The document discusses key concepts in operations management, including:
1. It provides an overview of operations management and its focus on transforming inputs into goods and services.
2. Operations managers are responsible for planning, organizing, staffing, leading, and controlling critical decisions around quality, process design, and more.
3. Productivity is a key challenge and is measured by comparing outputs to inputs using various factors like labor, capital, and management.
This document provides an overview of operations management and related topics. It discusses what operations managers do, including transforming inputs into outputs through various processes. The evolution of operations management is reviewed from craft production to modern concepts like lean production. Key events and innovators in operations management history are identified. The impact of e-business and globalization on operations is examined, including issues around competitiveness and productivity. Finally, primary topics in operations management are listed.
The document provides an overview of Total Quality Management (TQM) principles and processes for continuous improvement. It discusses Deming's 14 points for TQM and 7 deadly diseases. Steps for implementing TQM include obtaining management commitment, educating staff, focusing on customers, establishing improvement teams, and using tools like control charts. Benefits include reduced costs from fewer defects as well as improved customer satisfaction and employee engagement.
The document presents three case studies to illustrate quality management processes: 1) A regular office goer who improved his punctuality by analyzing and modifying his morning routine to match a punctual colleague. 2) An obese businessman who studied a fit person's lifestyle and modified his own unhealthy habits like irregular eating and lack of exercise. 3) A public toilet attendant who received an award for maintaining the cleanest toilet by implementing a process of cleaning every hour or half-hour and ensuring continuous supply of cleaning materials.
Evolution of production & operation managementFaizan Ahmad
The document summarizes the historical evolution of production and operation management from the 18th century to the present. It traces key developments such as Adam Smith's theories of specialization of labor in 1776, Frederick Taylor's scientific management principles from 1900, the development of operations research during World War 2, the introduction of computers and digital technology from the 1940s-1950s, and more recent incorporations of concepts like quality management, robotics, and CAD-CAM. The evolution has involved an increasing focus on integrating operations with overall business strategy and using analytical techniques and new technologies to improve productivity and quality over time.
This document summarizes the evolution of production systems from ancient times to the present. It describes how the cottage system was replaced by the factory system during the Industrial Revolution due to mechanization. It then outlines key developments like scientific management pioneered by Taylor, assembly lines popularized by Ford, and the human relations movement sparked by the Hawthorne Studies. The document concludes by noting how operations management has been influenced by developments like operations research, enterprise resource planning, and communication technologies.
The document discusses key concepts in operations management (OM) such as managing production of goods and services, the difference between OM and production management, the need for OM, major functions of OM, and examples of OM in companies like PepsiCo, Toyota, and others. It explains that OM aims to conduct all organizational operations efficiently and effectively through functions like procurement, quality management, inventory control, and more. Toyota is highlighted for its use of just-in-time production and flexible operations techniques to minimize costs and adapt to changing demand through efficient OM.
Product Vs Service
Concept of Production
Scope of POM
Transformation Process
Product Design & Product Process
History of POM
Issues in POM
Product Design / Process
This document provides an overview of operations management and related topics. It discusses what operations managers do, including transforming inputs into outputs through various processes. The evolution of operations management is reviewed from craft production to modern concepts like lean production. Key events and innovators in operations management history are identified. The impact of e-business and globalization on operations is examined, including issues around competitiveness and productivity. Finally, primary topics in operations management are listed.
The document provides an overview of Total Quality Management (TQM) principles and processes for continuous improvement. It discusses Deming's 14 points for TQM and 7 deadly diseases. Steps for implementing TQM include obtaining management commitment, educating staff, focusing on customers, establishing improvement teams, and using tools like control charts. Benefits include reduced costs from fewer defects as well as improved customer satisfaction and employee engagement.
The document presents three case studies to illustrate quality management processes: 1) A regular office goer who improved his punctuality by analyzing and modifying his morning routine to match a punctual colleague. 2) An obese businessman who studied a fit person's lifestyle and modified his own unhealthy habits like irregular eating and lack of exercise. 3) A public toilet attendant who received an award for maintaining the cleanest toilet by implementing a process of cleaning every hour or half-hour and ensuring continuous supply of cleaning materials.
