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OPERATIONS MANAGEMENT. Honghui (Henry) Deng. Ph.D of BA, Red McCombs School of Business, The University of Texas at Austin Assistant Professor, Business School, The University of Nevada, Las Vegas. Educational Background.

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Honghui henry deng

OPERATIONS MANAGEMENT

Honghui (Henry) Deng

Ph.D of BA, Red McCombs School of Business, The University of Texas at Austin

Assistant Professor, Business School, The University of Nevada, Las Vegas


Educational background

Educational Background

Ph.D., Red McCombs School of Business, University of Texas at Austin, 2002

--MSIS, OR/OM, Finance

--Co-Supervised by Dr.s William W. Cooper & Patrick Brockett

Visiting Scholar, Red McCombs School of Business, UT-Austin, 1997-1999

--Marketing Department

BBA,College of Business Administration, Chongqing University, China, 1994

--Marketing & Finance

B.E, Chongqing University, 1990

--Electronic and Computer Engineering


Working experience

Working Experience

Academic Experience:

Assistant Professor, School of Business, the University of Nevada, Las Vegas

Research Associate, Center of Risk Management & Insurance, School of Business, University of Texas at Austin

Instructor, MSSTC Program, The Innovation Creativity Capital Institute (IC2),

Visiting Professor, Marketing Dept., School of Business, UT Austin

Project Official, The Ministry of Education of China, Beijing, China

Lecturer, College of Electronic Information Engineering, Chongqing University, China

Industrial Experience:

StrategyConsultant,Rapp Collins Inc. of Omnicom Group

Ass. of Director & Consultant,IC2 and Texas Tech. Incubator

Co-Founder & CEO, HHD Consulting LLC.

Membership:

The Institute of Operations Research and the Management Sciences (INFORMS)

Association of Risk Management & Insurance

Association for Information Systems (AIS)


Current research

Current Research

Operations Research/Management

IT Strategy & Organization

Knowledge Management

Management Science

Risk Management and Insurance

Decision Science

Data Communication & Networks


Teaching experience

Teaching Experience

Supply Chain Management & Operation Strategy

Management Information Systems

Commercialization Strategy

Risk Management

Statistics I

Applied Information Technology

Data Communications & Networks


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Today’s Schedule

Operation Research/Management landscape

Introduction of Operations Management

Overview of syllabus and course objectives

Student information sheet

Introduction of Forecasting

Group Assignment


Historical evolution of operations management

Historical Evolution of Operations Management

  • Industrial revolution (1770’s)

  • Scientific management (1911)

    • Mass production

    • Interchangeable parts

    • Division of labor

  • Human relations movement (1920-60)

  • Decision models (1915, 1960-70’s)

  • Influence of Japanese manufacturers


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Customers,

demand

centers

sinks

Sources:

plants

vendors

ports

Field

Warehouses:

stocking

points

Regional

Warehouses:

stocking

points

Supply

Inventory &

warehousing

costs

Production/

purchase

costs

Transportation

costs

Transportation

costs

Inventory &

warehousing

costs


Typical supply chain for a manufacturer

Typical Supply Chain for a Manufacturer

Supplier

}

Supplier

Storage

Mfg.

Storage

Dist.

Retailer

Customer

Supplier


Typical supply chain for a service

Typical Supply Chain for a Service

Supplier

}

Storage

Service

Customer

Supplier


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In the first half of the twentieth century industry replaced agriculture, in the second half of the twentieth century –“service” has replaced “manufacturing” -and right now, the knowledge industry is beginning to replace the others. −−George Kotzmetzk


George kotzmetzk

George Kotzmetzk


What is knowledge

What is Knowledge?

A collection of data is not information.

A collection of information is not knowledge.

A collection of knowledge is not wisdom.

A collection of wisdom is not truth.


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CHAPTER

1

Introduction to Operations Management


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Organization

Finance

Marketing

Operations

Operations Management

Figure 1.1

The management of systems or processes that create goods and/or provide services


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Value added

Inputs

Outputs

Transformation/

Land

Goods

Conversion

Labor

Services

process

Capital

Feedback

Control

Feedback

Feedback

Value-Added

Figure 1.2

The difference between the cost of inputs and the value or price of outputs.


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Goods-service Continuum

Figure 1.3

Steel productionAutomobile fabrication

Home remodelingRetail sales

Auto Repair

Appliance repair

Maid Service

Manual car wash

Teaching

Lawn mowing

High percentage goods

Low percentage service

Low percentage goods

High percentage service


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Raw Vegetables

Cleaning

Canned vegetables

Metal Sheets

Making cans

Water

Cutting

Energy

Cooking

Labor

Packing

Building

Labeling

Equipment

Food Processor

Table 1.2

Outputs

Inputs

Processing


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Doctors, nurses

Examination

Healthy patients

Hospital

Surgery

Medical Supplies

Monitoring

Equipment

Medication

Laboratories

Therapy

Hospital Process

Table 1.2

Inputs

Processing

Outputs


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Tangible

Act

Manufacturing or Service?


