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Chapter 1
Introduction to Operations
Management
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Operations Management
• What is operations?
– The part of a business organization that is
responsible for producing goods or services
• How can we define operations management?
– The management of systems or processes that
create goods and/or provide services
1-2
Student Slides
Goods are physical items that include raw materials, parts,
subassemblies, and final products.
•Automobile
•Computer
•Oven
•Shampoo
Services are activities that provide some combination of time, location,
form or psychological value.
•Air travel
•Education
•Haircut
•Legal counsel
Good or Service?
1-3
Student Slides
Supply Chain
Student Slides
Suppliers’
suppliers
Direct
suppliers
Producer Distributor
Final
Customers
Supply Chain – a sequence of activities and
organizations involved in producing and delivering
a good or service
1-4
The Transformation Process
Student Slides
Inputs
•Land
•Labor
•Capital
•Information
Outputs
•Goods
•Services
Transformation/
Conversion
Process
Control
Measurement
and Feedback
Measurement
and Feedback
Measurement
and Feedback
Value-Added
Feedback = measurements taken at various points in the transformation process
Control = The comparison of feedback against previously established
standards to determine if corrective action is needed.
1-5
Manufacturing vs. Service
1. Degree of customer contact
2. Uniformity of input
3. Labor content of jobs
4. Uniformity of output
5. Measurement of productivity
6. Production and delivery
7. Quality assurance
8. Amount of inventory
9. Evaluation of work
10.Ability to patent design
Student Slides 1-6
Scope of Operations Management
The operations function includes many interrelated activities
such as:
 Forecasting
 Capacity planning
 Facilities and layout
 Scheduling
 Managing inventories
 Assuring quality
 Motivating employees
 Deciding where to locate facilities
 And more . . .
The scope of operations management ranges across
the organization.
1-7
Student Slides
Role of the Operations Manager
The Operations Function consists of all activities directly related
to producing goods or providing services.
A primary function of the operations manager is to guide the
system by decision making.
– System Design Decisions
– System Operation Decisions
Student Slides 1-8
Why Study OM?
• Every aspect of business affects or is affected by operations
• Many service jobs are closely related to operations
– Financial services
– Marketing services
– Accounting services
– Information services
• There is a significant amount of interaction and collaboration
amongst the functional areas
• It provides an excellent vehicle for understanding the world in
which we live
Student Slides
1-9
OM and Supply Chain
Career Opportunities
• Operations manager
• Supply chain manager
• Production analyst
• Schedule coordinator
• Production manager
• Industrial engineer
• Purchasing manager
• Inventory manager
• Quality manager
Student Slides
1-10
Decision Making
 Most operations decisions involve many alternatives that can have quite
different impacts on costs or profits
 Typical operations decisions include:
 What: What resources are needed, and in what amounts?
 When: When will each resource be needed? When should the work be
scheduled? When should materials and other supplies be ordered?
 Where: Where will the work be done?
 How: How will he product or service be designed? How will the work be
done? How will resources be allocated?
 Who: Who will do the work?
1-11
Student Slides
Historical Evolution of OM
• Industrial Revolution
• Scientific Management
• Human Relations Movement
• Decision Models and Management Science
• Influence of Japanese Manufacturers
Student Slides 1-12
Key Issues for Operations
Managers Today
• Economic conditions
• Innovating
• Quality problems
• Risk management
• Competing in a global economy
1-13
Student Slides
The Need for Supply Chain Management
• In the past, organizations did little to manage
the supply chain beyond their own operations
and immediate suppliers which led to
numerous problems:
– Oscillating inventory levels
– Inventory stockouts
– Late deliveries
– Quality problems
Student Slides 1-14

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Operation Management- Introduction

  • 1. Chapter 1 Introduction to Operations Management McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
  • 2. Operations Management • What is operations? – The part of a business organization that is responsible for producing goods or services • How can we define operations management? – The management of systems or processes that create goods and/or provide services 1-2 Student Slides
  • 3. Goods are physical items that include raw materials, parts, subassemblies, and final products. •Automobile •Computer •Oven •Shampoo Services are activities that provide some combination of time, location, form or psychological value. •Air travel •Education •Haircut •Legal counsel Good or Service? 1-3 Student Slides
  • 4. Supply Chain Student Slides Suppliers’ suppliers Direct suppliers Producer Distributor Final Customers Supply Chain – a sequence of activities and organizations involved in producing and delivering a good or service 1-4
  • 5. The Transformation Process Student Slides Inputs •Land •Labor •Capital •Information Outputs •Goods •Services Transformation/ Conversion Process Control Measurement and Feedback Measurement and Feedback Measurement and Feedback Value-Added Feedback = measurements taken at various points in the transformation process Control = The comparison of feedback against previously established standards to determine if corrective action is needed. 1-5
  • 6. Manufacturing vs. Service 1. Degree of customer contact 2. Uniformity of input 3. Labor content of jobs 4. Uniformity of output 5. Measurement of productivity 6. Production and delivery 7. Quality assurance 8. Amount of inventory 9. Evaluation of work 10.Ability to patent design Student Slides 1-6
  • 7. Scope of Operations Management The operations function includes many interrelated activities such as:  Forecasting  Capacity planning  Facilities and layout  Scheduling  Managing inventories  Assuring quality  Motivating employees  Deciding where to locate facilities  And more . . . The scope of operations management ranges across the organization. 1-7 Student Slides
  • 8. Role of the Operations Manager The Operations Function consists of all activities directly related to producing goods or providing services. A primary function of the operations manager is to guide the system by decision making. – System Design Decisions – System Operation Decisions Student Slides 1-8
  • 9. Why Study OM? • Every aspect of business affects or is affected by operations • Many service jobs are closely related to operations – Financial services – Marketing services – Accounting services – Information services • There is a significant amount of interaction and collaboration amongst the functional areas • It provides an excellent vehicle for understanding the world in which we live Student Slides 1-9
  • 10. OM and Supply Chain Career Opportunities • Operations manager • Supply chain manager • Production analyst • Schedule coordinator • Production manager • Industrial engineer • Purchasing manager • Inventory manager • Quality manager Student Slides 1-10
  • 11. Decision Making  Most operations decisions involve many alternatives that can have quite different impacts on costs or profits  Typical operations decisions include:  What: What resources are needed, and in what amounts?  When: When will each resource be needed? When should the work be scheduled? When should materials and other supplies be ordered?  Where: Where will the work be done?  How: How will he product or service be designed? How will the work be done? How will resources be allocated?  Who: Who will do the work? 1-11 Student Slides
  • 12. Historical Evolution of OM • Industrial Revolution • Scientific Management • Human Relations Movement • Decision Models and Management Science • Influence of Japanese Manufacturers Student Slides 1-12
  • 13. Key Issues for Operations Managers Today • Economic conditions • Innovating • Quality problems • Risk management • Competing in a global economy 1-13 Student Slides
  • 14. The Need for Supply Chain Management • In the past, organizations did little to manage the supply chain beyond their own operations and immediate suppliers which led to numerous problems: – Oscillating inventory levels – Inventory stockouts – Late deliveries – Quality problems Student Slides 1-14