Ch01

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  • This slide presents the entire Figure 1.2 for discussion. Students are not likely to be able to read the text on this slide so they should follow along in the book during the discussion.
  • The first slide establishes the continuum.
  • This slide presents the basic OM decision areas that form the basis for the text.
  • To improve legibility Figure 1.3 has been split into two parts. This first slide shows the position of Operations in the overall scheme of the organization.
  • This series of slides illustrates the productivity calculations shown in Example 1.1. The series builds in steps to the conclusion of the Example showing the development of key equations along the way. This slide advances automatically..
  • From this point the slides present the insurance policy portion of Example 1.1.
  • The numbers are substituted in the equation.
  • The the productivity is found.
  • This series of slides presents the multifactor productivity calculations in Example 1.1. We have used a graphic of carpet installation as this is mentioned in the text as an example of multifactor productivity.
  • This series of slides presents the OM Tutor productivity exercise described following Example 1.1 in the text. Instructors may wish to skip this series of slides if they are using actual spreadsheet displays in the classroom. This slide advances automatically.
  • The first slides shows the introductory screen from the Productivity example in OM Tutor.
  • The next two slides show the data input operations. This has been broken up into two slides to improve readability.
  • These slides show the results of the exercise. Again, there are two slides to improve readability.
  • Ch01

    1. 1. Operations as a Competitive Weapon Chapter 1
    2. 2. Process View of an Ad Agency Figure 1.1 Accounting process <ul><li>Production process </li></ul><ul><li>Prepare ad for publication and deliver to media outlets </li></ul><ul><li>Advertisement design </li></ul><ul><li>and planning process </li></ul><ul><li>Create the ad to the needs of the client and prepare a plan for media exposure </li></ul><ul><li>Client interface process </li></ul><ul><li>Communicate with client, get needs, and coordinate progress </li></ul>Inputs Clients
    3. 3. Nested Processes Figure 1.2 Advertisement Design and Planning Process <ul><li>Creative design process </li></ul><ul><li>Receive work request </li></ul><ul><li>Create team </li></ul><ul><li>Prepare several designs </li></ul><ul><li>Receive inputs from Account Executive </li></ul><ul><li>Prepare final concept </li></ul><ul><li>Revise concept per client’s inputs </li></ul><ul><li>Media planning process </li></ul><ul><li>Receive work request </li></ul><ul><li>Prepare several media plans </li></ul><ul><li>Receive inputs from Account Executive </li></ul><ul><li>Prepare final plan </li></ul><ul><li>Revise plan per client’s inputs </li></ul>
    4. 4. Internal Value-Chain Linkages Showing Work and Information Flows Figure 1.3 External suppliers External customers Support processes Supplier relationship process Order fulfillment process New service/ product development process Customer relationship process
    5. 5. Support Processes The systems and activities that provide strategic direction and ensure effective execution of the work of the business Enterprise and Functional Management The movement and processing of data and information to expedite business operations and decisions Information Systems The process that insure the company if meeting all laws and legal obligations Regulatory Compliance The preparation of the people for their current jobs and future skill and knowledge needs Human Resource Support and Development The assessment and payment of the people for the work and value they provide to the company Evaluation and Compensation The acquisition of people to do the work of the organization Recruitment and Hiring The process of deciding how funds will be allocated over a period of time Budgeting The provision of financial resources for the organization to do its work and to execute its strategy Capital Acquisition Table 1.1 Examples of Support Processes
    6. 6. Types of OM Decisions <ul><li>Strategic choices </li></ul><ul><ul><li>New Processes </li></ul></ul><ul><ul><li>Quality </li></ul></ul><ul><ul><li>Value Chains </li></ul></ul><ul><li>Operating Decisions </li></ul><ul><ul><li>Process Management </li></ul></ul><ul><ul><li>Project Management </li></ul></ul><ul><ul><li>Inventory </li></ul></ul><ul><ul><li>Scheduling </li></ul></ul>
    7. 7. Operations Management as a Function Figure 1.4 Bank Construction Government Health care Manufacturing Retailing Transportation Wholesaling • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- • ----------------- Types of Organizations • Accounting • Distribution • Engineering • Operations • Finance • Human resources • Marketing Functions
    8. 8. Productivity Productivity = Output Input
    9. 9. Productivity Example 1.1a Labor productivity = Policies processed Employee hours
    10. 10. Productivity Example 1.1a Labor productivity = 600 policies (3 employees)(40 hours/employee)
    11. 11. Productivity Labor productivity = 5 policies/hour Example 1.1a
    12. 12. Productivity Labor productivity = 5 policies/hour Example 1.1b Multifactor productivity = Quantity at standard cost Labor cost + Materials cost + Overhead cost
    13. 13. Productivity Labor productivity = 5 policies/hour Multifactor productivity = Example 1.1b (400 units)($10/unit) $4000 $400 + $1000 + $300 $1700 = = 2.35
    14. 14. Productivity Measures
    15. 15. Productivity Measures Figure 1.5a OM Explorer Tutor 1.1—Productivity Measures The state ferry service charges $18 per ticket plus a $3 surcharge to fund planned equipment upgrades. It expects to sell 4,700 tickets during the eight-week summer season. During that period, the ferry service will experience $110,000 in labor costs. Materials required for each passage sold (tickets, a tourist-information sheet, and the like) cost $1.30. Overhead during the period comes to $79,000. a. What is the multifactor productivity ratio? b. If ferry-support staff work an average of 310 person-hours per week for the 8 weeks of the summer season, what is the labor productivity ratio? Calculate labor productivity on an hourly basis. Click here to continue.