Production of goods vs delivery of services

Production of Goods vs. Delivery of Services

  • Production of goods – tangible output

  • Delivery of services – an act

  • Service job categories

    • Government

    • Wholesale/retail

    • Financial services

    • Healthcare

    • Personal services

    • Business services

    • Education


Key differences

Key Differences

  • Customer contact

  • Uniformity of input

  • Labor content of jobs

  • Uniformity of output

  • Measurement of productivity

  • Production and delivery

  • Quality assurance

  • Amount of inventory


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Output

Intangible

Tangible

Customer contact

High

Low

Uniformity of input

Low

High

Labor content

High

Low

Uniformity of output

Low

High

Measurement of productivity

Difficult

Easy

Opportunity to correct

Low

High

quality problems

High

Manufacturing vs Service

Characteristic

Manufacturing

Service


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Scope of Operations Management

  • Operations Management includes:

    • Forecasting

    • Capacity planning

    • Scheduling

    • Managing inventories

    • Assuring quality

    • Motivating employees

    • Deciding where to locate facilities

    • And more . . .


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  • The operations function

    • Consists of all activities directly related to producing goods or providing services


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Operations

Examples

Goods Producing

Farming, mining, construction

,

manufacturing, power generation

Storage/Transportation

Warehousing, trucking, mail

service, moving, taxis, buses,

hotels, airlines

Exchange

Retailing, wholesaling, banking,

renting, leasing, library, loans

Entertainment

Films, radio and television,

concerts, recording

Communication

Newspapers, radio and television

newscasts, telephone, satellites

Types of Operations

Table 1.4


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Figure 1.4


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Costs

Productivity

Quality

Responsibilities of Operations Management

Table 1.6

Planning

Organizing

Capacity

Degree of centralization

Location

Process selection

Products & services

Staffing

Make or buy

Hiring/laying off

Layout

Use of Overtime

Projects

Directing

Scheduling

Incentive plans

Controlling/Improving

Issuance of work orders

Inventory

Job assignments


Key decisions of operations managers

Key Decisions of Operations Managers

  • What

    What resources/what amounts

  • When

    Needed/scheduled/ordered

  • Where

    Work to be done

  • How

    Designed

  • Who

    To do the work


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System Design

capacity

location

arrangement of departments

product and service planning

acquisition and placement of

equipment

Decision Making


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System operation

personnel

inventory

scheduling

project

management

quality assurance

Decision Making


Decision making

Decision Making

  • Models

  • Quantitative approaches

  • Analysis of trade-offs

  • Systems approach


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Physical

Schematic

Mathematical

Models

A model is an abstraction of reality.

Tradeoffs

What are the pros and cons of models?


Models are beneficial

Models Are Beneficial

  • Easy to use, less expensive

  • Require users to organize

  • Systematic approach to problem solving

  • Increase understanding of the problem

  • Enable “what if” questions

  • Specific objectives

  • Consistent tool

  • Power of mathematics

  • Standardized format


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Quantitative Approaches

  • Linear programming

  • Queuing Techniques

  • Inventory models

  • Project models

  • Statistical models


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Suboptimization

Systems Approach

“The whole is greater than the sum of the parts.”


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Pareto Phenomenon

  • A few factors account for a high percentage of the occurrence of some event(s).

  • 80/20 Rule - 80% of problems are caused by 20% of the activities.

How do we identify the vital few?


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Business Operations Overlap

Figure 1.5

Operations

Marketing

Finance


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Industrial

Engineering

Maintenance

Distribution

Purchasing

Public Relations

Operations

Legal

Personnel

Accounting

MIS

Operations Interfaces


Trends in business

Trends in Business

  • Major trends

    • The Internet, e-commerce, e-business

    • Management technology

    • Globalization

    • Management of supply chains

    • Agility


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Suppliers’ Suppliers

DirectSuppliers

Final

Consumer

Distributor

Producer

Simple Product Supply Chain

Figure 1.7

Supply Chain: A sequence of activities

And organizations involved in producing

And delivering a good or service


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A Supply Chain for Bread


Other important trends

Other Important Trends

  • Ethical behavior

  • Operations strategy

  • Working with fewer resources

  • Cost control and productivity

  • Quality and process improvement

  • Increased regulation and product liability

  • Lean production


Value dimensions

Value/Dimensions

VD2

Performance=speed x quality x flexibility


Value definition

Value/Definition

VD1

Trek bike example


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