1 Operations Management Operations and Productivity A-Team.
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Transcript of 1 Operations Management Operations and Productivity A-Team.
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Outline What is Operations Management?
The heritage of Operations Management Why study OM? What Operations Managers do
Organizing to produce goods and services Where are the OM jobs?
Exciting new trends in Operations Management
Operations in the service sector The Productivity challenge
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Learning ObjectivesWhen you complete this chapter, you
should be able to: Identify or Define:
Production and productivity Operations Management (OM) What operations managers do Services
Describe or Explain: A brief history of operations management The future of the discipline Measuring productivity
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What Is Operations Management?
Operations management is the set of activities that creates goods and services by transforming inputs into outputs
Operations management focuses on carefully managing the processes to produce and distribute products and services.
Production is the creation of goods and services
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Significant Events in OM Division of labor (Smith, 1776) Standardized parts (Whitney, 1800) Scientific management (Taylor, 1881) Coordinated assembly line (Ford 1913) Gantt charts (Gantt, 1916) Motion study (the Gilbreths, 1922) Quality control (Shewhart, 1924)
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Adam SmithHe suggests that the huge increases in productivity obtainable from technology or technological progress are possible because human and physical capital are matched, usually in an organisation.
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Eli WhitneyWhitney's defenders have claimed that he invented the American system of manufacturing-- the combination of power machinery, interchangeable parts, and division of labor that would underlie the nation's subsequent industrial revolution.
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Frederick Winslow Taylor
He developed the theory of management that analyzes and synthesizes processes, improving labor productivity.
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Henry FordAn assembly line is a manufacturing process in which interchangeable parts are added to a product in a sequential manner using optimally planned logistics to create a finished product much faster than with handcrafting-type methods.
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Henry Gantt
A Gantt chart is a popular type of bar chart that illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project.
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The Gilbreths
The Gilbreths' motion studies were more focused on how a task was done, and how best to eliminate unneeded, fatiguing steps in any process.
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Walter Shewhart Shewhart framed the problem in terms of assignable-cause and chance-cause variation and introduced the control chart as a tool for distinguishing between the two. Shewhart stressed that bringing a production process into a state of statistical control, where there is only chance-cause variation, and keeping it in control, is necessary to predict future output and to manage a process economically.
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Significant Events - Continued
CPM/PERT (Dupont, 1957) MRP (Orlicky, 1960) CAD Flexible manufacturing systems (FMS) Manufacturing automation protocol
(MAP) Computer integrated manufacturing
(CIM)
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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
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Why Study OM? Related activities:
managing purchases inventory control quality control storage logistics evaluationsand we need to comunicate them with each
others.
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Why Study OM? OM often includes substantial measurement
and analysis of internal processes, because a great deal of focus is on efficiency and effectiveness of processes.
Ultimately, the nature of how operations management is carried out in an organization depends very much on the nature of products or services in the organization.
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PlanningThe process of deciding what to do. Effective planning seeks to answer questions such as:
•What should the firm do? The output of this process are goals and objectives.•When must the firm achieve these goals? The output is a schedule defining milestones and due dates.•Who is responsible for doing it? The outputs are assigned responsibilities.•How should this be done? The outputs may be directions or plans of action.•How should performance be measured? The output includes standards of performance.
Planning is forward looking. When planning is operational, the planning horizon is shorter and the level of detail within is greater. When strategic, the planning horizon is long and done in less detail.
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Analysing
The process of making sense of data that is often: poorly structured, incomplete, inconsistent, inaccurate,and/or available in overwhelming quantities.
Analysis supports the planning process byproviding the “facts” in useful formats that can then be used to evaluate business alternatives.
Analyzing also supports management’s control activity byproviding the basis for corrective actions.
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Organizing
The process of building organization structures and interrelated task coordination teams. In the past, organizing dealt mostly with humans, but increasingly it involves data-getting:
the right person the right information in the right form
at the right time
is a key success factor in organization design.
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Directing/Implementing
An action-oriented process that carries out the outputs of the first three management activities.
This is where money is made and lost. In this process, management expends
resources to perform the tasks defined by the planning process.
