Professional Documents
Culture Documents
Intro
Intro
INTRODUCTION TO OPERATIONS
MANAGEMENT
1
Operations Management = OM
Management of ANY activities/process that create goods and
provide services
» Exemplary Activities: Forecasting, Scheduling, Quality management
Why to study OM
» At a typical manufacturing company
Profit 5%
OM Cost 21%
Marketing
Cost 26%
Manufacturing
Cost 48%
2
Operations Management = OM
The management of systems or processes that create goods and/or
provide services
Organizatio
n
5
Types of Operations
Operation Examples
7
Organization of Businesses
Three basic functions
– Operations/Production
» Goods oriented (manufacturing and assembly)
» Service oriented (health care, transportation and retailing)
» Value-added (the essence of the operations functions)
– Finance-Accounting
» Budgets (plan financial requirements)
» Economic analysis of investment proposals
» Provision of funds (the necessary funding of the operations)
8
Organization of Businesses (Cont.)
– Marketing
» Selling
» Promoting
» Assessing customer wants and needs
» Communicating those needs to operations
The need for working closely
Operations
Marketing Finance
9
Operations Interfaces
10
Systems (Holistic) Approach
Emphasizes interrelations among subsystems.
A systems approach is essential whenever something is being
designed, redesigned, implemented, or improved. It is
important to take into account the impact on all parts of the
system.
11
Systems Approach
“The whole is greater than
the sum of the parts.”
Suboptimization
12
Value Added
Value added: The difference between cost of inputs and
price (??) of outputs.
13
Value-Added
Value added
Inputs
Transformation/ Outputs
Land
Conversion Goods
Labor
process Services
Capital
Feedback
Control
Feedback Feedback
14
Degree of Standardization !
Standardized output
– Take advantage of standardized methods, less skilled
workers, materials…
» Example: Iron, Wheat, most of commodities
Customized output
– Each job is different
– Workers must be skilled
» Example: Hair cut
15
Manufacturing (=Goods) vs. Service operations
Production of goods (goods oriented)
– Tangible products
» Automobile
» Refrigerator
Services (TV and auto repair, lawn care)
» Government
» Regulatory bodies, FAA, FDA
» Wholesale/retail
» Financial services
» Education
16
Goods vs. Service Operations (Cont)
Differences
1. Customer contact
2. Uniformity of input
3. Labor content of jobs
4. Uniformity of output
5. Measurement of productivity
6. Production and delivery
7. Quality assurance
8. Amount of inventory
17
Manufacturing vs. Service !
Characteristic Manufacturing Service
Output Tangible Intangible
Customer contact Low High
Uniformity of output High Low
Labor content Low High
Uniformity of input High Low
Measurement of Easy Difficult
productivity
Opportunity to correct Easy Difficult
quality problems
18
Goods-service Continuum
19
Manufacturing vs. Service Industries in US
Year Mfg. Service U.S. Manufacturing vs. Service Employment
45 79 21
50 72 28 100
55 72 28
60 68 32 80
65 64 36
Percent
60
70 64 36
75 58 42 40
80 44 46
85 43 57 20
90 35 65 0
95 32 68
45 50 55 60 65 70 75 80 85 90 95 00
00 30 70
Year
20
Responsibilities of Operations Management
Planning
– Capacity, utilization
– Location
– Choosing products or services
– Make or buy
– Layout
– Projects
– Scheduling
– Market share
– Plan for risk reduction, plan B?
– Forecasting
21
Operations Managers
Controlling
– Inventory
– Quality
– Costs
Organization
– Degree of standardization
– Subcontracting
– Process selection
Staffing
– Hiring/lay off
– Use of overtime
– Incentive plans
– Job assignments
22
Scope of Operations Management
Operations Management includes:
– Forecasting
– Capacity planning
– Scheduling
– Managing inventories
– Assuring quality
– Motivating employees
– Deciding where to locate facilities
– And more . . .
23
Help comes from Models
A structure which has been built purposefully to exhibit
features and characteristics of some other object.
For
– Improved understanding and communication
– Experimentation
– Standardization for analysis
Abstraction vs. computability
24
Modeling !
Use models
– Physical models (prototypes)
– Schematic models (Graphs, charts, pictures)
– Mathematical models,
» Statistical models
» Inventory models
» Linear programming
» Queuing techniques
» Project management models
25
What type of models
Simulation models : to test a proposed idea
– Monte Carlo Simulation
Optimization models : to create an optimal idea
– Linear programming
Pattern recognition models : to recognize a pattern
– Statistics, Forecasting, data mining
26
Decision Making
Models
Quantitative approaches
Analysis of trade-offs
Systems approach
27
Models Are Beneficial
29
Historical Evolution of Operations Management
30
Trends in Business
Major trends
– The Internet, e-commerce, e-business
– Management technology
– Globalization
– Management of supply chains
– Agility
31
Recent Trends !
Worker involvement
Environmental issues, emission reductions are popular after
Central European floods
Service economy in US, foreign production
E-business – information technology
Supply chain management
Total Quality Management
Globalization, emerging markets, NAFTA
Lean Production – see the next page
32
Production systems classified
Craft Production : System in which highly skilled workers use
simple, flexible tools to produce small quantities of customized
goods.
– Carpenter
Lean production : System that uses minimal amounts of
resources to produce a high volume of high-quality goods with
some variety.
– Dell
Mass production: System in which lower-skilled workers use
specialized machinery to produce high volumes of standardized
goods.
– Ford
33
Production systems classified
Agile=Lean manufacturing
It provides flexibility to switch quickly and economically from
one product design to another with little disruption. This
characteristic, in turn enables faster response to changes in
customer demand.
A sophisticated computerized inventory control system allows
the plant to keep track of large number of parts.
Keys to being an agile manufacturer are :
– Reduction in inventories,
– Reduction in turnaround times,
– Availability of automated flexible machinery,
– Rapid collection and processing of information
34
Simple Product Supply Chain
35
A Supply Chain for Bread
36
Other Important Trends
Ethicalbehavior
Operations strategy
Working with fewer resources
Cost control and productivity
Quality and process improvement
Increased regulation and product liability
Lean production
37
Summary
Definitionof OM
OM’s relationship with Marketing, Finance and
Accounting
Goods vs. service industries
OM issues, trends and models
Manufacturing systems
38