Operations Management

© 2006 Prentice Hall, Inc.

 General Discussion
Bird’s eye view on OM
Case-based learning
Student centered
Theory and Practical
Question Patterns
Revision of previous session by TWO with question
answer
Group division
Discipline
 What Is Operations Management?

 Production is the creation of goods and services

 Operations management is the set of activities

that creates goods and services by transforming
inputs into outputs
 Why Study OM?
OM is one of three major functions (marketing,
finance, and operations) of any organization
We want (and need) to know how goods and
services are produced
We want to know what operations managers do
OM is such a costly part of an organization
What Operations Managers Do

Plan
Organize
 Staff
Lead
Control
 Ten Critical Decisions
 Quality management ……..
 Service, product design………
 Process, capacity design…….
 Location …………….…………..
 Layout design ………………….
 Human resources, job design.
 Supply-chain management…..
 Inventory management ……….
 Scheduling ……………………..
 Maintenance …………………...
 The Critical Decisions

 Quality management
 Who is responsible for quality?
 How do we define quality?

 Service and product design

 What product or service should we offer?
 How should we design these products and services?
 The Critical Decisions - Continued
 Process and capacity design
 What processes will these products require and in what
order?
 What equipment and technology is necessary for these
processes?
 Location
 Where should we put the facility
 On what criteria should we base this location decision?
 The Critical Decisions - Continued
 Layout design
 How should we arrange the facility?
 How large a facility is required?

 Human resources and job design

 How do we provide a reasonable work environment?
 How much can we expect our employees to produce?
 The Critical Decisions - Continued
 Supply chain management
 Should we make or buy this item?
 Who are our good suppliers and how many should we
have?
 Inventory, material requirements planning, JIT
“just-in-time” inventory,
 How much inventory of each item should we have?
 When do we re-order?
 The Critical Decisions - Continued
 Intermediate, short term, and project scheduling
 Is subcontracting production a good idea?
 Are we better off keeping people on the payroll during
slowdowns?
 Maintenance
 Who is responsible for maintenance?
 How maintenance decision can be made?
 Organizational Functions

Marketing
 Gets customers

Operations
 creates product or service

Finance/Accounting
 Obtains funds
 Tracks money
© 1995 Corel Corp.
 Functions - Bank

Commercial Bank
© 1984-1994
T/Maker Co.

Marketing Operations Finance/

Accounting

Teller Check Transactions

Security
Scheduling Clearing Processing
 Functions - Airline

Airline
© 1984-1994 T/Maker Co.

Marketing Operations Finance/

Accounting

Flight Ground Facility

Catering
Operations Support Maintenance
 Functions - Manufacturer

Manufacturing

Marketing Operations Finance/

Accounting

Manufacturing Production Quality

Purchasing
Control Control
 System Approach of OM
Value-Added

Inputs Transformation/ Outputs

•Land Conversion •Goods
•Labor •Services
Process
•Capital
•Information

Measurement
and Feedback
Measurement Measurement
and Feedback
and Feedback
Control

Feedback = measurements taken at various points in the transformation process

Control = The comparison of feedback against previously established standards to determine

if corrective action is needed.
1-16
 The Heritage of
Operations Management
Division of labor (Adam Smith 1776 and Charles Babbage 1852)
Standardized parts (Whitney 1800)
Scientific Management (Taylor 1881)
Coordinated assembly line (Ford, Sorenson/Avery 1913)
Gantt charts (Gantt 1916)
Motion study (Frank and Lillian Gilbreth 1922
Quality control (Shewhart 1924; Deming 1950)
Computer (Atanasoff 1938)

CPM/PERT (DuPont 1957)

 The Heritage of Operations
Management - continued
Material requirements planning (Orlicky 1960)
Computer aided design (CAD 1970)
Flexible manufacturing system (FMS 1975)
Baldrige Quality Awards (1980)
Computer integrated manufacturing (1990)
Globalization(1992)
Internet (1995)
Goods Contain Services & Services
Contain Goods
Automobile
Computer
Installed Carpeting
Fast-food Meal
Restaurant Meal
Auto Repair
Hospital Care
Advertising Agency
Investment Management
Consulting Service
Counseling

100 75 50 25 0 25 50 75 100
Percent of Product that is a Good Percent of Product that is a Service
 New Challenges in OM
From To
 Local or national focus  Global focus
 Batch shipments  Just-in-time
 Low bid purchasing  Supply chain
partnering
 Lengthy product  Rapid product
development development,
alliances
 Standard products  Mass customization
 Job specialization  Empowered
employees, teams
 Threaded Questions
What is operations management?
Why is operations management important in all
types of organization?
What is the input–transformation–output
process?
How do operations processes have different
characteristics?
What are the activities of operations
management?