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Controlling
The process of measuring the results of the other four management activities.
Were the plans any good? Did the analysis provide meaningful information to the
other processes? How well did we organize our resources to get the job
done? How well did we do it?
We might even add, how well did we measure the performance of our control function?
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Ten Critical Decisions Service, product design Quality management Process, capacity design Location Layout design Human resources, job design. Supply-chain management Inventory management Scheduling Maintenance
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Section of OM Procurement (Purchasing) Practices
reviews guidelines for buying various materials from suppliers and vendors - materials, including computers, services from lawyers, insurance, etc.
Management Control and Coordinating Function
includes a broad range of activities to ensure that organizational goals are consistently being met in an effective and efficient fashion
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Section of OM Product and Service Management
the major activities involved in product and service management are similar to those in operations management. However, operations management is focused on the operations of the entire organization, rather than managing a product or service.
Quality Management is crucial to effective operations management,
particularly continuous improvement. More recent advancements in quality, such as benchmarking and Total Quality Management, have resulted in advancements to operations management as well.
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Section of OM Inventory Management
Costs can be substantial to store and move inventory. Innovative methods, such as Just-in-Time inventory control, can save costs and move products and services to customers more quickly.
Logistics and Transportation Management is focused on the flow of materials and goods
from suppliers, through the organization and to the customers, with priority on efficiency and cost effectiveness.
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Section of OM Facilities Management
depnds a great deal on effective management of facilities, such as buildings, computer systems, signage, lighting, etc.
Configuration Management It's important to track the various versions of
products and services. Consider the various versions of software that continually are produced, each with its own version number. Tracking these versions is configuration management.
Distribution Channels The means of distribution depend very much on
the nature of the product or service.
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Organisational Functions
Marketing Gets customers
Operations creates product or service
Finance/Accounting Obtains funds Tracks money
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Where Are the OM Jobs? Technology/methods Facilities/space utilization Strategic issues Response time People/team development Customer service Quality Cost reduction Inventory reduction Productivity improvement
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New Challenges in OM
Local or national focus
Batch shipments Low bid purchasing
Lengthy product development
Standard products Job specialization
Global focusJust-in-timeSupply chain partneringRapid product development, alliancesMass customizationEmpowered employees, teams
FromFrom ToTo
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Characteristics of Goods
Tangible productConsistent product definitionProduction usually separate from consumptionCan be inventoriedLow customer interaction
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Characteristics of Service
Intangible productProduced & consumed at same timeOften uniqueHigh customer interactionInconsistent product definitionOften knowledge-basedFrequently dispersed
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Goods Versus Services
Can be resold Can be
inventoried
Some aspects of quality measurable
Selling is distinct from production
Reselling unusualDifficult to inventoryQuality difficult to measureSelling is part of service
GoodsGoods ServiceService
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Goods Versus Services - Continued
Product is transportable
Site of facility important for cost
Often easy to automate
Revenue generated primarily from tangible product
Provider, not product is transportableSite of facility important for customer contactOften difficult to automateRevenue generated primarily from intangible service.
GoodsGoods ServiceService
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The Economic System Transforms Inputs to Outputs
The economic system transforms inputs to outputs at about an annual 1.7% increase in productivity (capital 38% of 1.7%), labor (10% of 1.7%), management (52% of 1.7%)
Land, Labor, Capital, Management
Goods and Services
Feedback loop
Inputs Process Outputs
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Measure of process improvementRepresents output relative to input
Productivity increases improve standard of living
From 1889 to 1973, U.S. productivity increased at a 2.5% annual rate
Productivity
ProductivityProductivityProductivityProductivity UnitsUnits producedproducedUnitsUnits producedproducedInput usedInput usedInput usedInput used= = = =
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Measurement Problems Quality may change while the
quantity of inputs and outputs remains constant
External elements may cause an increase or decrease in productivity
Precise units of measure may be lacking
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Productivity Variables Labor - contributes about 10% of
the annual increase Capital - contributes about 32% of
the annual increase Management - contributes about
52% of the annual increase