This document contains lecture slides about operations management. It discusses key topics like what operations managers do, the evolution of operations management, globalization and competitiveness, and primary topics in operations management. The primary learning objectives are to gain an appreciation for the strategic importance of operations, understand how operations relates to other business functions, develop knowledge of operations concepts and methods, and develop skills in quality and process improvement.
This document provides an overview of key concepts in quality management. It begins with definitions of quality from different perspectives and dimensions of quality for manufactured products and services. It then discusses total quality management principles and the contributions of quality gurus such as Deming. Additional topics covered include the costs of quality, quality improvement techniques, statistical process control tools, and the relationship between quality and productivity.
This document discusses operations management and the impact of e-business. It defines operations management as designing, operating, and improving productive systems. E-business is changing operations management by allowing direct customer contact, worldwide access to customers and suppliers, and more efficient information sharing and decision making. Key impacts include increased demand, changes to logistics and order fulfillment, more global and complex supply chains, and a focus on expanded supply chain management.
This document provides an overview of operations management and related topics. It discusses what operations managers do, including transforming inputs into outputs through various processes. The evolution of operations management is reviewed from craft production to modern concepts like lean production. Key events and innovators in operations management history are identified. The impact of e-business and globalization on operations is examined, including issues around competitiveness and productivity. Finally, primary topics in operations management are listed.
This document discusses quality management. It has four main components: quality planning, quality control, quality assurance and quality improvement. Quality management ensures consistency in organizations, products, and services. It uses processes and procedures to achieve consistent quality outcomes. The document then provides a brief history of quality management and how approaches have evolved over time with contributions from various individuals and groups.
This document provides an introduction and overview of production and operations management. It discusses the historical evolution of the field from Adam Smith's theories of specialization of labor in the 1700s to more modern contributions. It defines key concepts like production, production systems (job shop, batch, mass, continuous), and the objectives and differences between production management and operations management. The document outlines the general planning, organizing, and controlling functions of operations management.
This document provides an introduction to Total Quality Management (TQM). It defines quality, customers, and products. It discusses different perspectives on quality and achieving customer satisfaction. TQM aims to improve quality through a comprehensive organization-wide effort. The document outlines the philosophies of Deming, Juran, and Crosby on TQM. It also discusses quality levels, the history of quality management, process management, control and improvement techniques like statistical process control, Kaizen, flow charts and control charts.
This document provides an overview and introduction to operations and supply management. It defines operations and supply management as designing, operating, and improving systems that create and deliver a firm's primary products and services. It discusses transformation processes, differences between goods and services, the importance of operations management, and historical and current issues in the field. Key topics covered include supply chain processes, the goods-services continuum, total quality management, and coordinating relationships across organizations.
This document provides an overview of key concepts in quality management. It begins with definitions of quality from different perspectives and dimensions of quality for manufactured products and services. It then discusses total quality management principles and the contributions of quality gurus such as Deming. Additional topics covered include the costs of quality, quality improvement techniques, statistical process control tools, and the relationship between quality and productivity.
This document discusses operations management and the impact of e-business. It defines operations management as designing, operating, and improving productive systems. E-business is changing operations management by allowing direct customer contact, worldwide access to customers and suppliers, and more efficient information sharing and decision making. Key impacts include increased demand, changes to logistics and order fulfillment, more global and complex supply chains, and a focus on expanded supply chain management.
This document provides an overview of operations management and related topics. It discusses what operations managers do, including transforming inputs into outputs through various processes. The evolution of operations management is reviewed from craft production to modern concepts like lean production. Key events and innovators in operations management history are identified. The impact of e-business and globalization on operations is examined, including issues around competitiveness and productivity. Finally, primary topics in operations management are listed.
This document discusses quality management. It has four main components: quality planning, quality control, quality assurance and quality improvement. Quality management ensures consistency in organizations, products, and services. It uses processes and procedures to achieve consistent quality outcomes. The document then provides a brief history of quality management and how approaches have evolved over time with contributions from various individuals and groups.
This document provides an introduction and overview of production and operations management. It discusses the historical evolution of the field from Adam Smith's theories of specialization of labor in the 1700s to more modern contributions. It defines key concepts like production, production systems (job shop, batch, mass, continuous), and the objectives and differences between production management and operations management. The document outlines the general planning, organizing, and controlling functions of operations management.
This document provides an introduction to Total Quality Management (TQM). It defines quality, customers, and products. It discusses different perspectives on quality and achieving customer satisfaction. TQM aims to improve quality through a comprehensive organization-wide effort. The document outlines the philosophies of Deming, Juran, and Crosby on TQM. It also discusses quality levels, the history of quality management, process management, control and improvement techniques like statistical process control, Kaizen, flow charts and control charts.
This document provides an overview and introduction to operations and supply management. It defines operations and supply management as designing, operating, and improving systems that create and deliver a firm's primary products and services. It discusses transformation processes, differences between goods and services, the importance of operations management, and historical and current issues in the field. Key topics covered include supply chain processes, the goods-services continuum, total quality management, and coordinating relationships across organizations.
Operations management involves transforming inputs into outputs through processes to create value for customers. It deals with managing processes that produce goods and services for both internal and external customers. The processes must be designed according to customer needs and wants. Operations management provides advantages like assessing outcomes, contributing to organizational success, achieving competitive advantages, increasing productivity, reducing costs, and improving quality. However, it faces challenges from trends like global competition, technological changes, environmental issues, ethics, and diversity.
