Production and Operation Management
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Transcript of Production and Operation Management
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Chapter 1Chapter 1
Production and OperationsManagement (POM):
An Introduction
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Overview• Introduction• Historical Milestones in POM• Factors Affecting POM Today• Different Ways of Studying POM• Wrap-Up: What World-Class
Producers Do
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Introduction• Production and operations
management (POM) is the management of an organization’s production system.
• A production system takes inputs and converts them into outputs.
• The conversion process is the predominant activity of a production system.
• The primary concern of an operations manager is the activities of the conversion process.
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Organizational Model
POM
Marketing
MISEngineering
HRM
QA
Accounting
SalesFinance
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Organization Chart-Major Elements
FacilitiesP roduc tion &Inventory ontrolQ uality Assurance& C ontro lP rocurem entE ngineering DesignIndustrial EngineeringP rocess Engineering
O perations
Disbursements& C reditsF unds Managem entC apital R equirem ents
F inance/Accounting
Sales Prom otionA dvertis ingSalesM arket Research
M arketing
M anufacturing Organization
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Entry-Level Jobs in POM• Purchasing planner/buyer• Production (or operations)
supervisor• Quality specialist• Production (or operations)
scheduler/controller• Production (or operations) analyst• Inventory analyst
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Historical Milestones in POM
• The Industrial Revolution• Post-Civil War Period• Scientific Management• Human Relations and Behaviorism• Operations Research• The Service Revolution
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The Industrial Revolution
• The industrial revolution developed in England in the 1700s.
• The steam engine, invented by James Watt in 1764, largely replaced human and water power for factories.
• Adam Smith’s The Wealth of Nations in 1776 touted the economic benefits of the specialization of labor.
• Thus the late-1700s factories had not only machine power but also ways of planning and controlling the tasks of workers.
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The Industrial Revolution
• The industrial revolution spread from England to other European countries and to the United Sates.
• In 1790 an American, Eli Whitney, developed the concept of interchangeable parts.
• The first great industry in the U.S. was the textile industry.
• In the 1800s the development of the gasoline engine and electricity further advanced the revolution.
• By the mid-1800s, the old cottage system of production had been replaced by the factory system
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Post-Civil War Period• During the post-Civil War period great
expansion of production capacity occurred.
• By post-Civil War the following developments set the stage for the great production explosion of the 20th century:– increased capital and production
capacity– the expanded urban workforce– new Western U.S. markets– an effective national transportation
system
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Scientific Management• Frederick Taylor is known as the father
of scientific management. His shop system employed these steps:– Each worker’s skill, strength, and learning
ability were determined.– Stopwatch studies were conducted to
precisely set standard output per worker on each task.
– Material specifications, work methods, and routing sequences were used to organize the shop.
– Supervisors were carefully selected and trained.
– Incentive pay systems were initiated.
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Scientific Management
• In the 1920s, Ford Motor Company’s operation embodied the key elements of scientific management:– standardized product designs– mass production– low manufacturing costs– mechanized assembly lines– specialization of labor– interchangeable parts
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Human Relationsand Behavioralism
• In the 1927-1932 period, researchers in the Hawthorne Studies realized that human factors were affecting production.
• Researchers and managers alike were recognizing that psychological and sociological factors affected production.
• From the work of behavioralists came a gradual change in the way managers thought about and treated workers.
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Operations Research• During World War II, enormous quantities of
resources (personnel, supplies, equipment, …) had to be deployed.
• Military operations research (OR) teams were formed to deal with the complexity of the deployment.
• After the war, operations researchers found their way back to universities, industry, government, and consulting firms.
• OR helps operations managers make decisions when problems are complex and wrong decisions are costly.
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The Service Revolution• The creation of services organizations
accelerated sharply after World War II.• Today, more than two-thirds of the U.S.
workforce is employed in services.• About two-thirds of U.S. GDP is from services.• There is a huge trade surplus in services.• Investment per office worker now exceeds
the investment per factory worker.• Thus there is a growing need for service
operations management.
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Today's Factors Affecting POM
• Global Competition• U.S. Quality, Customer Service,
and Cost Challenges• Computers and Advanced
Production Technology• Growth of Indian Service Sector• Scarcity of Production Resources• Issues of Social Responsibility
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Different Ways to Study POM
• Production as a System• Production as an Organization
Function• Decision Making in POM
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Production as a System
InputsInputs OutputsOutputsConversionSubsystemConversionSubsystem
Production System
ControlSubsystem
ControlSubsystem
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Inputs of a Production System
• External– Legal, Economic, Social,
Technological• Market
– Competition, Customer Desires, Product Info.
• Primary Resources– Materials, Personnel, Capital, Utilities
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Conversion Subsystem• Physical (Manufacturing)• Locational Services
(Transportation)• Exchange Services (Retailing)• Storage Services (Warehousing)• Other Private Services
(Insurance)• Government Services (Federal,
State, Local)
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Outputs of a Production System
• Direct– Products– Services
• Indirect– Waste– Pollution– Technological Advances
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Production as an Organization Function
• Companies cannot compete using marketing, finance, accounting, and engineering alone.
• We focus on POM as we think of global competitiveness, because that is where the vast majority of a firm’s workers, capital assets, and expenses reside.
• To succeed, a firm must have a strong operations function teaming with the other organization functions.
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Decision Making in POM
• Strategic Decisions• Operating Decisions• Control Decisions
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Strategic Decisions
• These decisions are of strategic importance and have long-term significance for the organization.
• Examples include deciding:– the design for a new product’s
production process– where to locate a new factory– whether to launch a new-product
development plan
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Operating Decisions• These decisions are necessary if the
ongoing production of goods and services is to satisfy market demands and provide profits.
• Examples include deciding:– how much finished-goods inventory to
carry– the amount of overtime to use next
week– the details for purchasing raw material
next month
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Control Decisions
• These decisions concern the day-to-day activities of workers, quality of products and services, production and overhead costs, and machine maintenance.
• Examples include deciding:– labor cost standards for a new
product– frequency of preventive maintenance– new quality control acceptance
criteria
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What Controls the Operations System?
• Information about the outputs, the conversions, and the inputs is fed back to management.
• This information is matched with management’s expectations
• When there is a difference, management must take corrective action to maintain control of the system
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Wrap-Up: World Class Practice
• POM important in any organization
• Global competition forces rapid evolution of POM
• Decision based framework focus of course– Strategic, Operating, and Control