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OPERATIONS MANAGEMENT. OPRE 6260 Raymond Lutz. Products, Processes, and Performance - Chapter 1. Learning Objectives An operation as a transformation process Product attributes / Operational capabilities Process drivers / Operations structure. Operations and Strategy - Chapter 2.

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operations management

OPERATIONS MANAGEMENT

OPRE 6260

Raymond Lutz

products processes and performance chapter 1
Products, Processes, and Performance - Chapter 1

Learning Objectives

  • An operation as a transformation process
  • Product attributes / Operational capabilities
  • Process drivers / Operations structure
operations and strategy chapter 2
Operations and Strategy - Chapter 2
    • Operational focus

Learning Objectives

  • Link between business strategy, operations strategy, and operations structure
    • Strategy vs. Operational effectiveness
    • Process drivers / Operations structure
    • How to do an operational audit
operations and strategy chapter 21
Operations and Strategy - Chapter 2
  • Link between business strategy, operations strategy, and operations structure
    • Process classification and relationship with strategy
    • Tradeoffs of price vs. variety competition: trade off scale economies with variety diseconomies
process flow measures chapter 3
Process Flow Measures - Chapter 3

Learning Objectives

  • Process measures: time, inventory, and throughput
  • What is an improvement?
    • Link financial and operational measures
    • Good operational measures are leading indicators of financial performance
  • Using Little’s Law for process flow analysis: CRU Rental
flow time analysis chapter 4
Flow Time Analysis - Chapter 4

Learning Objectives

  • Process measures:
    • Flow time - manages critical activities
    • Capacity manages critical resources
  • Levers for improving
    • Flow time - manages critical activities
    • Capacity and throughput
  • Process capacity depends upon a zillion things
flow rate and capacity analysis chapter 5
Flow Rate and Capacity Analysis - Chapter 5

Learning Objectives

  • Effect of product mix decisions on process capacity
    • Marginal contribution per unit of bottleneck capacity used
  • Process flow charts with multiple products
flow rate and capacity analysis chapter 51
Flow Rate and Capacity Analysis - Chapter 5
  • Backups may not occur in front of a bottleneck
  • Bottlenecks may shift on adding capacity, diminishing returns to capacity investment
inventory analysis chapter 6
Inventory Analysis - Chapter 6

Learning Objectives

  • Increasing batch size of production or purchase increases average inventories and thus cycle time
  • Average inventory for a batch of size Q is Q/2
  • The optimal batch size trades off setup cost and holding cost
inventory analysis chapter 61
Inventory Analysis - Chapter 6
  • To reduce batch size, one has to reduce setup time (cost)
  • Square-root relationship between Q and (R,S)
    • If demand increases by a factor of 4, it is optimal to increase batch size by a factor of 2 and produce twice as often
    • To reduce a batch size by a factor of 2, setup cost has to be reduced by a factor of 4
managing flow variability safety inventory chapter 7
Managing Flow Variability: Safety Inventory - Chapter 7

Learning Objectives

  • Postponement can be used to better match supply and demand
  • Accurate response for “fashion” goods
    • Trade-off cost of over and understocking
managing flow variability safety capacity chapter 8
Managing Flow Variability: Safety Capacity - Chapter 8

Learning Objectives

  • Queues build up due to variability
  • Reducing variability improves performance
  • If service cannot be provided from stock, safety capacity must be provided to cover for variability
managing flow variability safety capacity chapter 81
Managing Flow Variability: Safety Capacity - Chapter 8
  • Pooling servers improves performance
  • Demand and supply management in servers
process control and capability chapter 9
Process Control and Capability - Chapter 9

Learning Objectives

  • Every process displays variability - normal or abnormal
  • Control charts monitor processes to identify abnormal variability
  • Local control yields early detection and correction of abnormal variability
  • Process “in control” indicates only its internal stability
process control and capability chapter 91
Process Control and Capability - Chapter 9
  • Process capability is its ability to meet external customer needs
  • Improving process capability involves changing the mean and reducing normal variability, requiring a long term investment
process control and capability chapter 92
Process Control and Capability - Chapter 9
  • Robust, simple, standard, and mistake-proof design improves process capability
  • Joint, early involvement in design improves quality, speed, and cost