This document summarizes key points from a chapter on operations strategy. It discusses four steps for strategy formulation, competitive priorities of cost, quality, flexibility and speed. It also outlines strategic decisions related to products, processes, capacity, human resources, quality, sourcing and operating systems. Emerging trends for operations include globalization, virtual companies, emphasis on service and speed/flexibility.
The document outlines traditional and current trends in operations management, including a shift from local to global focus, batch production to just-in-time delivery, and mass production to mass customization. It also discusses the differences between goods and services, noting that goods are tangible, can be inventoried, and have more uniform inputs, while services are intangible, produced and consumed simultaneously, and have high customer interaction and inconsistent definitions. Finally, it describes how technology has impacted operations management through better customer relations, more efficient processes, lower costs, expanded supply chains, and new business models.
This document provides an overview of quality management and discusses the development of concepts like total quality management. It discusses influential quality management thinkers from both Japan and the West like Deming, Juran, Ishikawa and Crosby. The document also outlines several common quality management tools like check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams and histograms.
The document provides an introduction to operations management. It defines operations management as the management of the conversion process that transforms inputs like labor, capital, land and management into outputs of goods and services. It discusses the key components of an operations system including inputs, conversion processes, outputs, feedback and random fluctuations. It also distinguishes between manufacturing and service operations and explores different aspects of operations management like planning, organizing and controlling conversion processes.
Operations management plays an important role in society by contributing to higher standards of living, better quality goods and services, environmental concern, and improved working conditions. It raises standards of living by increasing productivity and efficiency, which lowers costs and provides more income. It improves quality through initiatives like Six Sigma. It addresses environmental concerns through recycling and pollution reduction. It enhances working conditions by empowering workers and improving job design.
The document discusses key concepts in operations management (OM) such as managing production of goods and services, the difference between OM and production management, the need for OM, major functions of OM, and examples of OM in companies like PepsiCo, Toyota, and others. It explains that OM aims to conduct all organizational operations efficiently and effectively through functions like procurement, quality management, inventory control, and more. Toyota is highlighted for its use of just-in-time production and flexible operations techniques to minimize costs and adapt to changing demand through efficient OM.
Total Quality Management (TQM) Practices toward Product Quality Performance: ...IOSRJBM
The purpose of this research was to test and analyze the effect of TQM practices impelementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management to product quality performance. The population were 108 food and beverage companies in Makassar, Indonesia. Respondents are production managers or operation managers. Sample technique which used is population sampling. Method of analysis which use both descriptive statistic and Structural Equation Modelling (SEM). Data processing uses two statistic tools i.e: IBM SPSS and AMOS 19.00. The findings of research indicate that leadership has significant effect on product quality performance, strategic planning has significant effect on product quality performance, customer focus has significant effect on product quality performance, information and analysis has significant effect on product quality performance, people management has significant effect on product quality performance, and process management has significant effect on product quality performance. Leadership factor has dominant effect on product quality performance (critical ratio = 9.760 > t-table = 1.960; and probability = 0.000 < α = 0.05).
This document provides an introduction to production planning and control (POM). It discusses key terms in POM like operations management. POM focuses on managing an organization's production system to convert inputs into products and services. The evolution of POM is then summarized, from the industrial revolution to developments in scientific management, human relations, operations research, and computer technology. Influential contributors to the development of POM concepts are also listed.
This document outlines key concepts from a session on operations strategy in a global environment. It discusses developing mission and strategies, achieving competitive advantage through operations, strategic operations management decisions, and global operations strategy options including international, multidomestic, global, and transnational strategies. Critical success factors and integrating operations strategy with other functions are also covered.
Operations management involves organizing a company's resources to transform inputs into outputs through production. The three main functions of any organization are marketing, production/operations, and finance/accounting. Operations managers are responsible for planning, organizing, staffing, leading, and controlling a company's productive activities. Their key decisions include designing products and processes, managing quality, determining capacity and location, and scheduling production. As the economy has shifted from manufacturing to services, operations management now applies to both tangible goods and intangible services. Improving productivity through more efficient use of resources is an ongoing challenge for operations managers.
Lean systems in services industry miba-ahmed m adelAhmed Adel
Lean Systems is described as a managerial philosophy which enhances the value perceived by the customers, by adding product and/or service features and by continuously removing non value added activities (i.e. wastes), which are concealed in any kind of process.
To reduce waste, the lean manufacturing is capitalizing on various tools at its disposal including regular process review.
In particular the five Lean principles proposed , these 5 principles are Define Value, Value stream, Flow, Pull and perfection.
The document discusses key concepts in operations management including defining OM, distinguishing between goods and services, and explaining productivity and its measurement. It covers the critical decisions OM managers make, trends in the field, and strategies to improve productivity, noting that productivity increases are needed for economic growth. Labor, capital, and management each contribute to about 10%, 38%, and 52% of annual productivity gains respectively.
Operations management is the business function responsible for planning, coordinating, and controlling resources needed to produce a company's products and services. It has transformed over time from the industrial revolution to modern trends like supply chain management and e-commerce. The chapter outlines the role and decisions of operations management, differences between manufacturing and services, historical developments in OM from scientific management to total quality management, and how OM works closely with other business functions.
