Post on 29-Oct-2014
description
transcript
©The McGraw-Hill Companies, Inc., 2004
1
©The McGraw-Hill Companies, Inc., 2004
2
Chapter 1
Overview: Introduction to the Field
©The McGraw-Hill Companies, Inc., 2004
3
• Operations Management
• Why Study Operations Management?
• Production System Defined
• Operations as a Service
• Plan of This Book
• Historical Development of OM
• Current Issues in OM
OBJECTIVES
©The McGraw-Hill Companies, Inc., 2004
4
What is Operations Management?Defined
Operations management (OM) is defined as the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services
©The McGraw-Hill Companies, Inc., 2004
5
Why Study Operations Management?
Business Education
Systematic Approach to Org. Processes
Career Opportunities
Cross-Functional Applications
OperationsManagement
©The McGraw-Hill Companies, Inc., 2004
6
What is a Production System?Defined
A production system is defined as a user of resources to transform inputs into some desired outputs
©The McGraw-Hill Companies, Inc., 2004
7
Transformations
• Physical--manufacturing
• Locational--transportation
• Exchange--retailing
• Storage--warehousing
• Physiological--health care
• Informational--telecommunications
©The McGraw-Hill Companies, Inc., 2004
8
What is a Service and What is a Good?
• “If you drop it on your foot, it won’t hurt you.” (Good or service?)
• “Services never include goods and goods never include services.” (True or false?)
©The McGraw-Hill Companies, Inc., 2004
9
OM in the Organization Chart
OperationsOperations
Plant Manager
Plant Manager
OperationsManager
OperationsManager
DirectorDirector
Manufacturing, Production control, Quality assurance, Engineering,
Purchasing, Maintenance, etc
Manufacturing, Production control, Quality assurance, Engineering,
Purchasing, Maintenance, etc
Finance Marketing
©The McGraw-Hill Companies, Inc., 2004
10
Core services are basic things that customers want from products
they purchase
Core ServicesDefined
©The McGraw-Hill Companies, Inc., 2004
11
Core Services Performance Objectives
OperationsManagement
Flexibility
Quality
Speed
Price (or cost Reduction)
©The McGraw-Hill Companies, Inc., 2004
12
Value-added services differentiate the organization from competitors and build relationships that bind
customers to the firm in a positive way
Value-Added ServicesDefined
©The McGraw-Hill Companies, Inc., 2004
13
Value-Added Service Categories
OperationsManagement
Information
Problem Solving
Sales Support
Field Support
©The McGraw-Hill Companies, Inc., 2004
14
Plan of This Book
I. Operations Strategy and Managing Change
1. Introductionto the Field
2. Operations Strategy and Competitiveness
3. Project Management
III. SupplyChain Design
9. Supply Chain Strategy
10. Strategic Capacity
Management
11. Just-in-Time and Lean Systems
IV. Planning and Controlling the Supply Chain
12. Forecasting and Demand Management
13. Aggregate Sales and Operations Planning
14. Inventory Control
15. Materials Requirements Planning 8. Operations Consulting
and Reengineering
16. Operations Scheduling
II. Product Designand Process
Selection
4. ProcessAnalysis
5. ProductDesign and
Process Selection-Manufacturing
6. ProductDesign and
Process Selection-Services
7. QualityManagement
17. Synchronous Manufacturing and Theory of Constraints
©The McGraw-Hill Companies, Inc., 2004
15
Historical Development of OM
• JIT and TQC
• Manufacturing Strategy Paradigm
• Service Quality and Productivity
• Total Quality Management and Quality Certification
©The McGraw-Hill Companies, Inc., 2004
16
Historical Development of OM (cont’d)
• Business Process Reengineering
• Supply Chain Management
• Electronic Commerce
©The McGraw-Hill Companies, Inc., 2004
17
Current Issues in OM
• Effectively consolidating the operations resulting from mergers
• Developing flexible supply chains to enable mass customization of products and services
• Managing global supplier, production and distribution networks
• Increased “commoditization” of suppliers
©The McGraw-Hill Companies, Inc., 2004
18
Current Issues in OM (cont’d)
• Achieving the “Service Factory”
• Enhancing value added services
• Making efficient use of Internet technology
• Achieving good service from service firms
©The McGraw-Hill Companies, Inc., 2004
19
Question BowlA major objective of this book is to show how
smart managers can do which of the
following?
a. Improve efficiency by lowering costs
b. Improve effectiveness by creating value
c. Increasing value by reducing prices
d. Serving customers well
e. All of the above
Answer: e. All of the above
©The McGraw-Hill Companies, Inc., 2004
20
Question BowlIn the Input-Transformation-Output
Relationship, a typical “input” for a Department Store is which of the following?
a. Displaysb. Stocks of goodsc. Sales clerksd. All of the abovee. None of the above
Answer: e. None of the above (The above are considered “Resources” of a department store. The correct answer is “Shoppers”.)
©The McGraw-Hill Companies, Inc., 2004
21
Question BowlIn which of the following decades did the
concept of quality control originate?a. 1920’sb. 1930’sc. 1940’sd. 1950’se. 1970’s
Answer: b. 1930’s (Tools such as sampling inspection and statistical tables where first developed by Walter Shewhart, H. F. Dodge, and H. G. Romig.)
©The McGraw-Hill Companies, Inc., 2004
22
End of Chapter 1