This document provides an overview of an operations management course. The 3-credit course aims to help students understand key concepts in productions operations management, including historical developments, scientific nature, importance, limitations, and relationships to other fields. It will cover topics like raw materials management, product design, equipment, suppliers, and market research. The course is divided into chapters that will define operations management, examine the nature and objectives of operations, and compare manufacturing and service operations. It will also explore decision making, global operations, the evolution of the field, and contemporary issues.
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ADRESSING THE TRIPLE BOTTOM-LINE: THE HOLISTIC DETECON TRANSFORMATION APPROACH FOR INTEGRAL BUSINESS
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Presentation delivered at the Women in Finance Conference, South Africa.
The presentation deals with Integrated Sustainability Reporting, South Africa, 2010.
ADRESSING THE TRIPLE BOTTOM-LINE: THE HOLISTIC DETECON TRANSFORMATION APPROACH FOR INTEGRAL BUSINESS
Global trends and transformations in society and the environment are having an increasingly important impact on companies and their business processes. If they are to meet successfully the social, technological, and environmental challenges facing them, companies must rethink their current business models, structures, and methods and adapt them to changes in general conditions. Detecon interprets corporate responsibility as the productive utilization of integrated management and technology know-how from a commercial and social viewpoint.
The Detecon Approach helps
Integral Transformation Process
Detecon Approach: Integral Business Model
The Detecon approach helps companies to assume and integrate varying viewpoints. Being able to respond appropriately to global trends and changes requires an integral transformation process. Companies collaborate with and for their employees, customers, society, and the environment to develop new ideas and solutions.
Transformation and Optimization at the Forefront
The Detecon services in the area of “Integral Business” encompass a broad range of subjects in which transformation and optimization represent the key fields of action.
When it comes to transformation, Detecon consultants keep their eye on in-company as well as cross-company transformations which have social impact.
During optimization, Detecon supports companies as they strive to meet targets for reductions in energy consumption and CO2 emissions, to improve their responsible supply chain, and to increase efficiency in telecommunications networks and computer centers.
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ENVIRONMENTAL FACTORS THAT INFLUENCES THE OPERATIONS OF THE BUSINESSprince koduah
INFORMATION ON THE VARIOUS ENVIRONMENTAL FACTORS THAT BRINGS ABOUT THE RISE AND FALL OF THE BUSINESS OPERATIONS IN RESPECT TO THE MAIN OBJECTIVE OF THE BUSINESS.
An Empirical Study on the Variables That Ensure Process Efficiency in the Log...inventionjournals
In this study, the purpose is to determine the Supplier Relations Efficiency, Supply Efficiency, Environmental Responsibility, Flexibility, Logistic Coordination, CRM (Customer Relations Management), Change Management, Order Processing, Innovation, and Communicative Skills, which are accepted as the prominent and basic factors in ensuring the process efficiencies of the logistic activities of the manufacturing companies located in Adıyaman, Gaziantep and Kilis in TRC1 Region. For this purpose, a scale consisting of 36 statements was used to collect data from 298 manufacturing companies in TRC1 Region Organized Industrial Zones. The One Way ANOVA Test was used in order to determine whether there are significant differences between the demographical variables of the companies. At the end of the analyses it was determined that there was a significant difference between the cities, sectors, the number of their employees and activity durations.
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2. OBJECTIVE OF THE COURSE
By the end of this course students will be able to:
Ø Understand the meaning of Productions Operations Management
Ø Highlight the historical development of Productions Operations
Management
Ø Describe the scientific nature of Productions Operations
Management
Ø Identify the importance and uses of Productions Operations
Management
Ø State the limitations of Productions Operations Management
Ø Differentiate the terms Operations Management & Productions
Management
Ø Relation of Operation Management fields with Human Resource
Management fields
Ø Describe Raw Materials Management, Product (Output) & Job
design.
Ø Processing steps used & Management control information’s for
Market researches.
Ø Describe Equipment (tools) & Suppliers.
21/04/2022
By Firehun A. 2
OM
3. CHAPTER ONE: NATURE OF
OPERATIONS MANAGEMENT (10 hours)
Introduction
Operation/Production is defined as “the step-
by-step conversion of one form of material into
another form through chemical or mechanical
process to create or enhance the utility of the
product to the user.”
Operations are that part of a business
organization that is responsible for producing
goods and/or services.
