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Production and Operations Management

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  1. Management: Empowering People to Achieve Business Objectives Production and Operations Management

  2. Overview • Businesses can create or enhance four basic kinds of utility: time, place, ownership, and form • Businesses are compensated for creating or enhancing utility • “Value added” – important concept

  3. The Production Process: Converting Inputs to Outputs

  4. Strategic Importance of theProduction Function • Mass Production—system for manufacturing products in large amounts through effective combinations of employees with specialized skills, mechanization, and standardization • Assembly Line—manufacturing technique that carries the product on a conveyor system past several workstations where workers perform specialized tasks. • Henry Ford • Can have car in any color as long as it is black. • Used seat crates as floor boards

  5. Strategic Importance of theProduction Function • Flexible production—producing small batches of similar items • e.g. Print-on-demand • Customer-driven production—evaluates customer demands in order to link what a manufacture makes with what the customers want to buy • e.g. Dell

  6. Production Processes • Means of operating • analyticsystem • e.g. refineries • synthetic system • e.g. auto manufacturer • Time requirements • continuousprocess • just keep doing the same thing, all the time • e.g. steel industry, refineries, power plants • intermittent process • most services because each job is unique • e.g. tax preparation, plumbers, dentists

  7. Technology and the Production Process • Computer-Aided Design (CAD) • Computer-aided manufacturing (CAM) • Robots • 3D printing • Surfboard example

  8. Factors in the Location Decision

  9. The Job of Production Managers • Determining the Facility Layout • Determining the best layout for the facility requires managers to consider all phases of production and the necessary inputs at each step • Process Layout • Product Layout • Fixed-Position Layout • Customer-Oriented Layout

  10. Process Layout and Product Layout

  11. Fixed-Position Layout

  12. Customer-Oriented Layout

  13. The Job of Production Managers • Inventory Control • Requires balancing the need to keep stocks on hand to meet demand against the expenses of carrying the inventory • Perpetual inventory: system that continuously monitors the amounts and location of inventory • Vendor-managed inventory: system that hands over a firm’s inventory control functions to suppliers

  14. Implementing the Production Plan • Just-in-Time System (JIT) —management philosophy aimed at improving profits and return on investment by minimizing costs and eliminating waste through cutting inventory on hand.

  15. Controlling the Production Process • Scheduling—development of timetables that specify how long each operation in the production process takes and when workers should perform it. • Gantt chart—tracks projected and actual work progress over time • PERT (Program Evaluation and Review Technique)—chart which seeks to minimize delays by coordinating all aspects of the production process • Critical Path—sequence of operations that requires the longest time for completion

  16. Sample Gantt Chart

  17. PERT Diagram for Building a Home

  18. Benchmarking • Continually comparing and measuring performance against outstanding performers.