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The document provides an overview of operations management concepts including production processes, facility layout, inventory management, quality control, and planning and control techniques. It discusses key aspects like intermittent vs continuous production, product vs process layout, economic order quantity models, total quality management, and tools for continuous improvement. The document is from an operations management module that examines concepts relevant for both manufacturing and service organizations.
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The document discusses various facility layout strategies including fixed-position, process-oriented, office, retail, warehouse, and product-oriented layouts. It provides examples of each type of layout and describes key factors to consider such as material flow, space utilization, and cost optimization. McDonald's innovations to its kitchen layout are highlighted as an example of using layout to improve efficiency and reduce costs.
Operationmanagement 130122081625-phpapp01
Operations management refers to administering business practices to maximize efficiency within an organization. It aims to convert materials and labor into goods and services as efficiently as possible. The history of operations management began over 5000 years ago with ancient systems for recording inventories and transactions. Frederick Taylor introduced scientific management with time studies in the 1880s. Henry Ford later developed the modern assembly line model. Operations management has progressed through empirical, analytical, and systems-based approaches and now considers integrated complex systems and environmental sustainability. The key functions of operations include production planning, supplier selection, inventory control, and production process control to implement efficient operations strategies.
05 faciltydesignlayout
Facility layout and design aims to optimize the arrangement of equipment, materials, and personnel within a facility. Key considerations for layout include minimizing materials handling costs, reducing bottlenecks, and improving workflow efficiency. Common layout types include flow-line, process, fixed position, group technology, and cellular manufacturing layouts. Proper analysis of production requirements, material flows, and interdepartmental relationships is necessary to evaluate alternative layouts and select the optimal design.
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The document provides an overview of facility layout planning. It defines layout planning and explains its importance in deciding the best physical arrangement of resources within a facility. It identifies the main types of layouts as process, product, hybrid, and fixed-position layouts. Process layouts group similar resources, product layouts are designed for efficient production of a specific product, and hybrid layouts combine elements of both. The document also outlines the key steps for designing process and product layouts, including gathering information, developing alternative plans, assigning tasks, and ensuring balance. It emphasizes that layout planning is an important operations management consideration that impacts other areas like job design, automation, and production flow.
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The document provides an overview of facility layout planning. It defines layout planning and explains its importance in deciding the best physical arrangement of resources within a facility. It identifies the main types of layouts as process, product, hybrid, and fixed-position layouts. Process layouts group similar resources, product layouts are designed for efficient production of a specific product, and hybrid layouts combine elements of both. The document also outlines the key steps for designing process and product layouts, including gathering information, developing alternative plans, assigning tasks, and ensuring balance. It emphasizes that layout planning is an important operations management consideration that impacts other areas like job design, automation, and production flow.
Classification and Purpose of Production and Operations Management
The document discusses operations management topics including:
1) The definition, history, and importance of operations management.
2) Key factors that affect productivity and ways to improve it.
3) How operations management relates to competitiveness and the importance of operational strategy.
4) An overview of different types of manufacturing and service systems.
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00003
- 1. Operations Management Module 16 LIS 580: Spring 2006 Instructor- Michael Crandall
- 6. The Basic Production System FIGURE 15–1 G.Dessler, 2003
- 7. Production System Components G.Dessler, 2003
- 13. Product Layout for Carwash FIGURE 15–2 Source: Everett Adam Jr. and Ronald Ebert, Production and Operations Management (Upper Saddle River, NJ: Prentice Hall, 1992), p. 254. G.Dessler, 2003
- 15. Process Layout FIGURE 15–3 Source: Everett Adam Jr. and Ronald Ebert, Production and Operations Management (Upper Saddle River, NJ: Prentice Hall, 1992), p. 254. G.Dessler, 2003
- 17. Improving Layouts by Moving to the Cellular Manufacturing Concept FIGURE 15–4 Source: Source: Barry Render and Jay Heizer, Principles of Operations Management , 2nd ed., © 1997. Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ. G.Dessler, 2003
- 19. A Gantt Chart FIGURE 15–5 Gantt chart: a production scheduling chart (named after management pioneer Henry Gantt) that plots time on a horizontal scale and generally shows, for each product or project, the start-and-stop times of each operation. G.Dessler, 2003
- 22. PERT Chart for Building a House FIGURE 15–6 G.Dessler, 2003
- 23. Example of a Computerized Network Planning Report FIGURE 15–7 G.Dessler, 2003
- 29. The Economic Order Quantity Model FIGURE 15–8 G.Dessler, 2003
- 34. Example of a Quality Control Chart FIGURE 15–9 G.Dessler, 2003
- 35. Commonly Used Tools for Problem Solving and Continuous Improvement FIGURE 15–10 Source: Adapted from Richard Chase and Nicholas Aquilero, Production and Operations Management , 6th ed. (Homewood, IL: Irwin, 1992), p. 197. G.Dessler, 2003
- 36. Fishbone Chart (or Cause-and-Effect Diagram) for Problems with Airline Customer Service FIGURE 15–11 G.Dessler, 2003
- 37. Pareto Analysis Chart FIGURE 15–12 Source: Jay Heizer and Barry Render, Operations Management , 6th ed. (Upper Saddle River, NJ: Prentice Hall, 2001), p. 182. Example 1. G.Dessler, 2003
- 40. Rapid Plant Assessment Rating Sheet FIGURE 15–13 Source: R. Eugene Goodson, “Reading A Plant—Fast,” Harvard Business Review , May 2002, pp. 108–9. G.Dessler, 2003
- 47. The Elements of CIM FIGURE 15–14 Source: Barry Render and Jay Heizer, Principles of Operations Management , 2nd ed. © 1997. Reprinted by permission of Prentice Hall, Inc., Upper Saddle River, NJ. G.Dessler, 2003
- 51. The Supply Chain FIGURE 15–15 Source: Adapted from Jay Heizer and Barry Render, Operations Management (Upper Saddle River, NJ: Prentice Hall, 2001), p. 434. G.Dessler, 2003
- 54. The Service Triangle (Karl Albrecht) G.Dessler, 2003 Well-Conceived Service Strategy Customer- Oriented Front-line People Customer-Friendly Systems
- 55. How to Implement a Service Management Program G.Dessler, 2003 Step I: The Service Audit Step 2: Strategy Development Step 3: Education Step 4: Implementation Step 5: Maintenance— Making the Change Permanent