Marketing Presentation
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Transcript of Marketing Presentation
© Prentice Hall, 2005 1 - 2
ObjectivesObjectivesObjectivesObjectives1. Definitions of production, productivity, and quality
2. An understanding of the importance of operations and production strategies, systems, and processes
3. Insights into the role of operations management concepts in the workplace
4. An understanding of how operations control procedures can be used to control production
5. Insights into operations control tools and how they evolve into a continual improvement approach to production management and control
© Prentice Hall, 2005 1 - 3
ProductionProductionProductionProductionDefining Production
Productivity
Productivity = Outputs / Inputs
Traditional strategies for increasing productivity by improving :
1. Effectiveness of the organizational workforce through training
2. Production process through automation
3. Product design to make products easier to assemble
4. Production facility by purchasing more modern equipment
5. Quality of workers hired to fill open positions
© Prentice Hall, 2005 1 - 4
ProductionProductionProductionProductionQuality and Productivity
Focus on Continual Improvement
Focus on Quality and Integrated Operations
Quality AssuranceStatistical Quality Control“No Rejects” Philosophy
Quality Circles
Automation
Strategies, Systems, and Processes
© Prentice Hall, 2005 1 - 7
Operations ManagementOperations ManagementOperations ManagementOperations ManagementDefining Operations Management
Performance of managerial activities entailed in:
Selecting
Designing
Operating
Controlling
Updating production systems
© Prentice Hall, 2005 1 - 8
Operations ManagementOperations ManagementOperations ManagementOperations Management
© Prentice Hall, 2005 1 - 9
Operations ManagementOperations ManagementOperations ManagementOperations ManagementOperations Management Considerations
Involves managers
Takes place within the context of objectives and policies
Standards for effectiveness and efficiency
© Prentice Hall, 2005 1 - 10
Operations ManagementOperations ManagementOperations ManagementOperations ManagementOperations Management Considerations (continued)
Capacity StrategyFive Steps in Capacity Decisions
1. Measure the capacity of currently available facilities
2. Estimate future capacity needs on the basis of demand forecasts
3. Compare future capacity needs and available capacity
4. Identify ways to accommodate long-range capacity changes
5. Select best alternative based on quantitative and qualitative evaluation
© Prentice Hall, 2005 1 - 11
Operations ManagementOperations ManagementOperations ManagementOperations ManagementOperations Management Considerations (continued)
Location StrategyFactors in a Good Location
Nearness to market and distribution centers Nearness to vendors and resources Requirements of federal, state, and local governments The character of direct competition The degree of interaction with the rest of the corporation The quality and quantity of labor pools The environmental attractiveness of the area Taxes and financing requirements Existing and potential transportation The quality of utilities and services
© Prentice Hall, 2005 1 - 12
Operations ManagementOperations ManagementOperations ManagementOperations ManagementOperations Management Considerations (continued)
Product Strategy
Process StrategyTypes of Processes
1) Continuous process2) Repetitive process3) Job-shop process
Layout Strategy1. Product layout2. Process (functional) layout3. Fixed-position layout
© Prentice Hall, 2005 1 - 13
Operations ManagementOperations ManagementOperations ManagementOperations Management
© Prentice Hall, 2005 1 - 14
Operations ManagementOperations ManagementOperations ManagementOperations ManagementOperations Management Considerations (continued)
Human Resources Strategy
Human resource imperatives:
1. Optimize individual, group, and organizational effectiveness
2. Enhance the quality of organizational life
Operational Tools in Human Resources Strategy Manpower planning
Job design
Work methods analysis
Motion-study techniques
Work measurement methods
© Prentice Hall, 2005 1 - 15
Operations ControlOperations ControlOperations ControlOperations ControlJust-in-Time Inventory Control
Just-in-time (JIT)
Best Conditions for JIT
Advantages of JIT
Characteristics of JIT
1. Closeness of suppliers
2. High quality of materials purchased from suppliers
3. Well-organized receiving and handling of materials purchased
4. Strong management commitment
© Prentice Hall, 2005 1 - 16
Operations ControlOperations ControlOperations ControlOperations ControlMaintenance Control
Pure-preventive maintenance policy
Pure-breakdown (repair) policy
Cost ControlStages in Cost Control
1. Establishing standard or planned cost amounts
2. Measuring actual costs incurred
3. Comparing planned costs to incurred costs
4. Making changes to reduce actual costs to planned costs
© Prentice Hall, 2005 1 - 17
Operations ControlOperations ControlOperations ControlOperations ControlBudgetary Control
Potential Pitfalls of Budgets
1. Placing too much emphasis on relatively insignificant expenses
2. Increasing budgeted expenses without adequate information
3. Ignoring the fact that budgets must be changed periodically
Human Relations Considerations in Using Budgets
Reducing Human Relations Problems
© Prentice Hall, 2005 1 - 18
Operations ControlOperations ControlOperations ControlOperations ControlRatio Analysis
1. Liquidity ratios2. Leverage ratios3. Activity ratios4. Profitability ratios
Using Ratios to Control Organizations Evaluate all ratios simultaneously Compare computed values with industry averages Incorporate trend analysis
Materials ControlProcurement of MaterialsReceiving, Shipping, and TraffickingInventory and Shop-Floor Control
© Prentice Hall, 2005 1 - 19
Operations ControlOperations ControlOperations ControlOperations Control
© Prentice Hall, 2005 1 - 20
Selected Operations Control ToolsSelected Operations Control ToolsSelected Operations Control ToolsSelected Operations Control ToolsUsing Control Tools to Control Organizations
InspectionTo Inspect or Not to Inspect
Management by ExceptionEstablishing Rules
Management by Objectives
© Prentice Hall, 2005 1 - 21
Selected Operations Control ToolsSelected Operations Control ToolsSelected Operations Control ToolsSelected Operations Control ToolsBreak-Even Analysis
Basic Ingredients of Break-Even Analysis
1. Fixed costs
2. Variable costs
3. Total costs
4. Total revenue
5. Profits
6. Loss
7. Break-even point
© Prentice Hall, 2005 1 - 22
Selected Operations Control ToolsSelected Operations Control ToolsSelected Operations Control ToolsSelected Operations Control ToolsBreak-Even Analysis (continued)
Types of Break-Even Analysis Algebraic Break-Even Analysis
BE = FC / ( P - VC )
Graphic Break-Even Analysis
Advantages of Using the Algebraic and Graphic Break-Even Methods
Control and Break-Even Analysis
© Prentice Hall, 2005 1 - 23
Selected Operations Control ToolsSelected Operations Control ToolsSelected Operations Control ToolsSelected Operations Control Tools
© Prentice Hall, 2005 1 - 24
Selected Operations Control ToolsSelected Operations Control ToolsSelected Operations Control ToolsSelected Operations Control Tools
© Prentice Hall, 2005 1 - 25
Selected Operations Control ToolsSelected Operations Control ToolsSelected Operations Control ToolsSelected Operations Control ToolsOther Broad Operations Control Tools
Decision Tree Analysis
Process Control
Value Analysis
Computer-Aided Design
Computer-Aided Manufacturing