21/04/2022
By Firehun A. 3
OM
5. Business organizations have three basic
functional areas,
Ø Finance - is responsible for securing financial
resources
Ø Marketing - is responsible for assessing
consumer wants and needs, and selling and
promoting
Ø Operations -responsible for producing the goods
or providing the services
21/04/2022
By Firehun A. 5
OM
6. Definition of operation /production
management
Production management is the process of effectively
planning and regulating the operations of that part of an
enterprise which is responsible for the actual
transformation of materials into finished products
Operations management is the management of systems
or processes that create goods and/or provide services.
Operations and supply chains are intrinsically linked,
and no business organization could exist without both.
A supply chain is the sequence of organizations—their
facilities, functions, and activities that are involved in
producing and delivering a product or service.
21/04/2022
By Firehun A. 6
OM
7. Operation managers are concerned with planning,
organizing, and controlling the activities, which
affect human behavior through models.
Planning:- Activities that establishes a course of
action and guide future decision-making is
planning.
Organizing:- An activity that establishes a
structure of tasks and authority
Controlling:- Activities that assure the actual
performance in accordance with planned
performance.
21/04/2022
By Firehun A. 7
A Framework for Managing Operations
9. Operations Management overview
Operations management is
qImportant- since it is concerned with creating
the services and products upon which we all
depend.
qExciting – since it is at the center of so many of
the changes affecting the business world.
qChallenging-since Promoting the creativity
which will allow organizations to respond to so
many changes is becoming the prime task of
OM
21/04/2022
By Firehun A. 9
OM
10. Operations Management Objectives
vQuality: goods and services that are
reliable and perform correctly.
vEfficiency: the amount of input to
produce a given output.
vResponsiveness to customers: actions
taken to respond to customer needs.
21/04/2022
By Firehun A. 10
OM
11. Scope of Operations Management
Following are the activities which are listed under
production and operations management functions:
Ø Product selection and design
Ø Process selection and planning
Ø Facilities (plant) location, Facilities layout and material
handling
Ø Capacity planning
Ø Production planning and control (PPC)
Ø Inventory control
Ø Quality assurance and control
Ø Work study and job design
Ø Cost reduction and cost control
Ø Forecasting 21/04/2022
By Firehun A. 11
OM
12. Managing Global Operations
The term ‘globalization’ describes businesses’
deployment of facilities and operations around
the world.
There are four developments, which have spurred
the trend toward globalization:
1. Improved transportation and communication
technologies;
2. Opened financial systems;
3. Increased demand for imports; and
4. Reduced import quotas and other trade barriers.
21/04/2022
By Firehun A. 12
OM
13. Managing global operations would focus on the
following key issues:
Ø To associate global historical events to key drivers in global
operations from different perspectives.
Ø To develop criteria for conceptualization and evaluation of
different global operations.
Ø To associate success and failure cases of global operations to
political, social, economic and technological environments.
Ø To envision trends in global operations.
Ø To develop an understanding of the world vision regardless of
their country of origin, residence or studies in a respectful way
of perspectives of people from different races, studies,
preferences, religion, politic affiliation, place of origin, etc.
21/04/2022
By Firehun A. 13
OM
14. Historical Evolution of Production and Operations
Management
For over two century’s operations and production
management has been recognized as an important
factor in a country’s economic growth. The
traditional view of manufacturing management
began in eighteenth century when Adam Smith
recognized the economic benefits of specialization of
labor.
In the early twentieth century, F.W. Taylor
implemented Smith’s theories and developed
scientific management. From then till 1930, many
techniques were developed prevailing the traditional
view. Production management becomes the
acceptable term from 1930s to 1950s. As F.W.
Taylor’s works become more widely known,
managers developed techniques that focused on
economic efficiency in manufacturing.
21/04/2022
By Firehun A. 14
OM
15. Workers were studied in great detail to eliminate
wasteful efforts and achieve greater efficiency. At the
same time, psychologists, socialists and other social
scientists began to study people and human behavior
in the working environment. In addition, economists,
mathematicians, and computer socialists contributed
newer, more sophisticated analytical approaches.
With the 1970s, emerge two distinct changes in our
views. The first most of these, reflected in the new
name operations management was a shift in the
service and manufacturing sectors of the economy.
As service sector became more prominent, the
change from ‘production’ to ‘operations’ emphasized
the broadening of our field to service organizations.
The second, more suitable change was the beginning
of an emphasis on synthesis, rather than just
analysis, in management practices.
