Goods or Services Types of Operations

1-1 Introduction to Operations Management

Chapter 1 Introduction to Operations Management

1-2 Introduction to Operations Management

Operations Management

What is operations? The part of a business organization that is responsible for producing goods or services

How can we define operations management? The management of systems or processes that create goods or provide services

1-3 Introduction to Operations Management

Goods or Services

Goods are physical items that include raw materials, parts, subassemblies, and final products.

?Automobile ?Computer ?Shampoo

Services are activities that provide some combination of time, location, form or psychological value.

?Air travel ?Education ?Legal counsel

1-4 Introduction to Operations Management

Types of Operations

Operations

Goods Producing Storage/Transportation

Exchange Entertainment Communication

Examples

Farming, mining, construction, manufacturing, power generation Warehousing, trucking, mail service, moving, taxis, buses, hotels, airlines Retailing, wholesaling, banking, renting, leasing, library, loans Films, radio and television, concerts, recording Newspapers, radio and television newscasts, telephone, satellites

1-5 Introduction to Operations Management

The 3 basic functions of business organizations

1-6 Introduction to Operations Management

Operations: the Transformation process

Inputs

?Land ?Labor ?Capital ?Information

Value-Added

Transformation/ Conversion Process

Outputs

?Goods ?Services

Feedback

Feedback Control

Feedback

Feedback = measurements taken at various points in the transformation process

1-7 Introduction to Operations Management

Supply Chain

Supply Chain ? a sequence of activities and organizations involved in producing and delivering a good or service

Fig. 1.2 A simple product supply chain

Note: the need to manage operations in the context of supply chains

1-8 Introduction to Operations Management

Transformation: Food Processor

Inputs

Processing Outputs

Raw Vegetables Metal Sheets Water Energy Labor Building Equipment

Cleaning Making cans Cutting Cooking Packing

Labeling

Canned vegetables

1-9 Introduction to Operations Management

Transformation: Hospital Process

Inputs

Processing Outputs

Doctors, nurses Examination

Hospital

Surgery

Medical Supplies Monitoring

Equipment

Medication

Laboratories

Therapy

Healthy patients

Q. Is CSU an operation management system?

1-10 Introduction to Operations Management

1.2 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

1-11 Introduction to Operations Management

Goods-Service Continuum

Outputs are typically neither purely service nor purely goods based.

Goods

Services

Surgery, Teaching

Songwriting, Software Development

Computer Repair, Restaurant Meal

Home Remodeling, Retail Sales

Automobile Assembly, Steelmaking

1-12 Introduction to Operations Management

Goods vs. Services

Characteristic

Output Customer contact Uniformity of input Labor content (intensity) Uniformity of output Measurement of productivity and quality Opportunity to correct quality problems

Can output be inventoried?

Markets

H ig h

Goods

Service

1-13 Introduction to Operations Management

1.3 Why Learn about Operations Management?

3 primary functions of business organizations overlap

Marketing & Operations Demand data Product and service design Competitor analysis Lead time data

Finance & Operations Budgeting Provision of funds Economic analysis of investment proposals

1-14 Introduction to Operations Management

Operations Interfaces

Industrial Engineering

Distribution

Maintenance

Purchasing Legal

Operations

Accounting

MIS

Public Relations

Personnel

1-15 Introduction to Operations Management

1.4 Why study Operations Management?

Career Opportunities abound

Operations manager Purchasing manager Supply chain manager Distribution manager Quality manager Etc. Visit APICS, ISM, ASQ, CSCMP websites

1-16 Introduction to Operations Management

1.5 Process Management

Managing a Process to Meet Demand

Operations & Supply Chains

Sales & Marketing

Supply

> Demand

Supply

< Demand

Supply

= Demand

1-17 Introduction to Operations Management

Process Variation: variety or variability

Four Sources of Variation:

Variety of goods or services The greater the variety of goods and services

being offered

offered, the greater the variation in production

or service requirements.

Structural variation in demand

These are generally predictable (e.g., trend). They are important for capacity planning.

Random variation

Natural variation that is present in all processes. Generally, it cannot be influenced by managers.

