Introduction to Operations Management

1. 1 Introduction to Operations Management

2. Learning Objectives • Define the term operations management • Identify the three major functional areas of organizations and describe how they interrelate • Compare and contrast service and manufacturing operations • Describe the operations function and the nature of the operations manager’s job

3. Learning Objectives • Differentiate between design and operation of production systems • Describe the key aspects of operations management decision making • Briefly describe the historical evolution of operations management • Identify current trends that impact operations management

4. Operations Management • Operations Management is: The management of systems or processes that create goods and/or provide services • Operations Management affects: • Companies’ ability to compete • Nation’s ability to compete internationally

5. Organization Finance Marketing Operations The Organization Figure 1.1 The Three Basic Functions

6. Value added Inputs Outputs Transformation/ Land Goods Conversion Labor Services process Capital Feedback Control Feedback Feedback Value-Added Process Figure 1.2 The operations function involves the conversion of inputs into outputs

7. Value-Added & Product Packages • Value-added is the difference between the cost of inputs and the value or price of outputs. • Product packages are a combination of goods and services. • Product packages can make a company more competitive.

8. Goods-service Continuum Figure 1.3 Goods Service Surgery, teaching Song writing, software development Computer repair, restaurant meal Automobile Repair, fast food Home remodeling, retail sales Automobile assembly, steel making

9. 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

10. Doctors, nurses Examination Healthy patients Hospital Surgery Medical Supplies Monitoring Equipment Medication Laboratories Therapy Hospital Process Table 1.2 Inputs Processing Outputs

11. Tangible Act Manufacturing or Service?

12. 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

13. Key Differences 1. Customer contact 2. Uniformity of input 3. Labor content of jobs 4. Uniformity of output 5. Measurement of productivity

14. Key Differences 6. Production and delivery 7. Quality assurance 8. Amount of inventory 9. Evaluation of work 10. Ability to patent design

15. Goods vs Service

16. Scope of Operations Management • Operations Management includes: • Forecasting • Capacity planning • Scheduling • Managing inventories • Assuring quality • Motivating employees • Deciding where to locate facilities • Supply chain management • And more . . .

17. 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

18. Figure 1.4

19. Decline in Manufacturing Jobs • Productivity • Increasing productivity allows companies to maintain or increase their output using fewer workers • Outsourcing • Some manufacturing work has been outsourced to more productive companies

20. Why Manufacturing Matters • Over 18 million workers in manufacturing jobs • Accounts for over 70% of value of U.S. exports • Average full-time compensation about 20% higher than average of all workers • Manufacturing workers more likely to have benefits • Productivity growth in manufacturing in the last 5 years is more than double U.S. economy

21. Why Manufacturing Matters • More than half of the total R&D performed is in the manufacturing industries • Manufacturing workers in California earn an average of about $25,000 more a year than service workers • When a California manufacturing job is lost, an average of 2.5 service jobs are lost

22. Challenges of Managing Services • Service jobs are often less structured than manufacturing jobs • Customer contact is higher • Worker skill levels are lower • Services hire many low-skill, entry-level workers • Employee turnover is higher • Input variability is higher • Service performance can be affected by worker’s personal factors

23. Operations Management Decision Making • Models • Quantitative approaches • Analysis of trade-offs • Systems approach • Establishing priorities • Ethics

24. 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

25. System Design – capacity – location – arrangement of departments – product and service planning – acquisition and placement of equipment Decision Making

26. System operation – personnel – inventory – scheduling – project management – quality assurance Decision Making

27. Decision Making • Models • Quantitative approaches • Analysis of trade-offs • Systems approach

28. Physical – – Schematic – Mathematical Models A model is an abstraction of reality. Tradeoffs What are the pros and cons of models?

29. Models Are Beneficial • Easy to use, less expensive • Require users to organize • Increase understanding of the problem • Enable “what if” questions • Consistent tool for evaluation and standardized format • Power of mathematics

30. Limitations of Models • Quantitative information may be emphasized over qualitative • Models may be incorrectly applied and results misinterpreted • Nonqualified users may not comprehend the rules on how to use the model • Use of models does not guarantee good decisions

31. Quantitative Approaches • Linear programming • Queuing Techniques • Inventory models • Project models • Statistical models

32. Analysis of Trade-Offs • Decision on the amount of inventory to stock • Increased cost of holding inventory Vs. • Level of customer service

33. Suboptimization Systems Approach “The whole is greater than the sum of the parts.”

34. 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?

35. Ethical Issues • Financial statements • Worker safety • Product safety • Quality • Environment • Community • Hiring/firing workers • Closing facilities • Worker’s rights

36. Business Operations Overlap Figure 1.5 Operations Marketing Finance

37. Industrial Engineering Maintenance Distribution Purchasing Public Relations Operations Legal Personnel Accounting MIS Operations Interfaces

38. Historical Evolution of Operations Management Table 1.7 • 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

39. Trends in Business • Major trends • The Internet, e-commerce, e-business • Management technology • Globalization • Management of supply chains • Outsourcing • Agility • Ethical behavior

40. Management Technology • Technology: The application of scientific discoveries to the development and improvement of goods and services • Product and service technology • Process technology • Information technology

41. 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

42. A Supply Chain for Bread

43. Other Important Trends • Ethical behavior • Operations strategy • Working with fewer resources • Revenue management • Process analysis and improvement • Increased regulation and product liability • Lean production