introduction to operation management

Operations Management/Ch. 4 Operations Strategy and Competitive Priorities
©2007 Thomson South-Western 1
Introduction to Operations
Management
(TOPIC # 1)
TOPIC 1
CHAPTER 1
OPERATIONS MANAGEMENT
An Integrated Goods and Services Approach
EVANS & COLLIER
Lecturer
Dr Nazim Baluch
STML COB UUM
nazimbaluch@uum.edu.my
nazimbaluch@gmail.com
Tel: 04 928 6960

2
Operations Management/Ch. 1 Introduction to Operations Management
©2007 Thomson South-Western
Chapter 1 Introduction to Operations Management
• Operations management (OM) is the
science and art of ensuring that goods and
services are created and delivered
successfully to customers.
• The principles of OM help one to view a
business enterprise as a total system, in
which all activities are coordinated not only
vertically throughout the organization, but
also horizontally across multiple functions.

3
Chapter 1 Learning Objectives
1. To understand the nature of typical OM activities
in business, what operations managers do, and
how everyone uses OM principles in their work,
no matter what their functional job is.
2. To understand the nature of goods and services,
their similarities and differences,
3. The concept of a customer benefit package, and
why they are important for managing operations.

4
4. To understand the concept of a process and
value chain, and how they are used in operations
to support the creation of goods and services.
5. Operations Management: History and
Challenges. To be able to identify the key themes
that have evolved over the last half-century and
understand their impact on goods, services, and
operations.
Chapter 1 Learning Objectives

5
OM Spotlight: Ferguson Metals
• Ferguson Metals, located in Hamilton, Ohio, is a supplier
of stainless steel and high temperature alloys for the
specialty metal market. (Page #8 of text book)
• Ferguson’s primary production operations include slitting
coil stock and cutting sheet steel to customer
specifications with rapid turnaround times from order to
delivery (see Exhibit 1.1).
• Bob Vogel is the Vice President of Operations at
Ferguson. He is involved in a variety of daily activities
that draw upon knowledge of not only OM and
engineering, but also finance, accounting, organizational
behavior, and other subjects.

6
Exhibit
1.1
Operations Management at Ferguson Metals

7
OM Spotlight: Ferguson Metals
While understanding specialty metals is
certainly a vital part of Mr. Vogel’s job, the
ability to understand customer needs,
apply approaches to continuous
improvement, understand and motivate
people, work cross-functionally across the
business, and integrate processes and
technology within the value chain define
Scott’s job as an operations manager.

8
Example of “What Operations Managers
Do?”
• Brooke Wilson is a Process Manager for J.P.
Morgan Chase in the Credit Card Division.
Among his OM-related activities are
• Planning and budgeting –representing the
plastic card production area in all meetings,
developing annual budgets and staffing plans,
and watching technology that might affect the
production of plastic credit cards.

9
Example of “What Operations Managers Do?”
• Inventory management – overseeing the
management of inventory for items such as plastic
blank cards, inserts such as advertisements,
envelops, postage, and credit card rules and
disclosure inserts.
• Scheduling and capacity –daily to annual
scheduling of all resources (equipment, people,
inventory) necessary to issue new credit cards and
reissue cards that are up for renewal, replace old or
damaged cards, and one's that are stolen.

10
Example of “What Operations Managers
Do?”
• Brooke Wilson is a Process Manager for J.P.
Morgan Chase in the Credit Card Division.
Among his OM-related activities are
• Quality – embossing the card with accurate
customer information and quickly getting the
card in the hands of the customer.
• Brooke was an accounting major in college.

11
Understanding Goods and Services
• A good is a physical product that you can see,
touch, or possibly consume. Examples of goods
include: oranges, flowers, televisions, soap,
airplanes, fish, furniture, coal, lumber, personal
computers, paper, and industrial machines.
• A durable good is a product that typically lasts
at least three years. Vehicles, dishwashers, and
furniture are some examples of durable goods.