    16. 16. Productivity Measures Tutor 1.1—Productivity Measures Enter data in yellow areas. Use Tab to advance from one input cell to the next. a. Multifactor productivity is the ratio of the value of output to the value of input. Step 1. Enter the number of tickets sold during a season, the price per ticket, and the surcharge per ticket. To compute value of output, multiply tickets sold by the sum of price and surcharge. Tickets sold: 4,700 Value of output: Price: $18 Surcharge: $3 Step 2. Enter labor costs, materials costs per passenger, and overhead cost. For value of input, add together labor costs, materials costs times number of passengers, and overhead costs. Labor costs: $110,000 Materials costs: $1.30 Overhead: $79,000 Value of input: Step 3. To calculate multifactor productivity, divide value of output by value of input. Multifactor productivity: Figure 1.5b
    17. 17. Productivity Measures Tutor 1.1—Productivity Measures Enter data in yellow areas. Use Tab to advance from one input cell to the next. b. Labor productivity is the ratio of the value of output to labor hours The value of output is computed in part a, step 1. Step 1. Enter person-hours per week and the number of weeks in the season; multiply the two together to calculate labor hours of input. Hours per week: 310 Weeks: 8 Labor hours of input: Step 2. To calculate labor productivity, divide value of output by labor hours of input. Labor productivity: Click here to view the Results sheet. Figure 1.5b
    18. 18. Productivity Measures Tutor 1.1—Productivity Measures Place cell pointer on green shaded areas to examine formulas. a. Multifactor productivity is the ratio of the value of output to the value of input. Step 1. Enter the number of tickets sold during a season, the price per ticket, and the surcharge per ticket. To compute value of output, multiply tickets sold by the sum of price and surcharge. Tickets sold: 4,700 Value of output: $98,700 Price: $18 Surcharge: $3 Step 2. Enter labor costs, materials costs per passenger, and overhead cost. For value of input, add together labor costs, materials costs times number of passengers, and overhead costs. Labor costs: $110,000 Materials costs: $1.30 Overhead: $79,000 Value of input: $195,110 Step 3. To calculate multifactor productivity, divide value of output by value of input. Multifactor productivity: 0.51 Figure 1.5c
    19. 19. Productivity Measures Tutor 1.1—Productivity Measures Place cell pointer on green shaded areas to examine formulas. b. Labor productivity is the ratio of the value of output to labor hours The value of output is computed in part a, step 1. Step 1. Enter person-hours per week and the number of weeks in the season; multiply the two together to calculate labor hours of input. Hours per week: 310 Weeks: 8 Labor hours of input: 2,480 Step 2. To calculate labor productivity, divide value of output by labor hours of input. Labor productivity: $39.80 Figure 1.5c
    20. 20. Operations Roadmap Figure 1.6 Competing with Operations Operations As a Competitive Weapon 1 Operations Strategy 2 Process Design Strategy 3 Designing Value Chains Supply Chain Design 9 Lean Systems 11 Location 10 Designing and Improving Processes Process Analysis 4 Process Performance and Quality 5 Process Capability 6 Process Layout 7 Planning and Managing Projects 8 Operating Value Chains Information Technology and Value Chains 12 Forecasting 13 Inventory Management 15 Resource Planning 16 Scheduling 17 Aggregate Planning 14 Outcomes
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