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will place a very high emphasis on ‘quality’ objectives. With other implementations –
for example, where cash availability is limited – cost might predominate. Other
implementations emphasise time: for example, bringing new capacity online in time
to honour a supply contract. In each of these implementation projects, although one
objective might be particularly important the other objectives can never be totally
forgotten.

Process objectives
These objectives are so called because, when monitored, they measure the impact
that the implementation has on the process within the operation (and therefore the
operation as a whole). In Chapters 2 and 7 we introduced the core ‘performance objec-
tives’ of operations strategy – quality, speed, dependability, flexibility and cost. So, at
a minimum, the effect an implementation has on these five basic objectives should
be assessed. But, in addition, broader measures such as return on assets, or more spe-
cific measures such as capacity utilisation could also be used. For example, a global oil
exploration company is reorganising its technical support function and, over time, is
centralising its risk assessment resources (they were previously organised on a regional
basis). In this case, the ‘process’ objectives are shown in Figure 10.4. Each objective
has its performance under the original organisational structure marked together with
the performance of each objective that the new, centralised structure should achieve.
Over the three-month implementation period the performance of each objective is
measured and marked to indicate the progress of the implementation.

Figure 10.4 process objectives for centralisation of risk assessment departments
implementation

Process performance at month 3
Process performance at month 2
Process performance at month 1 Target process
Process performance at the performance when new
start of the implementation organisation is implemented

Fully meeting business 30 40 50 60 70 80 90 100
requirements (%)
Response time 30 40 50 60 70 80 90 100
acceptable (%)
Report finished as 30 40 50 60 70 80 90 100
promised (%)
Customised as 30 40 50 60 70 80 90 100
requested (%)
Cost per project 90 80 70 60 50 40 30 20
($’0000)
Follow-up service 30 40 50 60 70 80 90 100
acceptable (%)
Engineer utilisation (on 70 80 90 100 110 120 130 140
nominal FTE basis)

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