This document provides an overview of total quality management (TQM) concepts for engineers. It discusses the three main quality gurus - Deming, Juran, and Crosby - and their common themes around leadership commitment, continuous improvement, and preventing defects. The document also examines different definitions of quality, approaches to quality costs, customer satisfaction, and the benefits of TQM such as loyalty, market share, and productivity. The goal of TQM is continuous improvement and customer satisfaction.
This document provides an overview of the history and development of benchmarking. It discusses how benchmarking has been practiced informally for a long time, with examples given of Francis Lowell benchmarking British textile factories in the early 1800s. The document also outlines the main concepts of benchmarking, including definitions, key steps in the benchmarking process, different types of benchmarking, and how benchmarking can be used to improve performance across various business functions and metrics.
The purpose of this study is to enhance the understanding of the relationship between Lean’s soft factors on Lean’s hard factors and operational excellence of Malaysia manufacturing companies. The study will focus on deployment within Lean’s hard factors included the Lean operation and Lean supply chain under Lean deployment.
The document discusses operations management, which involves managing an organization's resources and production system to convert inputs into products or services. It outlines the key departments in an organization and differences between manufacturing and service operations. Factors like global competition, technology, and social responsibility impact operations management. The evolution of the field is also summarized, from the industrial revolution to modern trends like lean production and outsourcing. Decision-making approaches in operations management include using models, quantitative analysis, trade-off analysis, and prioritizing factors.
This document provides an outline for a lecture on operations and supply chain management. It discusses key topics like what operations and supply chain managers do, the evolution of operations management, globalization and competitiveness, and strategies for positioning a firm. It also includes examples of historical events and concepts in operations management from the industrial revolution to modern topics like e-commerce and global supply chains. The strategy section emphasizes defining a firm's primary task, assessing core competencies, and determining order winners and qualifiers.
This document provides an overview of an introduction to operations and supply chain management chapter. It discusses what operations and supply chain managers do, including transforming inputs into outputs of greater value through physical, locational, exchange, physiological, psychological, or informational processes. It also summarizes the evolution of operations and supply chain management from craft production to modern concepts like supply chain management and globalization. Key historical developments in the field are outlined chronologically.
Chapter 1 introduction to production managementalpha flores
This document provides an overview of operations and supply chain management. It discusses what operations managers do, including designing and improving production systems. It also outlines the evolution of operations management from craft production to modern concepts like lean production. Additionally, it covers the relevance of operations to other business functions like marketing and finance. Key frameworks are introduced, such as using strategy to determine order winners and qualifiers to position the firm based on factors like cost, quality and flexibility. The chapter concludes by setting learning objectives for the course.
Operations management involves transforming inputs into outputs through processes to create value for customers. It deals with managing processes that produce goods and services for both internal and external customers. The processes must be designed according to customer needs and wants. Operations management provides advantages like assessing outcomes, contributing to organizational success, achieving competitive advantages, increasing productivity, reducing costs, and improving quality. However, it faces challenges from trends like global competition, technological changes, environmental issues, ethics, and diversity.
This document summarizes key points from a chapter on operations strategy. It discusses four steps for strategy formulation, competitive priorities of cost, quality, flexibility and speed. It also outlines strategic decisions related to products, processes, capacity, human resources, quality, sourcing and operating systems. Emerging trends for operations include globalization, virtual companies, emphasis on service and speed/flexibility.
The document outlines traditional and current trends in operations management, including a shift from local to global focus, batch production to just-in-time delivery, and mass production to mass customization. It also discusses the differences between goods and services, noting that goods are tangible, can be inventoried, and have more uniform inputs, while services are intangible, produced and consumed simultaneously, and have high customer interaction and inconsistent definitions. Finally, it describes how technology has impacted operations management through better customer relations, more efficient processes, lower costs, expanded supply chains, and new business models.
This document provides an overview of quality management and discusses the development of concepts like total quality management. It discusses influential quality management thinkers from both Japan and the West like Deming, Juran, Ishikawa and Crosby. The document also outlines several common quality management tools like check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams and histograms.
The document provides an introduction to operations management. It defines operations management as the management of the conversion process that transforms inputs like labor, capital, land and management into outputs of goods and services. It discusses the key components of an operations system including inputs, conversion processes, outputs, feedback and random fluctuations. It also distinguishes between manufacturing and service operations and explores different aspects of operations management like planning, organizing and controlling conversion processes.
Operations management plays an important role in society by contributing to higher standards of living, better quality goods and services, environmental concern, and improved working conditions. It raises standards of living by increasing productivity and efficiency, which lowers costs and provides more income. It improves quality through initiatives like Six Sigma. It addresses environmental concerns through recycling and pollution reduction. It enhances working conditions by empowering workers and improving job design.
The document discusses key concepts in operations management (OM) such as managing production of goods and services, the difference between OM and production management, the need for OM, major functions of OM, and examples of OM in companies like PepsiCo, Toyota, and others. It explains that OM aims to conduct all organizational operations efficiently and effectively through functions like procurement, quality management, inventory control, and more. Toyota is highlighted for its use of just-in-time production and flexible operations techniques to minimize costs and adapt to changing demand through efficient OM.