Evolution of production & operation managementFaizan Ahmad
The document summarizes the historical evolution of production and operation management from the 18th century to the present. It traces key developments such as Adam Smith's theories of specialization of labor in 1776, Frederick Taylor's scientific management principles from 1900, the development of operations research during World War 2, the introduction of computers and digital technology from the 1940s-1950s, and more recent incorporations of concepts like quality management, robotics, and CAD-CAM. The evolution has involved an increasing focus on integrating operations with overall business strategy and using analytical techniques and new technologies to improve productivity and quality over time.
This document summarizes the evolution of production systems from ancient times to the present. It describes how the cottage system was replaced by the factory system during the Industrial Revolution due to mechanization. It then outlines key developments like scientific management pioneered by Taylor, assembly lines popularized by Ford, and the human relations movement sparked by the Hawthorne Studies. The document concludes by noting how operations management has been influenced by developments like operations research, enterprise resource planning, and communication technologies.
The document discusses key concepts in operations management (OM) such as managing production of goods and services, the difference between OM and production management, the need for OM, major functions of OM, and examples of OM in companies like PepsiCo, Toyota, and others. It explains that OM aims to conduct all organizational operations efficiently and effectively through functions like procurement, quality management, inventory control, and more. Toyota is highlighted for its use of just-in-time production and flexible operations techniques to minimize costs and adapt to changing demand through efficient OM.
Product Vs Service
Concept of Production
Scope of POM
Transformation Process
Product Design & Product Process
History of POM
Issues in POM
Product Design / Process
This document discusses factors that affect productivity in an organization. It identifies the main elements of productivity as labor, machines, systems, and delivery. It then examines various internal and external factors that can influence the productivity of each element. Internal factors for labor productivity include management, work environment, motivation, training, and career development. External labor factors include economic conditions, transportation, family responsibilities, health, and culture. The productivity of machines, systems, and delivery can also be affected by issues like technology, maintenance, operators, and infrastructure. Understanding these different factors is important for maximizing overall productivity.
Quality is central to operations in today's competitive market. It is difficult to define as it can mean different things. Factors an organization must consider to ensure quality include the design process, supplies, workforce skills, monitoring systems, and after-sales service. Volkswagen would need to consider the quality of materials and components, workforce commitment and skills, monitoring processes, and ability to meet deadlines.
Total Quality Management (TQM) is a philosophy and set of guiding principles for continuous improvement of processes within an organization. It focuses on customer satisfaction through an integrated system involving tools, techniques and training. The key concepts of TQM include management commitment, customer focus, quality at all levels, continuous process improvement, treating suppliers as partners, and performance measures. Important contributors to TQM include Shewhart, Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi. TQM aims to exceed customer needs now and in the future through conformance to requirements and prevention of non-conformance.
The document provides an introduction to operations management. It defines operations management as the management of the conversion process that transforms inputs like labor, capital, land and management into outputs of goods and services. It discusses the key components of an operations system including inputs, conversion processes, outputs, feedback and random fluctuations. It also distinguishes between manufacturing and service operations and explores different aspects of operations management like planning, organizing and controlling conversion processes.
This document discusses work study and method study techniques used in operations management. It defines work study as analyzing work methods to improve performance and establish productivity standards. Method study aims to develop improved work methods by systematically analyzing existing processes. The key steps of method study and work measurement techniques are outlined, along with their objectives of improving efficiency, reducing costs, and establishing performance benchmarks.
This document discusses competitiveness, strategy, and productivity. It defines key terms like strategy, tactics, and productivity. Strategy is important for competitiveness and involves setting goals and plans to achieve an organization's mission. Operations strategy must be linked to overall organizational strategy. Time-based and quality strategies are discussed. Productivity is defined as a ratio of outputs to inputs and can be improved through methods like developing measures, determining bottlenecks, and setting reasonable goals.
Performance measurement is the sixth concept of Total Quality Management and plays an important role in business success or failure. Performance measures quantitatively indicate how products, services, and processes are performing. They help understand, manage, and improve an organization. Measures show how well goals are being met, customer satisfaction, process control, and where improvements are needed. Performance measurement aims to achieve conformance to customer requirements through prevention, detection, efficiency, and effectiveness. It involves planning goals, detecting deviations, and restoring performance in a continuous cycle of improvement.
