </li></ul><ul><li>E.g. All accompanying documents in the case of supplies carry the show of hands of the </li></ul><ul><li>accepting And other standards to be considered important </li></ul>
  14. 14. Budget providing <ul><li>budgeting </li></ul><ul><li>also called preview or prognosis. Financial aimed goal. </li></ul><ul><li>Budget cost estimation ( OPERATIONAL/DIRECT COST) </li></ul><ul><li>The estimation is what helps you determine </li></ul><ul><li>what it will cost to implement your operational plan. </li></ul><ul><li>You need all inputs (people, information, equipment, skills). </li></ul><ul><li>these inputs will have a cost attached to them. this costs you </li></ul><ul><li>need in order to estimate and to develop an accurate budget. </li></ul><ul><li>Household monitoring </li></ul><ul><li>The budget is an important tool you have for monitoring. the </li></ul><ul><li>finances of your organization, project or department. You use </li></ul><ul><li>it to monitor your income and expenditure to see whether or not </li></ul><ul><li>you are on target, financially to your staff, board and donors; do </li></ul><ul><li>cash flow projections; make financial decisions. </li></ul>Important keys to a budget are, principals, target, actual and the difference TOTAL BUDGET DEPARTMENTAL BUDGET limited to one department CONSOLIDATED BUDGET Management/Donors OTHERS
  15. 15. Program planning <ul><li>Specify necessary measures, in order to reach certain operational goals </li></ul><ul><li>The sub-programs are aligned with the functionality of the company </li></ul><ul><li>They are usually connected with the budgeting and the scheduling </li></ul><ul><li>Planning for one year looks like followed: All tasks and goals are kept in a excel list </li></ul><ul><li>Consolidated: </li></ul><ul><li>Rough goals to be reached are… </li></ul><ul><li>Details: </li></ul><ul><li>refined goals to be reached are… </li></ul><ul><li>e.g. purchasing program, Manufacturing program, paragraph program personnel program, financing program and many more… </li></ul>
  16. 16. Time planning <ul><li>Time and motion Study </li></ul><ul><li>Determination of necessary time frame and the definition of the sequence of certain </li></ul><ul><li>measures, in order to achieve the operational goals desired </li></ul><ul><li>Length of time: Work execution </li></ul><ul><li>Period: Meaningful part time working </li></ul><ul><li>Times: For start and end </li></ul><ul><li>Specify standard times and performance standard </li></ul><ul><li>Demands scheduling: </li></ul><ul><li>a. Economical aspect = rational & reasonable </li></ul><ul><li>b. Human aspects = humanization </li></ul>
  17. 17. Procedure rules Time standard Quality standard Quantity standard Costs standard Standard & procedures Definition of well-planned methods in order to determine achieved operational goals While programs determine, what is to be done, procedures determine, how it is to be done Advantages: Work simplification No double work Less tension between worker Mile stone for performed work aid for training saving of time and costs
  18. 18. Did you know <ul><li>Ergonomics: </li></ul><ul><li>is the Science of determine/creating a better environment for all jobs </li></ul><ul><li>and terminate all interference factors </li></ul>

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