Total Quality Management (TQM) Practices toward Product Quality Performance: ...IOSRJBM
The purpose of this research was to test and analyze the effect of TQM practices impelementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management to product quality performance. The population were 108 food and beverage companies in Makassar, Indonesia. Respondents are production managers or operation managers. Sample technique which used is population sampling. Method of analysis which use both descriptive statistic and Structural Equation Modelling (SEM). Data processing uses two statistic tools i.e: IBM SPSS and AMOS 19.00. The findings of research indicate that leadership has significant effect on product quality performance, strategic planning has significant effect on product quality performance, customer focus has significant effect on product quality performance, information and analysis has significant effect on product quality performance, people management has significant effect on product quality performance, and process management has significant effect on product quality performance. Leadership factor has dominant effect on product quality performance (critical ratio = 9.760 > t-table = 1.960; and probability = 0.000 < α = 0.05).
This document provides an introduction to production planning and control (POM). It discusses key terms in POM like operations management. POM focuses on managing an organization's production system to convert inputs into products and services. The evolution of POM is then summarized, from the industrial revolution to developments in scientific management, human relations, operations research, and computer technology. Influential contributors to the development of POM concepts are also listed.
This document outlines key concepts from a session on operations strategy in a global environment. It discusses developing mission and strategies, achieving competitive advantage through operations, strategic operations management decisions, and global operations strategy options including international, multidomestic, global, and transnational strategies. Critical success factors and integrating operations strategy with other functions are also covered.
Operations management involves organizing a company's resources to transform inputs into outputs through production. The three main functions of any organization are marketing, production/operations, and finance/accounting. Operations managers are responsible for planning, organizing, staffing, leading, and controlling a company's productive activities. Their key decisions include designing products and processes, managing quality, determining capacity and location, and scheduling production. As the economy has shifted from manufacturing to services, operations management now applies to both tangible goods and intangible services. Improving productivity through more efficient use of resources is an ongoing challenge for operations managers.
Lean systems in services industry miba-ahmed m adelAhmed Adel
Lean Systems is described as a managerial philosophy which enhances the value perceived by the customers, by adding product and/or service features and by continuously removing non value added activities (i.e. wastes), which are concealed in any kind of process.
To reduce waste, the lean manufacturing is capitalizing on various tools at its disposal including regular process review.
In particular the five Lean principles proposed , these 5 principles are Define Value, Value stream, Flow, Pull and perfection.
The document discusses key concepts in operations management including defining OM, distinguishing between goods and services, and explaining productivity and its measurement. It covers the critical decisions OM managers make, trends in the field, and strategies to improve productivity, noting that productivity increases are needed for economic growth. Labor, capital, and management each contribute to about 10%, 38%, and 52% of annual productivity gains respectively.
Operations management is the business function responsible for planning, coordinating, and controlling resources needed to produce a company's products and services. It has transformed over time from the industrial revolution to modern trends like supply chain management and e-commerce. The chapter outlines the role and decisions of operations management, differences between manufacturing and services, historical developments in OM from scientific management to total quality management, and how OM works closely with other business functions.
This document provides an overview of total quality management (TQM) concepts for engineers. It discusses the three main quality gurus - Deming, Juran, and Crosby - and their common themes around leadership commitment, continuous improvement, and preventing defects. The document also examines different definitions of quality, approaches to quality costs, customer satisfaction, and the benefits of TQM such as loyalty, market share, and productivity. The goal of TQM is continuous improvement and customer satisfaction.
This document provides an overview of the history and development of benchmarking. It discusses how benchmarking has been practiced informally for a long time, with examples given of Francis Lowell benchmarking British textile factories in the early 1800s. The document also outlines the main concepts of benchmarking, including definitions, key steps in the benchmarking process, different types of benchmarking, and how benchmarking can be used to improve performance across various business functions and metrics.
The purpose of this study is to enhance the understanding of the relationship between Lean’s soft factors on Lean’s hard factors and operational excellence of Malaysia manufacturing companies. The study will focus on deployment within Lean’s hard factors included the Lean operation and Lean supply chain under Lean deployment.
The document discusses operations management, which involves managing an organization's resources and production system to convert inputs into products or services. It outlines the key departments in an organization and differences between manufacturing and service operations. Factors like global competition, technology, and social responsibility impact operations management. The evolution of the field is also summarized, from the industrial revolution to modern trends like lean production and outsourcing. Decision-making approaches in operations management include using models, quantitative analysis, trade-off analysis, and prioritizing factors.
This document provides an outline for a lecture on operations and supply chain management. It discusses key topics like what operations and supply chain managers do, the evolution of operations management, globalization and competitiveness, and strategies for positioning a firm. It also includes examples of historical events and concepts in operations management from the industrial revolution to modern topics like e-commerce and global supply chains. The strategy section emphasizes defining a firm's primary task, assessing core competencies, and determining order winners and qualifiers.
This document provides an overview of an introduction to operations and supply chain management chapter. It discusses what operations and supply chain managers do, including transforming inputs into outputs of greater value through physical, locational, exchange, physiological, psychological, or informational processes. It also summarizes the evolution of operations and supply chain management from craft production to modern concepts like supply chain management and globalization. Key historical developments in the field are outlined chronologically.