This document discusses organizational behavior and personality. It defines organizational behavior as understanding, predicting, and managing human behavior in organizations to achieve goals. Personality is described as relatively permanent characteristics that make individuals unique. Several approaches to understanding personality are discussed, including trait, learning, and social cognitive approaches. The "Big Five" model of personality traits - openness, conscientiousness, extraversion, agreeableness, and neuroticism - is also summarized. Attitudes and major job attitudes like job satisfaction, involvement, and commitment are defined. Sensation versus perception and components of attitudes are also outlined.
The document traces the historical development of major management theories from the Industrial Revolution to modern times. It discusses early theorists like Adam Smith and developments like the cotton gin. It then summarizes scientific management theorists like Taylor who applied scientific principles to work. Next it covers the human relations movement and theorists like Mayo who studied how social factors impact work. Other topics summarized include management functions developed by Gulick and Fayol, and later quality management theories like Total Quality Management proposed by Deming.
This document discusses approaches to managing quality. It defines quality as meeting customer needs and expectations. Quality control focuses on inspection to detect defects, while quality assurance aims to prevent defects by building quality into processes. Total quality management (TQM) is an organization-wide approach that emphasizes continuous improvement through workforce involvement. While TQM can motivate workers and reduce waste, it also requires substantial resources and strong leadership. The document compares quality control, quality assurance, and TQM and outlines the costs of poor quality for businesses.
Feigenbaum's Philosophy on Total Quality ManagementPiyush Tripathi
Armand Vallin Feigenbaum (April 6, 1922 – November 13, 2014) was an American quality control expert and businessman. He devised the concept of Total Quality Control which inspired Total Quality Management (TQM).
This document discusses planning, forecasting, goals, objectives and strategies. It explains that planning provides a method for identifying objectives and designing activities to achieve objectives. Forecasting is important for planning and there are qualitative and quantitative forecasting methods described, including the Delphi method. Goals and objectives clarify the mission and how it will be achieved, with objectives being specific, measurable, attainable, realistic and time-bound. Strategies suggest ways to achieve goals and objectives.
The document provides an overview of operations management concepts including:
- The 10 decision areas of operations management including product/service design, quality, and capacity planning.
- Different types of production systems such as job shop, batch, and mass production and factors to consider when selecting a process.
- Key facility location factors and the general procedure for evaluating location alternatives.
In this presentation, we will discuss the concept of quality management with specific importance on quality assurance, quality control and different views of quality, types of quality, levels of quality and quality determinants. We will also talk about the industrial revolution and beginning of quality control methods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
This document provides an introduction to management and organizations. It defines management and discusses the evolution of management approaches. It also outlines different types of business organizations and the internal and external factors that shape organizational culture and environment. Finally, it discusses current trends in management such as knowledge management, participative leadership, and managing change.
The document discusses various concepts related to capacity management. It defines capacity and explains strategic capacity planning. It discusses different time horizons for capacity planning - long range, intermediate range, and short range. It explains concepts like capacity utilization, best operating level, economies and diseconomies of scale. It also covers learning curves, types of learning, decision trees, and considerations for capacity analysis and determining capacity requirements. Finally, it discusses some key differences for capacity planning for services compared to manufacturing.
This document provides an overview of operations and supply chain management. It discusses how operations managers transform inputs into outputs through physical, locational, exchange, physiological or informational processes. The document then traces the evolution of operations management from craft production to modern concepts like lean production and supply chain management. It also outlines how operations strategy and a balanced scorecard can help deploy corporate strategy throughout an organization.
The document provides an overview of operations management concepts including:
1) It defines operations management as managing the processes that transform inputs into outputs in the form of goods and services.
2) It discusses the differences between goods and services, noting services are intangible, produced and consumed simultaneously, and have inconsistent quality definitions.
3) It outlines 10 critical decision areas operations managers must address such as design, quality management, and supply chain management.
This document discusses factors that affect productivity in an organization. It identifies the main elements of productivity as labor, machines, systems, and delivery. It then examines various internal and external factors that can influence the productivity of each element. Internal factors for labor productivity include management, work environment, motivation, training, and career development. External labor factors include economic conditions, transportation, family responsibilities, health, and culture. The productivity of machines, systems, and delivery can also be affected by issues like technology, maintenance, operators, and infrastructure. Understanding these different factors is important for maximizing overall productivity.
