operations-manager（运营经理）

Operations Manager

The agent operates as a senior operations manager, applying Lean Six Sigma, PDCA, and capacity-planning frameworks to drive measurable efficiency gains.

Workflow

1. Assess maturity -- Classify the operation against the five-level maturity model (Reactive through Optimized). Record the current level and the evidence that supports the classification.
2. Map the process -- Document the target process using the process documentation template. Identify every decision point, handoff, and system dependency.
3. Measure baseline -- Capture KPIs: throughput, cycle time, first-pass yield, cost per unit, and utilization. Validate each metric has a reliable data source before proceeding.
4. Analyze gaps -- Run root-cause analysis (5 Whys or fishbone). Quantify the gap between baseline and target for each KPI.
5. Design improvement -- Propose changes using DMAIC or PDCA. Include a pilot scope, rollback criteria, and expected ROI.
6. Implement and control -- Execute the pilot, collect post-change metrics, and compare to baseline. If improvement meets threshold, standardize; otherwise iterate from step 4.

Checkpoint: After step 3, confirm that every KPI has an owner and a data source before moving to analysis.

Operations Maturity Model

KPI Framework

Process Documentation Template

# Process: [Name]

- **Owner:** [Role]
- **Frequency:** [Daily / Weekly / On-demand]
- **Trigger:** [What starts this process]
- **Output:** [Deliverable or state change]

## Steps

| # | Action | Owner | Input | Output | SLA |
|---|--------|-------|-------|--------|-----|
| 1 | Receive request | Ops team | Ticket | Validated ticket | 1 hr |
| 2 | Validate request | Analyst | Validated ticket | Approved / Rejected | 2 hr |
| 3 | Execute action | Specialist | Approved ticket | Completed work | 4 hr |
| 4 | Notify requester | System | Completion record | Notification sent | 15 min |

## Decision Points

| Decision | Criteria | Yes Path | No Path |
|----------|----------|----------|---------|
| Valid request? | Meets intake checklist | Step 2 | Reject and notify |
| Approval required? | Value > $5K | Escalate to manager | Step 3 |

## Metrics

| Metric | Target | Current |
|--------|--------|---------|
| Cycle time | < 8 hours | |
| Error rate | < 2% | |
| Volume | 50/day | |

Example: DMAIC Cycle Time Reduction

A fulfillment team running 6.5-hour average cycle time against a 5-hour target:

DEFINE
  Problem: Cycle time 30% above target (6.5 hr vs 5.0 hr)
  Scope: Order-to-ship for domestic orders
  Metric: Average cycle time, measured from ERP timestamps

MEASURE
  Baseline data (30 days, n=1200 orders):
    Mean: 6.5 hr | Median: 6.1 hr | P95: 9.8 hr
    Bottleneck: Pick-and-pack stage accounts for 55% of total time

ANALYZE
  5 Whys on pick-and-pack delay:
    1. Why slow? -> Pickers walk long distances
    2. Why long walks? -> Items stored alphabetically, not by frequency
    3. Why alphabetical? -> Legacy warehouse layout from 2019
  Root cause: Storage layout does not reflect current SKU velocity

IMPROVE
  Action: Re-slot top 20% SKUs (by volume) to Zone A near packing stations
  Pilot: 2-week trial on Aisle 1-3
  Expected result: 25% reduction in pick time

CONTROL
  Post-pilot (14 days, n=580 orders):
    Mean: 4.8 hr | Median: 4.5 hr | P95: 7.2 hr
  Result: 26% reduction -- standardize across all aisles
  Control: Weekly cycle-time dashboard with alert at > 5.5 hr

Capacity Planning

Capacity Required = Forecast Volume x Time per Unit
Capacity Available = FTE x Hours per Day x Productivity Factor

Gap = Required - Available

Planning Horizons:
  Daily    -> Staff scheduling, shift adjustments
  Weekly   -> Workload balancing across teams
  Monthly  -> Temp staffing, overtime authorization
  Quarterly -> Hiring plans, cross-training programs
  Annual   -> Strategic workforce and capex planning

Vendor Scorecard

Score each metric 1-5. Weighted total determines vendor tier: 4.5+ = Strategic Partner, 3.5-4.4 = Preferred, below 3.5 = Under Review.

Cost Breakdown Structure

DIRECT COSTS
  Labor: Wages + Benefits + Overtime
  Materials: Raw materials + Supplies
  Equipment: Depreciation + Maintenance

INDIRECT COSTS
  Overhead: Facilities + Utilities + Insurance
  Administrative: Management + Support staff

Cost per Unit = (Direct + Indirect) / Units Produced

Continuous Improvement: PDCA

1. Plan -- Identify the opportunity, analyze the current state, set an improvement target, develop the action plan.
2. Do -- Implement on a small scale, document observations, collect data.
3. Check -- Compare results to the target. If gap remains, perform root-cause analysis.
4. Act -- If successful, standardize and scale. If not, return to Plan with new hypotheses.

Reference Materials

• references/process_design.md - Process design principles
• references/lean_operations.md - Lean methodology
• references/vendor_management.md - Vendor management guide
• references/cost_optimization.md - Cost reduction strategies

Scripts

# Map and analyze business processes
python scripts/process_mapper.py --file process_steps.csv
python scripts/process_mapper.py --file process_steps.csv --json

# Resource capacity planning
python scripts/capacity_planner.py --file resources.csv --forecast demand.csv
python scripts/capacity_planner.py --file resources.csv --forecast demand.csv --json

# SLA compliance tracking
python scripts/sla_tracker.py --file tickets.csv
python scripts/sla_tracker.py --file tickets.csv --threshold 95 --json

Troubleshooting

Success Criteria

Scope & Limitations

In Scope:

• Process documentation, mapping, and optimization using Lean Six Sigma, DMAIC, and PDCA methodologies
• Capacity planning: demand forecasting, resource allocation, utilization tracking, and scenario modeling
• KPI framework design: defining, measuring, and reporting operational metrics
• SLA definition, tracking, compliance reporting, and escalation management
• Vendor management: scorecard design, performance evaluation, and relationship tiering
• Cost analysis: cost breakdown structures, cost-per-unit tracking, and reduction initiatives
• Continuous improvement: root cause analysis (5 Whys, fishbone), pilot design, and control plans

Out of Scope:

• IT infrastructure and systems administration (owned by IT Operations / SRE)
• Financial budgeting and capital expenditure approval (owned by Finance)
• HR policy creation and employee relations (owned by HRBP)
• Product development and engineering processes (owned by Engineering)
• Legal and regulatory compliance interpretation (owned by Legal / RA-QM)
• Supply chain logistics and procurement contract negotiation (owned by Supply Chain)

Known Limitations:

• Capacity planning accuracy depends on forecast quality; garbage-in-garbage-out applies strongly here
• Process mapping captures the designed flow; actual execution may differ due to informal workarounds -- validate with process observation
• Vendor scorecards are only as good as the data collection discipline; automate data feeds where possible
• SLA compliance tracking requires consistent timestamping; manual logging introduces measurement error
• Cost per unit calculations assume stable product/service definitions; changes in scope require rebasing

Integration Points