21/04/2022
By Firehun A. 15
OM
16. Contemporary and core issues in Operations
management(operation today)
§ Service and Manufacturing (differences and implications)
§ Customer-Directed Operations
§ Time Reduction (Lean Operations)
§ Integration of Operations and Other Functions
§ Environmental Concerns
§ Supply Chain Management
§ Globalization of Operations
§ Economic conditions
§ Innovating
§ Quality problems
21/04/2022
By Firehun A. 16
OM
17. 1.3 Manufacturing operations and service
operations
Although goods and services often go hand in
hand, there are some very basic differences as
well as many similarities between the two that
impact the management of the goods portion
versus management of the service portion.
21/04/2022
By Firehun A. 17
OM
18. Production of goods results in a tangible
output, such as an automobile, eyeglasses, a golf
ball, a refrigerator—anything that we can see or
touch. It may take place in a factory, but it can
occur elsewhere. For example, farming and
restaurants produce non manufactured goods.
Delivery of service, on the other hand,
generally implies an act. A physician’s
examination, TV and auto repair, lawn care, and
the projection of a film in a theater are examples
of services.
21/04/2022
By Firehun A. 18
OM
19. The majority of service jobs fall into these categories:
Ø Professional services (e.g., financial, health care, legal).
Ø Mass services (e.g., utilities, Internet, communications).
Ø Service shops (e.g., tailoring, appliance repair, car wash, auto
repair/maintenance).
Ø Personal care (e.g., beauty salon, spa, barbershop).
Ø Government (e.g., Medicare, mail, social services, police, fire).
Ø Education (e.g., schools, universities).
Ø Food service (e.g., catering).
Ø Services within organizations (e.g., payroll, accounting, maintenance, IT,
HR, janitorial).
Ø Retailing and wholesaling.
Ø Shipping and delivery (e.g., truck, railroad, boat, air).
Ø Residential services (e.g., lawn care, painting, general repair, remodeling,
interior design).
Ø Transportation (e.g., mass transit, taxi, airlines, ambulance).
Ø Travel and hospitality (e.g., travel bureaus, hotels, resorts).
Ø Miscellaneous services (e.g., copy service, temporary help).
21/04/2022
By Firehun A. 19
OM
20. Manufacturing and service are often different in terms of
what is done but quite similar in terms of how it is done.
Consider these points of comparison:
ü Degree of customer contact
ü Labor content of jobs
ü Uniformity of inputs/outputs
ü Measurement of productivity
ü Quality assurance
ü Inventory
ü Wages
ü Ability to patent
ü Evaluation of output
21/04/2022
By Firehun A. 20
OM
21. Characteristics Goods Services
Output Tangible Intangible
Customer contact Low High
Labor content Low High
Uniformity of input High Low
Measurement of
productivity
Easy Difficult
Opportunity to
correct problems
High Low
Inventory Much Little
21/04/2022
By Firehun A. 21
22. Wages Narrow range
Wide range
Patentable Usually
Not usually
21/04/2022
By Firehun A. 22
OM
23. 1. 4 Operation Decision Making
The 10 decisions of OM that support missions and
implement strategies are as follows:-
1. Goods and service design
2. Quality
3. Process and capacity design
4. Location selection
5. Layout design
21/04/2022
By Firehun A. 23
OM
24. Within the operations function,
management decisions can be
divided into three broad areas:
ØStrategic (long-term) decisions
ØTactical (intermediate-term) decision
ØOperational planning and control(short-
term) decision
21/04/2022
By Firehun A. 24
OM
25. 1.5 Productivity Measuring
Productivity is a measure of how efficiently inputs are
converted to outputs
Productivity = output/input
v The use of just one resource input to measure
productivity, as shown above, is known as single-factor
productivity.
However, a broader view of productivity is multifactor
productivity, which includes all inputs (e.g., labor,
material, energy, capital).
v Partial Productivity Measure
Partial Productivity = unit produced/single
unit used
21/04/2022
By Firehun A. 25
OM
27. Measuring service sector
productivity is a unique challenge
ØTraditional measures focus on tangible
outcomes
ØService industries primarily produce
intangible outcomes
ØMeasuring intangibles is challenging
21/04/2022
By Firehun A. 27
OM
28. ASSIGNMENT
1. Identify the Classification of Production
System
2. Define each through discussing their basic
importance and limitation
3. Take one company that you or your
colleagues working for. Then Try to assess
the over all operational performance in
terms of Quality, Efficiency and
Responsiveness for its customer. And which
production system is implemented there?
21/04/2022
By Firehun A. 28
OM