Quality is central to operations in today's competitive market. It is difficult to define as it can mean different things. Factors an organization must consider to ensure quality include the design process, supplies, workforce skills, monitoring systems, and after-sales service. Volkswagen would need to consider the quality of materials and components, workforce commitment and skills, monitoring processes, and ability to meet deadlines.
Total Quality Management (TQM) is a philosophy and set of guiding principles for continuous improvement of processes within an organization. It focuses on customer satisfaction through an integrated system involving tools, techniques and training. The key concepts of TQM include management commitment, customer focus, quality at all levels, continuous process improvement, treating suppliers as partners, and performance measures. Important contributors to TQM include Shewhart, Deming, Juran, Feigenbaum, Ishikawa, Crosby and Taguchi. TQM aims to exceed customer needs now and in the future through conformance to requirements and prevention of non-conformance.
The document provides an introduction to operations management. It defines operations management as the management of the conversion process that transforms inputs like labor, capital, land and management into outputs of goods and services. It discusses the key components of an operations system including inputs, conversion processes, outputs, feedback and random fluctuations. It also distinguishes between manufacturing and service operations and explores different aspects of operations management like planning, organizing and controlling conversion processes.
This document discusses work study and method study techniques used in operations management. It defines work study as analyzing work methods to improve performance and establish productivity standards. Method study aims to develop improved work methods by systematically analyzing existing processes. The key steps of method study and work measurement techniques are outlined, along with their objectives of improving efficiency, reducing costs, and establishing performance benchmarks.
This document discusses competitiveness, strategy, and productivity. It defines key terms like strategy, tactics, and productivity. Strategy is important for competitiveness and involves setting goals and plans to achieve an organization's mission. Operations strategy must be linked to overall organizational strategy. Time-based and quality strategies are discussed. Productivity is defined as a ratio of outputs to inputs and can be improved through methods like developing measures, determining bottlenecks, and setting reasonable goals.
Performance measurement is the sixth concept of Total Quality Management and plays an important role in business success or failure. Performance measures quantitatively indicate how products, services, and processes are performing. They help understand, manage, and improve an organization. Measures show how well goals are being met, customer satisfaction, process control, and where improvements are needed. Performance measurement aims to achieve conformance to customer requirements through prevention, detection, efficiency, and effectiveness. It involves planning goals, detecting deviations, and restoring performance in a continuous cycle of improvement.
This document discusses organizational behavior and personality. It defines organizational behavior as understanding, predicting, and managing human behavior in organizations to achieve goals. Personality is described as relatively permanent characteristics that make individuals unique. Several approaches to understanding personality are discussed, including trait, learning, and social cognitive approaches. The "Big Five" model of personality traits - openness, conscientiousness, extraversion, agreeableness, and neuroticism - is also summarized. Attitudes and major job attitudes like job satisfaction, involvement, and commitment are defined. Sensation versus perception and components of attitudes are also outlined.
The document traces the historical development of major management theories from the Industrial Revolution to modern times. It discusses early theorists like Adam Smith and developments like the cotton gin. It then summarizes scientific management theorists like Taylor who applied scientific principles to work. Next it covers the human relations movement and theorists like Mayo who studied how social factors impact work. Other topics summarized include management functions developed by Gulick and Fayol, and later quality management theories like Total Quality Management proposed by Deming.
This document discusses approaches to managing quality. It defines quality as meeting customer needs and expectations. Quality control focuses on inspection to detect defects, while quality assurance aims to prevent defects by building quality into processes. Total quality management (TQM) is an organization-wide approach that emphasizes continuous improvement through workforce involvement. While TQM can motivate workers and reduce waste, it also requires substantial resources and strong leadership. The document compares quality control, quality assurance, and TQM and outlines the costs of poor quality for businesses.
Feigenbaum's Philosophy on Total Quality ManagementPiyush Tripathi
Armand Vallin Feigenbaum (April 6, 1922 – November 13, 2014) was an American quality control expert and businessman. He devised the concept of Total Quality Control which inspired Total Quality Management (TQM).
