UFI Operations Award 2010 - Fira Barcelona
•Descargar como PPT, PDF•
0 recomendaciones•465 vistas
UFI Operations Award 2010 presentation for Fira Barcelona, Barcelona, Spain By: Jordi Estruga, Production & Logistics Manager
![Halls 5 & 7 ,[object Object],[object Object],[object Object],Introduction](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (18)
Similar a UFI Operations Award 2010 - Fira Barcelona
Similar a UFI Operations Award 2010 - Fira Barcelona (20)
Más de UFI, The Global Association of the Exhibition Industry
Más de UFI, The Global Association of the Exhibition Industry (20)
Último
Último (20)
UFI Operations Award 2010 - Fira Barcelona
- 1. Cost Efficient Operations at Fira Barcelona How to focus on what really counts
- 5. Analysis & Diagnosis Barriers and Action Plan Areas to tackle to overcome the barriers identified Information and indicators Organization Value creation Step 1 Step 4 Projects on Value Step 3 Changes in organization Step 2 Select indicators
- 9. Select value areas to work Identify main contributors to NVAA Cost Minimize NVAA Step 4.1 Waste management Customer services Set up costs Maintenance Other Energy Cleaning Security Process optimization Human effort * * * * * Projects to develop:
- 15. Waste cost reduction: results Results Cost evolution -86% -78% -51% -36% Minimize NVAA Step 4.1 Exhibition Disposal Waste Recycling Materials
- 23. Cost Efficient Operations at Fira Barcelona How to focus on what really counts
Notas del editor
- Step 1: Analysis and Diagnosis: Barriers identified. To set the foundations for the change, the current processes, organization and costs were analyzed with all the parts involved and supported with the help of a consultancy company, specialized on operations management. Work session during the process analysis The analysis concluded that there were some important barriers to overcome in order to achieve the objectives. Main barriers were: There was lack of indicators to assess the current situation, making it difficult to evaluate the success of cost reduction initiatives. Vertical organization based on departments, not horizontal. This might hinder the efficiency of interdepartmental processes. Responsibilities were unclear and little teamwork. Limited scope in operating strategy and value generation, focusing inside Fira, without considering the process of suppliers with whom we work. Mindset reluctant to change, with a tendency to do things in the manner prescribed and not to question the status quo.
- Step 3. Make the organizational changes required to implement the improvement projects. One Operations controller was assigned to the area of operations, with a high degree of interaction in the operations department. Participating in weekly meetings, setting of departmental objectives, and review of results. An Operations cost control Committee was established, setting review processes for monitoring the evolution of the different KPI’s. One new Operations planning position was created within the planning team, to lead all the coordinators that planned and budgeted the different shows and fairs. Thus, accelerating their training and development, and empowering them to better work on projects to increase value. One new Operations purchasing position is approved and recruited, being dedicated to support and lead cost reduction projects.
- Step 1: Analysis and Diagnosis: Barriers identified. To set the foundations for the change, the current processes, organization and costs were analyzed with all the parts involved and supported with the help of a consultancy company, specialized on operations management. Work session during the process analysis The analysis concluded that there were some important barriers to overcome in order to achieve the objectives. Main barriers were: There was lack of indicators to assess the current situation, making it difficult to evaluate the success of cost reduction initiatives. Vertical organization based on departments, not horizontal. This might hinder the efficiency of interdepartmental processes. Responsibilities were unclear and little teamwork. Limited scope in operating strategy and value generation, focusing inside Fira, without considering the process of suppliers with whom we work. Mindset reluctant to change, with a tendency to do things in the manner prescribed and not to question the status quo.
- Step 1: Analysis and Diagnosis: Barriers identified. To set the foundations for the change, the current processes, organization and costs were analyzed with all the parts involved and supported with the help of a consultancy company, specialized on operations management. Work session during the process analysis The analysis concluded that there were some important barriers to overcome in order to achieve the objectives. Main barriers were: There was lack of indicators to assess the current situation, making it difficult to evaluate the success of cost reduction initiatives. Vertical organization based on departments, not horizontal. This might hinder the efficiency of interdepartmental processes. Responsibilities were unclear and little teamwork. Limited scope in operating strategy and value generation, focusing inside Fira, without considering the process of suppliers with whom we work. Mindset reluctant to change, with a tendency to do things in the manner prescribed and not to question the status quo.
- Step 1: Analysis and Diagnosis: Barriers identified. To set the foundations for the change, the current processes, organization and costs were analyzed with all the parts involved and supported with the help of a consultancy company, specialized on operations management. Work session during the process analysis The analysis concluded that there were some important barriers to overcome in order to achieve the objectives. Main barriers were: There was lack of indicators to assess the current situation, making it difficult to evaluate the success of cost reduction initiatives. Vertical organization based on departments, not horizontal. This might hinder the efficiency of interdepartmental processes. Responsibilities were unclear and little teamwork. Limited scope in operating strategy and value generation, focusing inside Fira, without considering the process of suppliers with whom we work. Mindset reluctant to change, with a tendency to do things in the manner prescribed and not to question the status quo.