Assignable variation (in the Variation that has identifiable sources. This type

processes)

of variation can be reduced, or eliminated, by

analysis and corrective action. (Chapters 9&10)

1-18 Introduction to Operations Management

1.6 The Scope of OM

Operations Management includes: Forecasting (3) Capacity planning (5) Scheduling (16) Managing inventories (13,15) Assuring quality (9,10) Motivating employees Deciding where to locate facilities And more . . .

1-19 Role of the Operations Introduction to Operations Management Manager

The Operations Function consists of all activities directly related to producing goods or providing services.

A primary function of the operations manager is to guide the system by decision making.

System Design: product/service planning, capacity, location, layout, System Operation: quality, inventory, scheduling, supply management

(purchasing/sourcing)

1-20 Introduction to Operations Management

U.S. Manufacturing vs. Service Employment

Manufacturing vs. service employment

1-21 Introduction to Operations Management

The Decline in Manufacturing Employment

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 (in other countries)

A Statistical Artifact Manufacturers are increasingly using contract and temporary labor which no longer show up in the statistics as manufacturing employment

1-22 Introduction to Operations Management

Manufacturing vs. Services

"Since the 1970s the US economy has been driven by consumer credit and a misguided notion of building a service economy.

-- Jeffery Immelt, CEO

1-23 Introduction to Operations Management

Why Manufacturing Matters?

Myth #1: advanced economy like the U.S. no longer needs to manufacture and can thrive exclusively as a hub for high-value-added design and innovation.

Reality:

Product and process innovation are intertwined. Once manufacturing is outsourced, process-engineering expertise can't be maintained, since it depends on daily interactions with manufacturing. e.g., Lithium-ion battery Without the ability to develop such new processes, they can no longer develop new products.

1-24 Introduction to Operations Management

Why Manufacturing Matters?

Myth #2: the migration of mature manufacturing industries away from developed countries like the U.S. is just part of a healthy, natural process of economic evolution that allows resources to be redeployed to new, higher- potential businesses.

Reality:

Example 1: The migration of semiconductor foundries to Asia, which caused a sharp decline in silicon- processing and thin-film-deposition capabilities in the U.S., greatly reducing, if not eliminating, its chances of becoming a major player in solar panels.

1-25 Introduction to Operations Management

Why Manufacturing Matters?

Example 2: GM Chevy Volt's lithium-ion battery--the highest value-added component in the car?will be made by South Korea's LG.

GM had no choice but look abroad, since rechargeable- battery manufacturing left the U.S. long ago. Why?

Most innovation in batteries in recent decades has been driven by the increasing demands of consumer electronics products for more and more power in smaller and smaller packages. When the U.S. companies largely abandoned the "mature" consumer electronics business, the locus of R&D and manufacturing--not just for the laptops, cell phones, and such but also for the batteries that power them--shifted to Asia.

1-26 Introduction to Operations Management

Why Manufacturing Matters?

"...manufacturing no longer only encompasses the work of 'making things.'

"Today, rather, the work of making things cannot be separated from the work of inventing them... and improving them... and developing the next generation of them. Companies cannot, anymore, invent a product in one country -- and build it in another. Innovation and production -- the lab and the plant -- must be linked."

-- Andrew N. Liveris, CEO

1-27 Introduction to Operations Management

The State of U.S. Manufacturing

Fact #1: U.S. manufacturing workforce peaked at 19.5 million in 1979. It has declined about 40% since then, to 11.7 million.

Fact #2: U.S. lost over 5 million manufacturing jobs between 2000 and 2009.

Reason #1:

Reason #2:

1-28 Introduction to Operations Management

The State of U.S. Manufacturing

Fact #3: After decades of decline, manufacturing jobs are returning to the U.S. (i.e., Re-Shoring)

Fact #4: The U.S. remains a global manufacturing leader, churning out 17% of the world's goods, only slightly behind China.

1-29 Introduction to Operations Management

The State of U.S. Manufacturing

Fact #5: Innovation is the key to productivity and productivity is the key to higher living standards. Three-fourths of private R&D derives from manufactirers. Goods exports account for about 65-70% of total U.S. exports.

1-30 Introduction to Operations Management

The State of U.S. Manufacturing

Reasons for the Return:

1. Wages. Climbing wages in China (17% per year) makes offshoring less compelling.

2. Transportation. Rising fuel prices make global shipping less cost-effective.

3. Security. Supply chain disruptions following the 3/11/11 tsunami in Japan have companies reconsidering local or regional supply chains. Thailand flood.

 ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download