Chapter 1 introduction to production managementalpha flores
This document provides an overview of operations and supply chain management. It discusses what operations managers do, including designing and improving production systems. It also outlines the evolution of operations management from craft production to modern concepts like lean production. Additionally, it covers the relevance of operations to other business functions like marketing and finance. Key frameworks are introduced, such as using strategy to determine order winners and qualifiers to position the firm based on factors like cost, quality and flexibility. The chapter concludes by setting learning objectives for the course.
This document provides an overview of operations management. It discusses key concepts like the transformation process, integrated value chains, and the evolution of operations management over time. Globalization and e-business are changing how operations function by impacting areas like supply chains, logistics, and customer expectations. Maintaining competitiveness requires improving productivity through efficiency gains and breakthroughs.
This document provides an outline of Chapter 1-17 from the textbook "Operations Management" by Roberta Russell and Bernard W. Taylor III. It begins with an introduction to operations management and supply chain management concepts. It then provides an outline of the organization of the textbook, which is divided into two parts - Part I covers operations management topics and Part II covers supply chain management topics. Each chapter is then briefly outlined. The document concludes with learning objectives of the course.
This chapter introduces operations management as the management of an organization's production system, which takes inputs and converts them into outputs. It discusses the historical milestones in operations management, from the Industrial Revolution to modern developments like scientific management, behavioralism, and the computer and service revolutions. Finally, it outlines how operations management is studied as a system involving inputs, conversion processes, and outputs, and the three levels of decisions - strategic, operating, and control - that operations managers must make.
This chapter introduces operations management as the management of an organization's production system, which takes inputs and converts them into outputs. It discusses the historical milestones in operations management, from the Industrial Revolution to modern developments like scientific management, behavioralism, and the computer and service revolutions. Finally, it outlines how operations management is studied as a system involving inputs, conversion processes, and outputs, and the three levels of decisions - strategic, operating, and control - that operations managers make.
The document provides an introduction to operations management and production/operations systems. It defines key terms like production, operations management, and production systems. It discusses the evolution of the operations management field from the Industrial Revolution to current developments. It also outlines the functions of operations management, including relationships with other business functions. Finally, it describes elements of production strategy, strategic and tactical decision-making, and the production/operations subsystem.
History Of Production Operations Management (POM)Mudassar Salman
This document provides an overview of operations management, including its history and key concepts. It discusses how operations management has evolved over time, from the Industrial Revolution to today. Key developments include scientific management, human relations approaches, and the growth of services. The document also describes how operations management involves coordinating an organization's resources and processes to create goods and services. It discusses studying operations management through the lenses of systems and decision-making.
The document provides an overview of operations management, including its historical development and importance. It discusses key milestones like the Industrial Revolution, scientific management, and growth of the service sector. It also outlines different ways to study operations management, such as viewing production as a system and making strategic, operating, and control decisions.
This document provides an overview of operations and supply chain management. It discusses how operations managers transform inputs into outputs through physical, locational, exchange, physiological or informational processes. The document then traces the evolution of operations management from craft production to modern concepts like lean production and supply chain management. It also outlines how operations strategy and a balanced scorecard can help deploy corporate strategy throughout an organization.
This document provides an outline of key topics covered in an introduction to operations and supply chain management course, including:
- Defining operations management and the functions of operations managers.
- Explaining the historical evolution of operations management concepts from the Industrial Revolution to modern approaches like Lean production and Supply Chain Management.
- Discussing the importance of productivity, competitiveness, and using operations strategy to position the firm based on factors like cost, quality, speed and flexibility.
- Introducing frameworks for strategic planning and performance measurement like the balanced scorecard.
The document provides an overview of operations management, including its historical development and key factors affecting modern operations. It discusses several milestones such as the Industrial Revolution, scientific management, and the growth of the service sector. Finally, it outlines different ways of studying operations management, focusing on the strategic, operating, and control decisions managers must make.
This document provides an outline of key topics from Chapter 1 of an operations and supply chain management textbook. It introduces operations management and discusses what operations managers do. It covers the evolution of the field including important contributors and concepts from the Industrial Revolution era to modern times. It also discusses globalization, competitiveness, productivity, and the relationship between operations strategy and overall corporate strategy. The last sections provide overviews of supply chain management, positioning strategies around cost, quality, speed and flexibility, and performance measurement using a balanced scorecard.
This document provides an overview of chapters 1-17 in the textbook "Operations Management" by Roberta Russell and Bernard W. Taylor III.
The first part introduces operations management and supply chain management, covering topics like quality management, product design, processes and technology.
The second part covers supply chain management, including supply chain strategy, procurement, forecasting, inventory management and scheduling.
The document outlines the learning objectives of gaining an appreciation for the strategic importance of operations and developing skills in concepts and methods for designing and managing operations and supply chains.
This document provides an overview of chapters 1-17 in the textbook "Operations Management" by Roberta Russell and Bernard W. Taylor III.
The first part introduces operations management and supply chain management concepts. It discusses the functions of operations and supply chain managers, the evolution of operations management, globalization, and operations strategy.
The second part covers supply chain management topics like supply chain design, procurement, forecasting, inventory management, and scheduling.
The learning objectives are to understand the strategic importance of operations management, how it relates to other business functions, and key concepts for designing and managing operations and supply chains.
