Aula 0409 Processes 1 part 1 Operações Inovadoras

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Operations Strategy 
EAD 0761 
Prof.Leonardo Gomes 
Profa.Adriana Marotti 
 
This course is not a traditional lecture. 
We are mentors. 
This course consists of a series of workshop, in which we 
hope to improve your skills in Operations Strategy and 
Radical innovation 
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Which practice should we use? How do we adpat such practice to our company? 
First day Second day Third day Last day 
Brazilian companies 
become 
multinational ones 
Innovation 
hackathon 
Industry platform Circular economy 
First day Second day Third day Last day 
Brazilian companies 
become 
multinational ones 
Innovation 
hackathon 
Industry platform Circular economy 
Workshops and presentations Case studies Developing toolkits 
First day Second day Third day Last day 
Brazilian companies 
became 
multinational ones 
Innovation 
hackathon 
Industry platform Circular economy 
Evaluation 
 
This course is a competition among groups. 
 Each day corresponds to a specific competition 
Each group should be composed by 8 members. 
Each group should be composed by: at least an interchange 
student, one student from other Departments and at least 
two Business Administration students. 
 
Because the products 
are innovative? 
Because their innovation 
team is good? 
Because competitors are 
not that good? 
Why Apple is so successful? 
What make these companies so special? 
 They are capable of create new 
markets, through radical innovations in 
products and services 
 
 They are able to change our way of 
living 
 
They create new business models 
 
They are considered “best working 
places" 
What make these companies so special? 
They are not “one hit 
wonders” 
 
The success of their 
innovation projects is 
lasting... 
One of the secrets is their PROCESSES... 
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Why processes matter? 
Título do slide 
31/08/2011 16 Nome do Professor 
Working in a 
process 
Working on a 
process 
Goals to be met Improving the way things are 
done 
Why processes matter? 
Título do slide 
31/08/2011 17 Nome do Professor 
Brings Meet and exceed customer 
expectations 
Advantage in QUALITY 
Deliver as promised Advantage in RELIABILITY 
Deliver products/results quickly 
Advantage in SPEED 
Change according to market 
demands 
Advantage in FLEXIBILITY 
Deliver cheaper 
products/services Advantage in COST 
It is necessary to design, implement , map and improve 
organizational processes 
Brings 
Brings 
Brings 
Brings 
It is necessary to design, implement , map and improve 
organizational processes… 
Hability to designmore 
effective and efficient 
organizational processes 
Hability to map 
organizational processes 
Hability to solve 
problems and improve 
processes 
Roadmap to process mapping 
What is a process? 
 
 
Exemples 
Roadmap to process mapping 
Research and Development Production 
Sales 
Other areas as Marketing, 
Finance, HR 
All those areas 
have something 
in common: 
Most of the 
time, work is 
repetitive – it is 
their working 
processes. 
Roadmap to process mapping: Basic Concepts 
• Main constructs of a process are: 
 Supplier 
Customer 
External Environment 
Organization 
Income 
Resources 
Outcome 
Products 
Processing / 
Operations/ 
Transformation 
Feedback 
obtaining returning 
Roadmap to process mapping: Basic Concepts 
Who is the customer? 
• For the Process point of view: 
– Final: the one who receives the final 
product/service 
– Intermediate: the one who receives part 
of the job during the process or at the 
end 
• For the managerial point of view: 
– Internal: the one management is able to 
control 
– External: Management are NOT able to 
control 
But what is a process after all? 
What is a process? 
24 
Administração da Produtividade – Sistemas de Produção Enxuta 24 
Goals 
OUTPUTS INPUTS 
OPERATION 
What is a process? 
A process is built of: 
 Inputs 
Restrictions Requirements 
Feedback 
Suppliers 
Resources: 
- Physical 
- Human 
- Monetary 
- information 
 
Process 
 
Outputs: 
- Products 
- Services 
Premises 
Controls Clients 
What is a process? 
• Supplier: resource owner, previous step executor 
• Input: 
– Every resource that is necessary to the execution of a 
product and is consumed / transformed in the process 
– Every resource that is supportive to transformation 
process: requisites, restrictions, premises, controls, 
feedbacks, 
– Processo: Act of making or transforming 
• Output: every result of the process 
• Client : recipient of the process output 
Process Structure 
Process 
Subprocess 
 
 
Activity 
Task Operation 
 
 
Process Structure 
 A process is a complete set of actions that 
deliver value to a client 
A subprocess is a practical division of a process, 
diveded by different organizational functions 
An activity is the smallest portion of work that 
must be executed by someone, and only after 
being completed, could be passed to someone 
else. 
A task is a portion of work executed by a single 
person 
An operation is part of a task, in which an 
operator uses a determined tool, instruction or 
specific knowledge. 
Example: 
Process: Shoe sale 
Subprocess: assist a client, charging, delivery 
Acitvity: understanding client needs, pick in 
the stock, help client trying shoes, ... 
Task : identify product coding, check 
availabilty, locate boxes in shelves, ..... 
Operation : climbing ladder, picking boxes, 
caixas, walk to show room, ... 
 
Your challenge now is to develop a managerial system, composed by: 
tools and processes 
Proposing a technology strategy and 
management for Embraer 
Embraer became to big to 
buy technologies: incubent 
companies avoid to sell 
technologies that enhance 
Embraer’s capabilitie 
Embraer should develop its 
own technologies 
Your challenge is to develop 
a managerial toolkit for 
technology management, 
approaching different levels: 
industry, business, portfolio 
and process 
Process level 
A step-by-step 
approach for 
competitive 
intelligency 
Your team also 
should consider 
scenarios for the 
industry evolution 
Defining a 
strategic 
roadmap and an 
innovation 
strategy 
Your team should 
also consider 
radical and 
incremental 
innovations 
Guidelines 
Defining a 
portfolio 
process and a 
portfolio map 
Defining an 
technology 
process (using 
the Software 
Excel) 
The portfolio 
consists of the 
current projects 
that a particular 
company is 
developing at a 
given point of time 
Your team should 
integrate such 
technology 
management 
process into the 
new product 
development 
Your solutions must be operational ones, i.e., ready for use by a manager 
 
At the beginning, 
we should specify 
in details your 
managerial 
system – each 
process or tool 
Then, we should 
search for the 
best practices: we 
might adapt such 
practices for 
Embraer’s 
context 
Your outcomes 
should involve a 
presentation and 
an Excel 
spreadsheet 
Welcome to manager’s life! Such mission is also very common in consultancy 
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