This document provides an overview of operations management concepts through a lesson outline and objectives. It defines operations management as transforming inputs into outputs through processes. Key points include:
1. The transformational model shows how resources are transformed through processes to create goods and services.
2. The scope of operations management involves designing, planning, controlling, and improving transformation systems.
3. Competitive priorities like cost, quality, flexibility influence the operations strategy and how an organization achieves competitive advantage.
4. Operations managers are responsible for efficient resource management, cost control, quality assurance, and developing strategic and operational objectives. Strong leadership, analytical, and communication skills are required.
The changing business environment manager's perspectiveLou Foja
Management is expected to ensure that the organization uses its resources wisely, operates profitably, pays its debts, and abides by laws and regulations.
To fulfill these expectations, managers establish the goals, objectives, and strategic plans that guide and control the organization’s operating, investing, and financing activities.
The changing business environment manager's perspectiveLou Foja
Management is expected to ensure that the organization uses its resources wisely, operates profitably, pays its debts, and abides by laws and regulations.
To fulfill these expectations, managers establish the goals, objectives, and strategic plans that guide and control the organization’s operating, investing, and financing activities.
How to implement operational excellence in organizationsglobalsevensteps
Operational excellence is about achieving full potential of organisations performance. It goes beyond cutting costs. Many organisations struggle to achieve the most obvious deliverables to the customers.
Quality of products and services
Delivery performance in line with customer requirement – CRD
Fulfilment of ordered quantity.
Cost of goods in line with the market demand.
Hello Everyone
The concept of Operations Management applies to all industries. Through this presentation, I\'ve tried to publish a small piece of information on this topic. Kindly go through it and let me know your inputs or suggestions.
Regards
Nilesh Bhanushali
Finding and Mining Value Hidden in Operations - The ProAction GroupThe Proaction Group
In this set of slides, you'll find an overview of ProAction's role, values, a few case studies covering diligence through exit, as well as several team member bios.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
How to implement operational excellence in organizationsglobalsevensteps
Operational excellence is about achieving full potential of organisations performance. It goes beyond cutting costs. Many organisations struggle to achieve the most obvious deliverables to the customers.
Quality of products and services
Delivery performance in line with customer requirement – CRD
Fulfilment of ordered quantity.
Cost of goods in line with the market demand.
Hello Everyone
The concept of Operations Management applies to all industries. Through this presentation, I\'ve tried to publish a small piece of information on this topic. Kindly go through it and let me know your inputs or suggestions.
Regards
Nilesh Bhanushali
Finding and Mining Value Hidden in Operations - The ProAction GroupThe Proaction Group
In this set of slides, you'll find an overview of ProAction's role, values, a few case studies covering diligence through exit, as well as several team member bios.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Overview of the fundamental roles in Hydropower generation and the components involved in wider Electrical Engineering.
This paper presents the design and construction of hydroelectric dams from the hydrologist’s survey of the valley before construction, all aspects and involved disciplines, fluid dynamics, structural engineering, generation and mains frequency regulation to the very transmission of power through the network in the United Kingdom.
Author: Robbie Edward Sayers
Collaborators and co editors: Charlie Sims and Connor Healey.
(C) 2024 Robbie E. Sayers
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Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
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Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
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2. Lecture Outline
1. What is Operations Management?
2. Why Operations Management?
3. The Transformational Model
4. Scope of Operations Management
5. The boundary of Operations Management
6. Operation Strategy and Competitive priorities
3. At the end of
the lesson
1. Describe Operations in terms of input, transformation, and outputs.
2. Outline the scope of operations.
3. Identify the boundaries of operations.
4. Explain competitive priorities and performance objectives of operations.
5. Explain how an operation strategy is formulated.
4. Operations Management-
Definitions
• Operations management (OM) is the set
of activities that creates value in the
form of goods and services by
transforming inputs into outputs
• Design, Operation, and improvements
of the system that create the
organization’s goods and services.
5. Why
Operations
Management?
1. OM is one of three major functions (Marketing, Finance, and
Operations) of any organization.
2. We want to know how goods and services are produced.
3. We want to understand what operations managers do.
4. OM is such a costly part of an organization.
6. Objectives of Operations
Management
• Produce products with high quality
• Products at competitive prices
• Products with several enhanced features
• Products in a wider variety
• Products delivered with shorter lead times
• Products delivered on time
• Flexibility in fulfilling products demand
8. Inputs
• Transformed Resources – the
resources that are transformed in
some way by the operation to
produce goods or services that are its
outputs.
• Transforming Resources – the
resources that are used to perform the
transformation process.
9. Transformation process
• Material Processing – where the input is raw materials, it is
relatively easy to identify the transformation involved, as
when flour is transformed into bread
• Information Processing – where the input is information.
The transformation process can be changing properties of the
information, as accountants do
• Customer Processing – where the customers are transformed
in variety of ways, as hospitals transfer ill patients into
healthy patients.
10. Output
Goods and Services have basic differences in;
1. Tangibility
2. Storability
3. Simultaneity
4. Transportability
5. Visibility of Production
6. Quality
11. • Tangible
• Storable
• Production Precedes consumption
• Low visibility
• Transportable
• Quality is evident
• Intangible
• Not Storable
• Simultaneous Production and
Consumption
• High visibility
• Not Transportable
• Quality is difficult to judge
Goods 100%
50% - 50%
Services 100%
Pencil
Production
Automobile
Assembly
Custom-made
clothing
Restaurant
Tax
Consultancy
Legal
Advice
14. The boundary of the operations system
Input Transformation Process Output
Environment
Customers
Suppliers
15. Productivity and operations management
• Productivity means the number of products or services produced with the resources used
Can be increased by;
• Increase production using similar or a small number of resources
• Reduce the number of resources used while keeping the same level of production or
increasing it.