This document discusses planning, forecasting, goals, objectives and strategies. It explains that planning provides a method for identifying objectives and designing activities to achieve objectives. Forecasting is important for planning and there are qualitative and quantitative forecasting methods described, including the Delphi method. Goals and objectives clarify the mission and how it will be achieved, with objectives being specific, measurable, attainable, realistic and time-bound. Strategies suggest ways to achieve goals and objectives.
The document provides an overview of operations management concepts including:
- The 10 decision areas of operations management including product/service design, quality, and capacity planning.
- Different types of production systems such as job shop, batch, and mass production and factors to consider when selecting a process.
- Key facility location factors and the general procedure for evaluating location alternatives.
In this presentation, we will discuss the concept of quality management with specific importance on quality assurance, quality control and different views of quality, types of quality, levels of quality and quality determinants. We will also talk about the industrial revolution and beginning of quality control methods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
This document provides an introduction to management and organizations. It defines management and discusses the evolution of management approaches. It also outlines different types of business organizations and the internal and external factors that shape organizational culture and environment. Finally, it discusses current trends in management such as knowledge management, participative leadership, and managing change.
The document discusses various concepts related to capacity management. It defines capacity and explains strategic capacity planning. It discusses different time horizons for capacity planning - long range, intermediate range, and short range. It explains concepts like capacity utilization, best operating level, economies and diseconomies of scale. It also covers learning curves, types of learning, decision trees, and considerations for capacity analysis and determining capacity requirements. Finally, it discusses some key differences for capacity planning for services compared to manufacturing.
This document provides an overview of operations and supply chain management. It discusses how operations managers transform inputs into outputs through physical, locational, exchange, physiological or informational processes. The document then traces the evolution of operations management from craft production to modern concepts like lean production and supply chain management. It also outlines how operations strategy and a balanced scorecard can help deploy corporate strategy throughout an organization.
The document provides an overview of operations management concepts including:
1) It defines operations management as managing the processes that transform inputs into outputs in the form of goods and services.
2) It discusses the differences between goods and services, noting services are intangible, produced and consumed simultaneously, and have inconsistent quality definitions.
3) It outlines 10 critical decision areas operations managers must address such as design, quality management, and supply chain management.
Si pi, yohanes agung nugroho, hapzi ali, sistem informasi, isu etika, sosia...Yohanes Agung Nugroho
Sistem informasi dan teknologi informasi membawa tantangan baru terhadap isu-isu etika, sosial, dan politik seperti privasi, kepemilikan hak, dan akuntabilitas. Dokumen ini membahas prinsip-prinsip etika yang dapat digunakan sebagai pedoman dan cara melindungi privasi dan hak kekayaan intelektual di era digital.
The document provides an overview of operations management, including its historical development and importance. It discusses key milestones like the Industrial Revolution, scientific management, and growth of the service sector. It also outlines different ways to study operations management, such as viewing production as a system and making strategic, operating, and control decisions.
Presentation on time study of apparel industryTanmoy Antu
This document discusses the importance of time studies for improving productivity in the garments industry in Bangladesh. It provides an overview of a garments company called KB Apparels Ltd and describes how they implemented time studies on the processes for making T-shirts and athletic shirts. The time studies identified bottlenecks in the processes and areas where line speeds needed to be balanced. Recommendations included assigning more skilled operators to bottleneck areas and quick responses from workers to meet production targets.
This document provides an introduction to operations research. It discusses how operations research uses quantitative methods and mathematical modeling to help solve complex problems in engineering and management. Some key points covered include:
- Operations research originated from efforts during World War II to apply scientific methods to military problems.
- It involves constructing mathematical models of real-world systems and using analytical techniques like linear programming to derive optimal solutions.
- Common applications include production and distribution planning, investment analysis, and facility layout.
- The modeling process involves formulating the problem, developing and testing a model, and implementing the results.
- Operations research has helped many organizations save millions of dollars by optimizing resource allocation and other business decisions.
This document outlines the key topics that will be covered in a chapter on operations management. It includes an introduction to operations management and what operations managers do. It also discusses the importance of operations, productivity and social responsibility. Additionally, it provides learning objectives for understanding production, services, measuring productivity and career opportunities in operations management. The document uses examples like Hard Rock Cafe to illustrate operations management concepts.
