1 Introduction to Operations Management Mc Graw-Hill Irwin Copyright

1 Introduction to Operations Management Mc. Graw-Hill/Irwin Copyright © 2007 by The Mc. Graw-Hill Companies, Inc. All rights reserved.

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 2

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

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 4

The Organization Figure 1. 1 The Three Basic Functions Organization Finance Operations Marketing 5

Value-Added Process Figure 1. 2 The operations function involves the conversion of inputs into outputs Value added Inputs Land Labor Capital Transformation/ Conversion process Outputs Goods Services Feedback Control Feedback 6

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. 7

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 8

Food Processor Table 1. 2 Inputs Processing Outputs Raw Vegetables Metal Sheets Water Energy Labor Building Equipment Cleaning Making cans Cutting Cooking Packing Labeling Canned vegetables 9

Hospital Process Table 1. 2 Inputs Doctors, nurses Hospital Medical Supplies Equipment Laboratories Processing Outputs Examination Surgery Monitoring Medication Therapy Healthy patients 10

Manufacturing or Service? Tangible Act 11

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 12

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

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

Goods vs Service Characteristic Customer contact Uniformity of input Labor content Uniformity of output Output Measurement of productivity Opportunity to correct problems Inventory Evaluation Patentable Goods Low High Tangible Easy High Much Easier Usually Service High Low Intangible Difficult Low Little Difficult Not usual 15

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. . . 16

Types of Operations Table 1. 4 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 17

Figure 1. 4 18

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 19

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 20

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 21

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 22

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

Key Decisions of Operations Managers § What resources/what amounts § When Needed/scheduled/ordered § Where Work to be done § How Designed § Who To do the work 24

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

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

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

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

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 29

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 30

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

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

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

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? 34

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

Business Operations Overlap Figure 1. 5 Operations Marketing Finance 36

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

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 38

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

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 40

Simple Product Supply Chain Figure 1. 7 Suppliers’ Suppliers Direct Suppliers Producer Distributor Final Consumer Supply Chain: A sequence of activities And organizations involved in producing And delivering a good or service 41

A Supply Chain for Bread Value Added Value of Product Farmer produces and harvests wheat $0. 15 Wheat transported to mill $0. 08 $0. 23 Mill produces flour $0. 15 $0. 38 Flour transported to baker $0. 08 $0. 46 Baker produces bread $0. 54 $1. 00 Bread transported to grocery store $0. 08 $1. 08 Grocery store displays and sells bread $0. 21 $1. 29 Total Value-Added $1. 29 Stage of Production 42

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