Lesson 01 Introduction to Operations Management Define and explain OM Explain the role of OM in business Describe the decisions that

that operations managers make

Designing the product , deciding the resource needs, arranging schedules, equipment and facilities, managing inventory, controlling quality, designing jobs and work methods. (Table 1-1) Describe the differences between service and manufacturing operations

Quasi Manufacturing Organizations: characteristics of both Service and Manufacturing organizations. Eg; Postal service, it provides a service yet the operations management decision taken at the postal service are similar to those that occur at a manufacturing org. Customer contact is low, at any one point there is large amount of inventory, capital incentive having its own facilities and fleet of truck and relying on scanner to sort the parcels and track customer orders. Identify major historical developments in OM Table 1-2 Identify current trends in OM

Lean Manufacturing, ERP, CRM, Cross-functional decision making Describe the flow of information between OM and other business functions Across the organization (Chart 1-7, 1-8)

Lesson 02 Operations Strategy and Competitiveness Define the role of Business Strategy long term direction for the organization Explain how a Business strategy is developed Mission, Environmental scanning & Core competencies Explain the role of Operations Strategy in the organization provide the plan for the operations function so that it can make the best use of its operating resources. Explain the relationship between business strategy and operations strategy Describe how an operations strategy is developed Capabilities and Competitive priorities Identify competitive priorities for of the operations function - (trade offs / Order Qualifiers and winners) Explain the strategic role of technology

Technology should support competitive priorities 3 applications product, process, information Positives and negatives Define productivity and identify productivity measures Compute productivity measures

Lesson 03 Product design & process selection

Lesson 05- Facility Location & Capacity Planning Define capacity planning Define location analysis Describe relationship between capacity planning and location, and their importance Explain the steps involved in capacity planning and location analysis Describe the decision support tools used for capacity planning Identify key factors in location analysis Describe the decision support tools used for location analysis

Lesson 06 Capacity Planning Decision trees Diagramming technique which uses Decision points points in time when decisions are made, squares called nodes Decision alternatives branches of the tree off the decision nodes Chance events events that could affect a decision, branches or arrows leaving circular chance nodes Outcomes each possible alternative listed

Decision trees developed by Drawing from left to right Use squares to indicate decision points Use circles to indicate chance events Write the probability of each chance by the chance (sum of associated chances = 100%) Write each alternative outcome in the right margin

Evaluating the Decision Tree Decision tree analysis utilizes expected value analysis (EVA) EVA is a weighted average of the chance events Probability of occurrence * chance event outcome

What are some major capacity considerations in a hospital? How do they differ from those of a factory?

Some capacity considerations are size and composition of nursing staff (RNs vs. LPNs), balance between operating room and intensive care units, emergency rooms, etc., and, of course, how many beds are to be available. One of the differences in capacity considerations between a hospital and a factory is that a hospital can add capacity rather quickly in the short run, through simply adding more staff and more beds. A factory is usually technologically limited, and, therefore, must plan well in advance to add major chunks of capacity. On the other hand, though, the general uncertainty which surrounds the demand for hospital services on any given day is much greater than would be faced by a factory. Additionally, factory

management generally has the ability to backlog demand in such a way as to achieve more efficient levels of capacity utilization than does a hospital. Lessen 07 Managing Quality Explain the meaning of TQM Identify the costs of Quality Describe the evolution of TQM Identify Quality leaders and their contributions Identify key features of the TQM philosophy Describe tools identifying and solving quality problems Describe quality awards and quality certifications

Lessen 08 Statistical Quality Control Describe categories of SQC Explain the use of descriptive statistics in measuring quality characteristics Identify and describe causes of variation Describe the use of control charts Identify the differences between x-bar, R-, p-, and c-charts Explain process capability and process capability index Explain the concept six-sigma Explain the process of acceptance sampling and describe the use of OC curves Describe the challenges inherent in measuring quality in service organizations

Lessen 09 Facility Layout

Lessen 10 Inventory