12
• A non-durable good is perishable and
generally lasts for less than three years.
Examples are toothpaste, software, shoes,
and fruit.
• A service is any primary or complementary
activity that does not directly produce a
physical product.

13
• Service management integrates
marketing, human resource, and operations
functions to plan, create, and deliver goods
and services, and their associated service
encounters.
• A service encounter is an interaction
between the customer and the service
provider.

14
A broader definition is
• Service encounters consist of one or more
moments of truth – any episodes, transactions,
or experiences in which a customer comes into
contact with any aspect of the delivery system,
however remote, and thereby has an opportunity to
form an impression.
• Here, a service encounter includes the impression
an empty parking lot has on whether the customer
goes into a facility or the interaction with other

15
Similarities Between Goods and
Services
1. Goods and services provide value and
satisfaction to customers who purchase
and use them.
2. They both can be standardized or
customized to individual wants and needs.
3. A process creates and delivers each good
or service, and therefore, OM is a critical
skill.

16
Differences Between Goods and Services
1. Goods are tangible while services are intangible.
2. Customers participate in many service
processes, activities, and transactions.
3. The demand for services is more difficult to
predict than the demand for goods.
4. Services cannot be stored as physical inventory.
5. Service management skills are paramount to a
successful service encounter.
6. Service facilities typically need to be in close
proximity to the customer.
7. Patents do not protect services.

17
Exhibit
1.2
How Goods and Services Affect
Operations Management Activities

18
Exhibit
1.3
Examples of Goods and Service Content

19
Customer Benefit Packages
• A customer benefit package (CBP) is a
clearly defined set of tangible (goods-content)
and intangible (service-content) features that the
customer recognizes, pays for, uses, or
experiences.
• In simple terms, a CBP is some combination of
goods and services configured in a certain way
to provide value to customers.
• A CBP consists of a primary good or service,
coupled with peripheral goods and/or services.

20
• A primary good or service is the “core”
offering that attracts customers and responds
to their basic needs. For example, the primary
service of a personal checking account is the
capability to do convenient financial
transactions.
• Examples of a primary good or service:
an airline flight, a personal digital assistance
(PDA) device, a checking account, a brief
case, a football game, tax preparation advice,
and so on.

21
• A peripheral goods or services are those that
are not essential to the primary good or service,
but enhance it.
• Examples of peripheral goods or services
for a personal checking account: on-line
access and bill payment, debit card, designer
checks, paper or electronic account statement, etc.
• Remember each primary or peripheral good or
service requires a process to create and deliver it

22
• A variant is a CBP attribute that departs from the
standard CBP and is normally location or firm
specific.
• A variant allows for adding unique goods or
services such as a fishing pond or pool at an
automobile dealership where kids can fish while
the parents shop for vehicles.
• Once a variant is incorporated and standardized
into all CBP delivery sites on a continuous basis it

23
Exhibit
1.4
A CBP Example for Purchasing a Vehicle

24
Exhibit
1.5
Operations Management and the
Customer Benefit Package

25
Exhibit
1.6
Customer Wants and Needs, CBP Definition,
and Process Design Automobile Example

26
• It is very important that you understand Exhibits
1.5 and 1.6 and the difference between customer
wants and needs versus the CBP features
selected by management to fulfill those needs.
• Processes create CBP features such as the
(a) physical vehicle itself or (b) a leasing package
that fits what the customer can afford. These CBP
features fulfill certain customer’s wants and needs
such as (a) physical transportation from point A to
B, or (b) how can I pay for the vehicle?

27
Another Example of Consumer Benefit Package

28
Exhibit
1.7
How Primary, Support, Supplier, and
Management Processes Are Related

29
Exhibit
1.8
Organization by Function versus Process

30
OM Spotlight: Pal’s Sudden Service
• Pal’s Sudden Service is a small chain of
mostly drive-through quick service
restaurants located in Northeast Tennessee
and Southwest Virginia.
• Pal’s competes against major national chains
and outperforms all of them by focusing on
important customer requirements such as
speed, accuracy, friendly service, correct
ingredients and amounts, proper food
temperature, and safety.