This document provides an overview of production management. It discusses the historical milestones in operations management such as the Industrial Revolution, scientific management, and the computer revolution. It also covers the different ways of studying operations management, including viewing production as a system and the three types of decisions: strategic, operating, and control. The goal of operations management is to efficiently manage an organization's resources and production process.
Intro to course module: How do new Technologies Become Economically FeasibleJeffrey Funk
These slides introduce a course that helps students understand when new technologies become economically feasible. It does this by focusing on technologies that are experiencing rapid improvements. These technologies (and systems composed from them) are more likely to become economically feasible for a growing number of applications than are technologies with less rapid rates of improvement. It also helps students understand the reasons for these rapid rates of improvement and thus the types of technologies for which we can expect rapid rates of improvement. While many analyses of new technologies focus on demand and production, these slides show how other technical changes impact more directly on improvements. these technical changes include new materials and scaling.
This document discusses organizational strategy, competitive advantage, and information systems. It covers several topics:
- Porter's competitive forces model and value chain model for gaining competitive advantage.
- Strategies like cost leadership, differentiation, innovation, operational effectiveness, and customer orientation.
- Characteristics of excellent business-IT alignment and reasons why alignment may not occur.
- An opening case on using IT to combat terrorism and fight crime.
- GrubHub Seamless pursuing the differentiation strategy through additional app development.
- IBM's Watson as an interesting AI solution initially being used in healthcare.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
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Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
Ch01
1. Copyright 2006 John Wiley & Sons, Inc.
Beni Asllani
University of Tennessee at Chattanooga
Operations and Competitiveness
Operations Management - 5th Edition
Chapter 1
Roberta Russell & Bernard W. Taylor, III
2. Copyright 2006 John Wiley & Sons, Inc. 1-2
Lecture Outline
What Do Operations Managers Do?
Operations Function
Evolution of Operations Management
Operations Management and E–business
Globalization and Competitiveness
Primary Topics in Operations Management
Learning Objectives for this Course
3. Copyright 2006 John Wiley & Sons, Inc. 1-3
What Do Operations
Managers Do?
What is Operations?
a function or system that transforms inputs into outputs of
greater value
What is a Transformation Process?
a series of activities along a value chain extending from
supplier to customer.
activities that do not add value are superfluous and
should be eliminated
What is Operations Management?
design, operation, and improvement of productive
systems
4. Copyright 2006 John Wiley & Sons, Inc. 1-4
Physical: as in manufacturing operations
Locational: as in transportation operations
Exchange: as in retail operations
Physiological: as in health care
Psychological: as in entertainment
Informational: as in communication
Transformation Process
5. Copyright 2006 John Wiley & Sons, Inc. 1-5
INPUT
•Material
•Machines
•Labor
•Management
•Capital
TRANSFORMATION
PROCESS
OUTPUT
•Goods
•Services
Feedback
Operations as a
Transformation Process
6. Copyright 2006 John Wiley & Sons, Inc. 1-6
Operations Function
Operations
Marketing
Finance and
Accounting
Human
Resources
Outside
Suppliers
7. Copyright 2006 John Wiley & Sons, Inc. 1-7
How is Operations Relevant to my
Major?
Accounting
Information
Technology
Management
“As an auditor you must
understand the fundamentals of
operations management.”
“IT is a tool, and there’s no better
place to apply it than in
operations.”
“We use so many things you
learn in an operations class—
scheduling, lean production,
theory of constraints, and tons of
quality tools.”
8. Copyright 2006 John Wiley & Sons, Inc. 1-8
How is Operations Relevant to my
Major?
Economics
Marketing
Finance
“It’s all about processes. I live
by flowcharts and Pareto
analysis.”
“How can you do a good job
marketing a product if you’re
unsure of its quality or delivery
status?”
“Most of our capital budgeting
requests are from operations,
and most of our cost savings,
too.”
9. Copyright 2006 John Wiley & Sons, Inc. 1-9
Evolution of Operations
Management
Craft production
process of handcrafting products or
services for individual customers
Division of labor
dividing a job into a series of small tasks
each performed by a different worker
Interchangeable parts
standardization of parts initially as
replacement parts; enabled mass
production
10. Copyright 2006 John Wiley & Sons, Inc. 1-10
Scientific management
systematic analysis of work methods
Mass production
high-volume production of a standardized
product for a mass market
Lean production
adaptation of mass production that prizes
quality and flexibility
Evolution of Operations
Management (cont.)
11. Copyright 2006 John Wiley & Sons, Inc. 1-11
Historical Events in
Operations Management
Era Events/Concepts Dates Originator
Industrial
Revolution
Steam engine 1769 James Watt
Division of labor 1776 Adam Smith
Interchangeable parts 1790 Eli Whitney
Scientific
Management
Principles of scientific
management
1911 Frederick W. Taylor
Time and motion studies 1911
Frank and Lillian
Gilbreth
Activity scheduling chart 1912 Henry Gantt
Moving assembly line 1913 Henry Ford
12. Copyright 2006 John Wiley & Sons, Inc. 1-12
Historical Events in
Operations Management (cont.)