The document discusses the Magna Carta of Women, a comprehensive Philippine law that seeks to eliminate discrimination against women. It recognizes, protects, and promotes the rights of Filipino women, especially those in marginalized sectors. The law prohibits any gender-based distinction, exclusion, or restriction that impairs women's equal enjoyment of human rights. It also bans any act or practice that directly or indirectly limits women's rights or access to opportunities. Under the Magna Carta, all rights in the Philippine Constitution and international treaties ratified by the Philippines are considered rights of women, free from discrimination.
MBA | QA II | Overview | Operations Research Part 1BHAVIKA KADIYA
Operations research (OR) is an interdisciplinary field that uses advanced analytical methods to help make better decisions. It originated during World War II to help with military operations and has since expanded to business applications. OR takes a scientific approach to decision-making by building mathematical models, collecting data, and using techniques like linear programming, simulation, and queuing theory to optimize resources and minimize costs. While it provides improved decision-making, OR has limitations such as computational requirements, accounting for non-quantitative factors, and implementation challenges.
This document summarizes various metal working processes including hot and cold working. It discusses bulk deformation processes like rolling, forging, extrusion and drawing which involve significant deformation of the starting workpiece. Rolling is described as reducing thickness between two rotating cylinders. Extrusion forces metal to flow through a die to take its shape. Drawing pulls wire through progressively smaller dies. Forging compresses metal between dies to impart shapes. The document also covers sheet metal working processes like bending, drawing and shearing which are performed on metal with a high surface area to volume ratio using punch and die tools.
Operations management of South West AirlinesGaurav Asthana
Southwest Airlines is a major U.S. airline established in 1967 that has become the world's largest low-cost carrier. It is headquartered in Dallas, Texas and operates flights to 60 cities across 30 states, focusing on offering low fares and reliable service. Southwest pioneered an efficient operations model centered around quick aircraft turnarounds of 15 minutes or less, point-to-point routes, and standardizing its fleet on the Boeing 737 to keep costs low. This approach has allowed Southwest to enjoy over 30 consecutive years of profitability.
Operational research (OR) is the scientific approach to problem solving and decision making. It involves modeling complex real-world situations and using analytical methods to evaluate solutions and help decision makers choose optimal alternatives. Some key OR techniques include linear programming, simulation, and data analysis. OR has been successfully applied in many fields like transportation, manufacturing, healthcare, and the airline industry to improve efficiency, maximize profits, and aid strategic planning. The document provides an overview of OR methodology, history, applications, and examples of its use.
This document provides an introduction and overview of production and operations management. It discusses:
1) The historical evolution of production and operations management from Adam Smith's theories in the 18th century to more modern developments.
2) Key concepts including the definition of production as the transformation of inputs into outputs with value added at each stage.
3) The components and characteristics of a production system, and classifications including job shop, batch, mass and continuous production systems.
Operations research (OR) began during World War II when scientists applied analytical methods to solve complex military problems. Since then, OR has expanded to help organizations with strategic decision-making. OR uses interdisciplinary teams and quantitative techniques like linear programming to build mathematical models of systems. These models help optimize resource allocation and identify optimal solutions. OR aims to improve systems through objective, data-driven analysis and continues providing value as new problems emerge over time.
This document provides an introduction to operations management and capacity planning. It discusses key concepts such as the three main functions of business organizations (finance, marketing, operations), the production process of transforming inputs to outputs, and differences between production of goods versus delivery of services. It also covers topics like measuring and improving productivity, factors that affect productivity, and importance of capacity planning and defining capacity. The document aims to give students an overview of fundamental operations management principles.
This document summarizes Hard Rock Cafe's process for selecting new cafe locations. It discusses evaluating factors like demographics, economic indicators, political risk, and real estate markets. Cities are rated based on weighting each factor by importance. The example shows City A receiving the highest rating of 80.5 out of 100.
Hard Rock puts significant effort into location analysis because it is an important long-term decision that impacts costs and operations. The location determines supplier relationships, available employees, target customer types, and the legal/political/economic environment. Hard Rock also prefers franchising cafes when there are risk factors that vary by location, to allow for flexibility and rapid expansion without large capital outlays.