Productivity =
𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦 𝑜𝑓 𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑠 𝑜𝑟 𝑆𝑒𝑟𝑣𝑖𝑐𝑒𝑠 𝑝𝑟𝑜𝑑𝑢𝑐𝑒𝑑
𝐴𝑚𝑜𝑢𝑛𝑡 𝑜𝑓 𝑟𝑒𝑠𝑜𝑢𝑟𝑐𝑒𝑠 𝑢𝑠𝑒𝑑
16. For example, if units produced = 1,000 and labor
hours used is 250, then productivity?
17. Collins Title Insurance Ltd. wants to evaluate its labor productivity
with a new computerized title-search system. The company has a
staff of four, each working 8 hours per day. Collins processes and
closes on 8 titles each day. The new computerized title-search
system will allow the processing of 14 titles per day.
Compute Labor productivity with and without the new system.
18. Operations
strategy and
competitiveness
Operations Strategy
• Broad policies and long-range plans for the
production of the company‘s product/service
and provides a roadmap for what operations
function must do to best support its long-term
competitiveness
• Provides a roadmap for corporate mission
• Must involve both structural and
infrastructural decisions
19. The Role of
Operations in
Strategy
Development
• Market conditions have changed from a
mass production era with an emphasis on
high volume, low-cost production to an
environment demanding performance on
measures such as quality and speed of
delivery as well as cost.
• In dynamic markets, the ability to forecast
far enough into the future in order to build a
competitive advantage will be limited.
• In dynamic market conditions, the strategic
plan should indicate the general direction
that the organization should follow.
21. Formulation of operations strategy
Business Strategy
Product / Service Plan
Competitive priorities
Operations Strategy
Customer Needs
Competitors’
actions
Process Facilities Vertical Integration Infrastructure
22. Achieving
Competitive
Advantage
Through
Operations
• Firms achieve missions in three conceptual ways:
1. Differentiation
2. Cost leadership
3. Response
• Competitive advantage implies the creation of a system that
has a unique advantage over competitors.
• Operations managers will more likely be called on to
implement some combination of them.
23. Competing on Differentiation
• Differentiation is concerned with providing uniqueness.
• Differentiation should be thought of as going beyond both physical characteristics and service
attributes to encompass everything about the product or service that influences the value that the
customers derive from it.
• Effective operations managers assist in defining everything about a product or service that will
influence the potential value to the customer.
24. Competing on Cost
• Low-cost leadership entails achieving maximum value as defined by your customer.
• It requires examining OM decisions in a relentless effort to drive down costs while meeting
customer expectations of value.
• A low-cost strategy does not imply low value or low quality.
• One driver of a low-cost strategy is a facility that is effectively utilized.
25. Competing on Response
• Response - including the entire range of values related to timely product development and
delivery, as well as reliable scheduling and flexible performance.
• The response is often thought of as flexible response, but it also refers to a reliable and quick
response.
• The operations manager who develops systems that respond quickly can have a competitive
advantage.
26. Strategic
Planning, Core
Competencies,
and
Outsourcing
• core competencies - what organizations do as well as or
better than their competitors.
• Outsourcing is transferring activities that have traditionally
been internal to external suppliers.
• Outsourcing implies an agreement (typically a legally
binding contract) with an external organization.
• Outsourcing manufacturing is an extension of the long-
standing practice of subcontracting production activities
28. Exercise
1. Briefly explain the role of the operations manager in an
organization.
2. What are the skills required?
29. Operations
managers'
responsibilities
include:
1. Human resource management – the people employed
by an organization either work directly to create a good or
service or provide support to those who do. People and the
way they are managed are key resources of all
organizations.
2. Asset management – an organization’s buildings,
facilities, equipment, and stock are directly involved in or
support the operations function.
3. Cost management – costs of acquiring resources,
transforming them, or delivering them to customers.
Driving down costs through efficient operations
management gives them a critical competitive edge.
30. Responsibilities
1. Ensure all operations are carried on in an appropriate, cost -effective way.
2. Improve operational management systems, processes, and best practices.
3. Purchase materials, plan inventory, and oversee warehouse efficiency.
4. Help the organization’s processes remain legally compliant
5. Formulate strategic and operational objectives.
6. Examine financial data and use them to improve profitability.
7. Manage budgets and forecasts.
8. Perform quality controls and monitor production KPIs
9. Recruit, train and supervise staff
10. Find ways to increase the quality of customer service
31. 11. Proven work experience as Operations Manager or similar role.
12. Knowledge of organizational effectiveness and operations management.
13. Experience budgeting and forecasting.
14. Familiarity with business and financial principles.
15. Excellent communication skills.
16. Leadership ability.
17. Outstanding organisational skills.
18. Degree in Business, Operations Management or related field.
32. Skills Required
• Leadership
• Conflict management
• Organization
• Decision-making
• People management
• Data entry skills
• Data processing skills
• Dependable
• Reporting skills
• Deadline-oriented
• Budget development
• Critical thinking skills
• Problem-solving skills
• Planning and organizing
• Communication skills
• Persuasiveness
• Influencing and leading
• Delegation
• Teamwork
• Negotiation
• Adaptability
• Stress tolerance