Era Events/Concepts Dates Originator
Human
Relations
Hawthorne studies 1930 Elton Mayo
Motivation theories
1940s Abraham Maslow
1950s Frederick Herzberg
1960s Douglas McGregor
Operations
Research
Linear programming 1947 George Dantzig
Digital computer 1951 Remington Rand
Simulation, waiting
line theory, decision
theory, PERT/CPM
1950s
Operations research
groups
MRP, EDI, EFT, CIM
1960s,
1970s
Joseph Orlicky, IBM
and others
13. Copyright 2006 John Wiley & Sons, Inc. 1-13
Historical Events in
Operations Management (cont.)
Era Events/Concepts Dates Originator
Quality
Revolution
JIT (just-in-time) 1970s Taiichi Ohno (Toyota)
TQM (total quality
management)
1980s
W. Edwards Deming,
Joseph Juran
Strategy and
operations
1990s
Wickham Skinner,
Robert Hayes
Business process
reengineering
1990s
Michael Hammer,
James Champy
14. Copyright 2006 John Wiley & Sons, Inc. 1-14
Historical Events in
Operations Management (cont.)
Era Events/Concepts Dates Originator
Globalization WTO, European Union,
and other trade
agreements
1990s
2000s
Numerous countries
and companies
Internet
Revolution
Internet, WWW, ERP,
supply chain
management
1990s ARPANET, Tim
Berners-Lee SAP,
i2 Technologies,
ORACLE,
PeopleSoft
E-commerce 2000s Amazon, Yahoo,
eBay, and others
15. Copyright 2006 John Wiley & Sons, Inc. 1-15
Continuum from Goods
to Services
Source: Adapted from Earl W. Sasser, R. P. Olsen, and D. Daryl Wyckoff,
Management of Service Operations (Boston: Allyn Bacon, 1978), p.11.
16. Copyright 2006 John Wiley & Sons, Inc. 1-16
Operations Management
and E-Business
Categories of E-Commerce
Business
Consumer
Business Consumer
B2B
Commerceone.com
B2C
Amazon.com
C2B
Priceline.com
C2C
eBay.com
17. Copyright 2006 John Wiley & Sons, Inc. 1-17
An Integrated Value Chain
Value chain: set of activities that create and
deliver products to customer
Manufacturer Supplier
Customer
Flow of information (customer order)
Manufacturer Supplier
Customer
Flow of information (customer order)
Flow of product (order fulfillment)
18. Copyright 2006 John Wiley & Sons, Inc. 1-18
Impact of E-Business on
Operations Management
Comparison shopping
by customers
Direct contact with
customers
Business processes
conducted online
Customer expectations escalate;
quality must be maintained and
costs lowered
No more guessing about demand
is necessary; inventory costs go
down; product and service design
improves; build to-order products
and services is made possible
Transaction costs are lower;
customer support costs decrease;
e-procurement saves big bucks
Benefits of E-Business Impact on Operations
19. Copyright 2006 John Wiley & Sons, Inc. 1-19
Impact of E-Business on
Operations Management (cont.)
Access to customers
worldwide
Middlemen are
eliminated
Access to suppliers
worldwide
Demand increases; order fulfillment
and logistics become major issues;
production moves overseas
Logistics change from delivering to a
store or distribution center to
delivering to individual homes;
consumer demand is more erratic and
unpredictable than business demand
Outsourcing increases; more alliances
and partnerships among firms are
formed; supply is less certain; global
supply chain issues arise
Benefits of E-Business Impact on Operations
20. Copyright 2006 John Wiley & Sons, Inc. 1-20
Impact of E-Business on
Operations Management (cont.)
Online auctions and e-
marketplaces
Better and faster
decision making
Competitive bidding lowers cost
of materials; supply needs can be
found in one location
More timely information is
available with immediate access
by all stakeholders in decision-
making process; customer orders
and product designs can be
clarified electronically; electronic
meetings can be held;
collaborative planning is
facilitated
Benefits of E-Business Impact on Operations
21. Copyright 2006 John Wiley & Sons, Inc. 1-21
Impact of E-Business on
Operations Management (cont.)
IT synergy
Expanded supply
chains
Productivity increases as
information can be shared more
efficiently internally and
between trading partners
Order fulfillment, logistics,
warehousing, transportation and
delivery become focus of
operations management; risk is
spread out; trade barriers fall
Benefits of E-Business Impact on Operations
22. Copyright 2006 John Wiley & Sons, Inc. 1-22
Globalization and
Competitiveness
Favorable cost
Access to international
markets
Response to changes in
demand
Reliable sources of
supply
14 major trade
agreements in 1990s
Peak: 26% in 2000
World Trade Compared to World GDP
Source: “Real GDP and Trade Growth of OECD Countries, 2001–03,”
International Trade Statistics 2003, World Trade Organization,
www.wto.org
23. Copyright 2006 John Wiley & Sons, Inc. 1-23
Globalization and
Competitiveness (cont.)
Hourly Wage Rates for Selected Countries
Source: “International Comparisons of Hourly Compensation Costs for Production Workers in
Manufacturing,” Bureau of Labor Statistics, U.S. Department of Labor, Updated September 30, 2003.
Germany: $26.18
USA: $21.33
Taiwan: $5.41
Mexico: $2.38
China: $0.50
24. Copyright 2006 John Wiley & Sons, Inc. 1-24
Globalization and
Competitiveness (cont.)