Hard Rock Cafe has expanded globally since opening its first location in 1971 in London. It now has over 175 locations across 55 countries. Hard Rock Cafe follows a multidomestic strategy, using its existing domestic model globally but operating through franchises, joint ventures, and subsidiaries in other countries. This allows it to tailor its business to local responsiveness needs while maintaining global brand recognition and economies of scale through standardization. Its strategy has been successful in combining music, international locations, globally branded merchandise, and attention to each guest's experience to become one of the top 10 recognized brands worldwide.
1) The document provides data on production rates, setup costs, machine times, and failure probabilities for multiple production problems. It asks the reader to calculate economic order quantities, production rates, total costs, and other metrics.
2) Specific calculations include determining EOQ, production rates given changes in efficiency or capacity, optimal production setup based on costs, and expected annual maintenance costs given failure probabilities.
3) Multiple choice questions are included at the end for practice.
This chapter aims to provide basic backgrounds of different types of machining processes and highlights on an understanding of important parameters which affects machining of metals with their chip removals.
Metal cutting or Machining is the process of producing workpiece by removing unwanted material from a block of metal. in the form of chips. This process is most important since almost all the products get their final shape and size by metal removal. either directly or indirectly.
The major drawback of the process is loss of material in the form of chips. In this chapter. we shall have a fundamental understanding of the basic metal process.
The document provides an outline for an operations management chapter that covers key topics such as:
- What operations management is and what operations managers do
- The history and heritage of operations management including significant contributors like Taylor, Ford, and Deming
- Differences between producing goods versus services
- Key decisions that operations managers must make regarding issues like quality, process design, and scheduling
- Growth of the services sector in modern economies
The document discusses key concepts in operations management including defining OM, distinguishing between goods and services, and explaining productivity and its measurement. It covers the critical decisions OM managers make, trends in the field, and strategies to improve productivity, noting that productivity increases are needed for economic growth. Labor, capital, and management each contribute to about 10%, 38%, and 52% of annual productivity gains respectively.
The document discusses key concepts in operations management including defining OM, distinguishing between goods and services, and explaining productivity and its measurement. It covers the critical decisions OM managers make, trends in OM, and factors that influence productivity. Productivity is the ratio of outputs to inputs and can be improved through variables like labor, capital, management skills, and technology.
Manajemen operasi adalah sistem manajemen yang terintegrasi dari input sampai dengan output untuk menghasilkan suatu produk baik produk jasa atau produk yang sifatnya intangible.
This document provides an overview of operations management. It defines operations management as the set of activities that creates value by transforming inputs into outputs in the form of goods and services. It discusses the essential functions of production/operations, marketing, and finance/accounting in organizations. Key decisions for operations managers are also outlined, including design of goods/services, quality management, capacity and process design, inventory management and scheduling. The document traces the history and evolution of operations management concepts.
This document provides an outline and overview of Chapter 1 from the textbook "Operations Management 10th Edition" by Jay Heizer and Barry Render. The chapter introduces operations management and discusses its importance. Key topics covered include defining OM and its functions, organizational charts of different industries, decisions made by OM, and trends in OM like globalization. It also contrasts characteristics of goods versus services, and the growth of the services sector. Productivity and its measurement are explained. Significant historical figures and events that shaped the development of OM are presented.
This document outlines the key topics and learning objectives covered in an operations management textbook. It includes an overview of operations management, its history and importance, differences between goods and services, and how operations managers make critical decisions. The document also profiles influential figures in operations management history like Eli Whitney, Frederick Taylor, and W. Edwards Deming and how their work contributed to the discipline. It concludes by comparing characteristics of goods versus services industries.
This document provides an overview of key concepts in operations management including:
1) Defining operations management and its focus on transforming inputs into outputs through value-adding activities.
2) Discussing how operations management affects other business functions and the importance of integrating strategies.
3) Outlining 10 critical strategic decisions in operations management related to design of operations and management of operations.
3 BA Rev Advance-Operations-Management-2022-A (1).pptxjuanmartinguasch
a presentation on Advance Operations Management; its importance, scope and functions; the four V's of Operations Management; ten decision areas of operations management; design goods and services, process and capacity design, location strategy
The document discusses key concepts in production management including productivity, factors that impact productivity, and techniques to improve labor productivity. It defines productivity and provides examples of how it can be measured at different levels. It also outlines traditional and modern techniques for improving labor productivity, materials productivity, machine productivity, and overall productivity.