31
• Pal’s uses extensive market research to fully
understand customer requirements:
convenience; ease of driving in and out; easy-to-
read menu, simple, accurate order-system; fast
service; wholesome food; and reasonable price.
• Every process is flowcharted and analyzed for
opportunities for error, and then mistake-proofed
if at all possible.

32
Exhibit
1.9
Pal’s Sudden Service Value Chain

33
• Entry-level employees – mostly high school
students in their first job – receive 120 hours of
training on precise work procedures and process
standards in unique self-teaching, classroom,
and on-the-job settings, and reinforced by a
“Caught Doing Good” program that provides
recognition for meeting quality standards and
high performance expectations.
• Pal’s collect performance measures such as
complaints, profitability, employee turnover,
safety, and productivity.

34
Exhibit 1.10 Satisfaction Data and Linear Trend Chart

35
Break-Even Model
The amount of sales at which the net profit is zero
– or equivalently, the point where total cost equals
total revenue – is called the break-even point.
The equation for total cost is Total cost = Fixed
cost + Variable cost. If 10,000 units were produced
and sold, the total cost would be
Total cost = 100,000 + 12(10,000) = $220,000.

36
Break-Even Model
The revenue received from selling 10,000 units
would be 20(10,000) = $200,000, so at this
production level, the firm would incur a loss of
$220,000 - $200,000 = $20,000.
However, if 13,000 units were produced and sold,
the projected profit would be 20(13,000) -
100,000 - 12(13,000) = $4,000.

37
Breakeven Model
We can find the break-even point by developing a simple
mathematical model. Let x be the sales volume at the
break-even point. Then
Total cost = 100,000 + 12x
Total revenue = 20x.
Setting the total revenue equal to total cost we have
20x = 100,000 + 12x
and hence
x = 12,500.
If sales are less than 12,500 units, the firm will incur a
loss; if sales are more than 12,500, a profit will be
realized.

38
Exhibit 1.11 Spreadsheet Model for Break-Even
Analysis (Break Even Model.xls)

39
Exhibit 1.12 Sensitivity Analysis of Variable Cost
for the Break-Even Model

40
Exhibit 1.13 Five Eras of Operations Management

41
Exhibit 1.14 U.S. 2001 Employment and Projected Change
by Major Industry (slide 1)
* Durable goods are items such as instruments, vehicles, aircraft, computer and office equipment, machinery,furniture, glass, metals, and appliances.
** Nondurable goods are items such as textiles, apparel, paper, food, coal, oil, leather, plastics, chemicals, and books.
Source:United States Bureau of Labor Statistics, October 2001, http://www.bls.gov/EMP

42
Exhibit 1.14 U.S. 2001 Employment and Projected Change
by Major Industry (slide 2)

43
U.S. Economy Structure and Service Related Jobs
Goods-producing industries (manufacturing,
construction, fishing, forestry, mining, and
agriculture) account for 20 percent of the jobs in
the U.S. economy.
Service-providing industries account for 80
percent of the jobs in the U.S. economy.
One-half of those jobs in goods-producing
industries involve service processes such as
human resource management, accounting, and
financial.

44
U.S. Economy Structure and Service Related Jobs
Therefore, more than 90 percent of the jobs in
the U.S. economy involve designing and
managing service-, information- or
entertainment-intensive processes.
Most people in the United States are working in
the service sector or service processes or in
service-related aspects of manufacturing firms.

45
Exhibit 1.15 Case: Dietary Department Organizational
Chart

Operations Management/Ch. 3 Frameworks for Operations Measurement

introduction to operation management

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (12)

Similar to introduction to operation management

Similar to introduction to operation management (20)

Recently uploaded

Recently uploaded (16)

introduction to operation management