Trade with China: Percent of each country‘s trade
Source: “Share of China in Exports and Imports of Major Traders, 2000 and 2002,”
International Trade Statistics 2003, World Trade Organization, www.wto.org
25. Copyright 2006 John Wiley & Sons, Inc. 1-25
Risks of Globalization
Cultural differences
Supply chain logistics
Safety, security, and
stability
Quality problems
Corporate image
Loss of capabilities
26. Copyright 2006 John Wiley & Sons, Inc. 1-26
Competitiveness and
Productivity
Competitiveness
degree to which a nation can produce goods and
services that meet the test of international
markets
Productivity
ratio of output to input
Output
sales made, products produced, customers
served, meals delivered, or calls answered
Input
labor hours, investment in equipment, material
usage, or square footage
27. Copyright 2006 John Wiley & Sons, Inc. 1-27
Measures of Productivity
Competitiveness and
Productivity (cont.)
28. Copyright 2006 John Wiley & Sons, Inc. 1-28
Changes in Productivity
for Select Countries
Internet-enabled
productivity
- Dot com bust
- 9/11 terrorist attacks
Source: “International Comparisons of Manufacturing Productivity and Unit Labor Cost Trends, 2002,” Bureau of Labor
Statistics, U.S. Department of Labor, September 2003. U.S. figures for 2002–2003 from “Major Sector Productivity and
Costs Index,” Bureau of Labor Statistics, U.S. Department of Labor, March 2004
29. Copyright 2006 John Wiley & Sons, Inc. 1-29
Become efficient
output increases with little or no increase in input
Expand
both output and input grow with output growing
more rapidly
Achieve breakthroughs
output increases while input decreases
Downsize
output remains the same and input is reduced
Retrench
both output and input decrease, with input
decreasing at a faster rate
Productivity Increase
30. Copyright 2006 John Wiley & Sons, Inc. 1-30
Competitiveness and
Productivity
Productivity as a Function of Inputs and Outputs, 2001–2002
Source: “International Comparisons of Manufacturing Productivity and Unit Labor Cost Trends, 2002,” Bureau of Labor
Statistics, U.S. Department of Labor, September 2003
Breakthrough
Performance
More Efficient
Retrench
31. Copyright 2006 John Wiley & Sons, Inc. 1-31
Global Competitiveness
Ranking
1. Finland
2. United States
3. Sweden
4. Denmark
5. Taiwan
6. Singapore
7. Switzerland
8. Iceland
9. Norway
10.Australia
Source: Global Competitiveness Report
2003–2004, World Economic Forum,
January 2004, www.weforum.org
32. Copyright 2006 John Wiley & Sons, Inc. 1-32
Economies of Scale
Capital Investment
Access to Supply and Distribution
Channels
Learning Curve
Operations–oriented
Barriers to Entry
33. Copyright 2006 John Wiley & Sons, Inc. 1-33
Primary Topics in
Operations Management
34. Copyright 2006 John Wiley & Sons, Inc. 1-34
Primary Topics in Operations
Management (cont.)
35. Copyright 2006 John Wiley & Sons, Inc. 1-35
Operations Strategy
Strategy: Chapter 2
Maintaining an operations strategy to support firm’s
competitive advantage
Quality: Chapters 3 and 4
Focusing on quality in operational decision making
Product and Services: Chapter 5
Designing quality products and services
Processes, Technologies, and Capacity: Chapter 6
Setting up process so that it works smoothly and
efficiently
36. Copyright 2006 John Wiley & Sons, Inc. 1-36
Facilities: Chapter 7
Setting up facility so that it works
smoothly and efficiently
Human Resources: Chapter 8
Designing jobs and work to produce
quality products
Project Management: Chapter 9
Managing complex projects
Operations Strategy
(cont.)
37. Copyright 2006 John Wiley & Sons, Inc. 1-37
Supply Chain
Management
Supply Chain: Chapter 10
Managing supply chain
Forecasting: Chapter 11
Predicting customer demand
Aggregate Planning: Chapter 12
How much to produce and when to
produce it
Inventory Management: Chapter 13
How much to order and when to order
38. Copyright 2006 John Wiley & Sons, Inc. 1-38
Supply Chain
Management (cont.)
Resource Planning: Chapter 14
Planning capacity and other resources
Lean Production: Chapter 15
Designing efficient production lines
Scheduling: Chapter 16
Job and task assignments
Waiting Lines: Chapter 17
Minimizing waiting time of customers and
products
39. Copyright 2006 John Wiley & Sons, Inc. 1-39
Learning Objectives of
this Course
Gain an appreciation of strategic importance
of operations in a global business
environment
Understand how operations relates to other
business functions
Develop a working knowledge of concepts
and methods related to designing and
managing operations
Develop a skill set for quality and process
improvement
40. Copyright 2006 John Wiley & Sons, Inc. 1-40
Copyright 2006 John Wiley & Sons, Inc.
All rights reserved. Reproduction or translation of this
work beyond that permitted in section 117 of the 1976
United States Copyright Act without express permission
of the copyright owner is unlawful. Request for further
information should be addressed to the Permission
Department, John Wiley & Sons, Inc. The purchaser
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by the use of these programs or from the use of the
information herein.