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1-1
1
•
McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved
1-2
2
Chapter 1
Introduction to the Field
1-3
3
• What is Operations and Supply
Management?
• Why Study Operations
Management?
• Transformation Processes Defined
• Differences between Services and
Goods
• The Importance of Operations
Management
• Historical Development of OM
• Current Issues in OM
OBJECTIVES
1-4
4
What is Operations and Supply Management?
Operations and Supply
Management (OM) is defined
as the design, operation, and
improvement of the systems
that create and deliver the
firm’s primary products and
services
1-5
5
Why Study Operations Management?
Business Education
Systematic Approach
to Org. Processes
Career Opportunities
Cross-Functional
Applications
Operations
Management
1-6
6
What is a Transformation Process?
Defined
A transformation process is defined
as a user of resources to transform
inputs into some desired outputs
1-7
7
Transformations
• Physical--manufacturing
• Locational--transportation
• Exchange--retailing
• Storage--warehousing
• Physiological--health care
• Informational--telecommunications
1-8
8
Operations and Supply Management
Supply Chain Processes
Sourcing
Processes
Manufacturing
Processes
Service
Processes
Distribution
Processes
Logistics
Processes
Logistics
Processes
1-9
9
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?)
1-10
10
The Goods-Services Continuum
1-11
11
Historical Development of OM
• JIT and TQC
• Manufacturing Strategy Paradigm
• Service Quality and Productivity
• Total Quality Management and Quality
Certification
1-12
12
Historical Development of OM (cont’d)
• Business Process Reengineering
• Six-Sigma Quality
• Supply Chain Management
• Electronic Commerce
• Service Science
1-13
13
Current Issues in OM
• Coordinate the relationships between
mutually supportive but separate
organizations.
• Optimizing global supplier, production,
and distribution networks.
• Increased co-production of goods and
services
1-14
14
Current Issues in OM (cont’d)
• Managing the customers
experience during the service
encounter
• Raising the awareness of
operations as a significant
competitive weapon
1-15
15
End of Chapter 1

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chap_1.ppt

  • 1. 1-1 1 • McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved
  • 3. 1-3 3 • What is Operations and Supply Management? • Why Study Operations Management? • Transformation Processes Defined • Differences between Services and Goods • The Importance of Operations Management • Historical Development of OM • Current Issues in OM OBJECTIVES
  • 4. 1-4 4 What is Operations and Supply Management? Operations and Supply Management (OM) is defined as the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services
  • 5. 1-5 5 Why Study Operations Management? Business Education Systematic Approach to Org. Processes Career Opportunities Cross-Functional Applications Operations Management
  • 6. 1-6 6 What is a Transformation Process? Defined A transformation process is defined as a user of resources to transform inputs into some desired outputs
  • 7. 1-7 7 Transformations • Physical--manufacturing • Locational--transportation • Exchange--retailing • Storage--warehousing • Physiological--health care • Informational--telecommunications
  • 8. 1-8 8 Operations and Supply Management Supply Chain Processes Sourcing Processes Manufacturing Processes Service Processes Distribution Processes Logistics Processes Logistics Processes
  • 9. 1-9 9 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?)
  • 11. 1-11 11 Historical Development of OM • JIT and TQC • Manufacturing Strategy Paradigm • Service Quality and Productivity • Total Quality Management and Quality Certification
  • 12. 1-12 12 Historical Development of OM (cont’d) • Business Process Reengineering • Six-Sigma Quality • Supply Chain Management • Electronic Commerce • Service Science
  • 13. 1-13 13 Current Issues in OM • Coordinate the relationships between mutually supportive but separate organizations. • Optimizing global supplier, production, and distribution networks. • Increased co-production of goods and services
  • 14. 1-14 14 Current Issues in OM (cont’d) • Managing the customers experience during the service encounter • Raising the awareness of operations as a significant competitive weapon

Editor's Notes

  1. 2
  2. 7
  3. 8
  4. 14
  5. 15
  6. 14
  7. 15