This document provides an overview of operations management. It defines operations management as the set of activities that create value through transforming inputs into outputs. Key concepts discussed include the four main organizational functions, why studying operations management is important, a brief history of the field, and examples of critical decisions operations managers must make. Productivity is also addressed, including how it is measured and its importance for improving standards of living. The document notes how challenges in operations management have changed over time due to various factors, with current focuses including ethics, globalization, sustainability, and supply chain partnering.
This document is a PowerPoint presentation that outlines the key topics to be covered in a chapter on operations and productivity. The presentation covers the definition of operations management and how organizations are structured. It discusses important historical contributors to operations management such as Eli Whitney, Henry Ford, and W. Edwards Deming. Additionally, it compares characteristics of goods and services, noting the growth of the services sector. Productivity measurement and challenges are also outlined. The overall document provides an overview of the chapter's content and learning objectives.
Mba ii pmom_unit-1.1 introduction to production & operation management a - copyRai University
The document provides an overview of production and operations management concepts including mass production, assembly lines, and Toyota's production system. It discusses key events and individuals that shaped modern manufacturing approaches. Henry Ford introduced the moving assembly line which dramatically reduced costs for the Model T. Taiichi Ohno studied American mass production and developed Toyota's lean production system known as just-in-time to minimize waste. Toyota's approach focused on continuous improvement, eliminating defects rather than fixing them, and having production pulled by customer demand rather than pushed by production targets.
The document provides an overview of an operations management course being taught. It includes:
- An introduction to the course topics which will cover operations of goods and services, productivity measurement, and operations management tools.
- Rules for the class including attendance requirements, participation expectations, and consequences for misconduct.
- An assignment for students to work in groups to analyze problems at a local organization and propose solutions using operations management concepts.
- Descriptions of key operations management areas like process design, quality management, and inventory control that will be covered in the course.
The document provides an overview of AFSO21 (Air Force Strategic Operations for the 21st Century), which is the Air Force's methodology for continuous process improvement using lean principles. It discusses the history and principles of lean, defines waste, and explains tools like standard work, 6S, and problem solving. It also gives examples of process mapping and describes what an AFSO21 process improvement event would entail. The goal of AFSO21 is to eliminate waste, reduce costs and response times, and improve productivity across the Air Force.
Classification and Purpose of Production and Operations ManagementRaymund Sanchez
The document discusses operations management topics including:
1) The definition, history, and importance of operations management.
2) Key factors that affect productivity and ways to improve it.
3) How operations management relates to competitiveness and the importance of operational strategy.
4) An overview of different types of manufacturing and service systems.
Classification And Purpose Of Production And Operations Management 2324jasonhian
The document discusses operations management topics including:
1) The definition, history, and importance of operations management.
2) Key factors that affect productivity and ways to improve it, including developing measures, improving methods, and setting goals.
3) How operations management impacts competitiveness through factors like price, quality, flexibility and time.
4) Types of manufacturing and service systems and their components.
This document discusses the key concepts of operations management. It begins by introducing the group members presenting and defining operations management as the set of activities that creates value through transforming inputs into outputs. It then outlines the transformation process of operations management involving inputs, processes, and outputs. The document also discusses objectives of operations management including quality production and fulfilling stakeholder interests. Finally, it explores several operations management decisions at the strategic, tactical, and operational levels.
Operations management is the business function responsible for planning, coordinating, and controlling resources needed to produce a company's products and services. It has transformed over time from the industrial revolution to modern trends like supply chain management and e-commerce. The chapter outlines the role and decisions of operations management, differences between manufacturing and services, historical developments in OM from scientific management to total quality management, and how OM works closely with other business functions.
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8. What Is Operations Management? Production is the creation of goods and services Operations management is the set of activities that creates value in the form of goods and services by transforming inputs into outputs
18. Organizational Charts Manufacturing Operations Facilities: Construction:maintenance Production & inventory control Scheduling: materials control Supply-chain management Manufacturing Tooling, fabrication,assembly Design Product development and design Detailed product specifications Industrial engineering Efficient use of machines, space, and personnel Process analysis Development and installation of production tools and equipment Finance & Accounting Disbursements/credits Receivables Payables General ledger Funds Management Money market International exchange Capital requirements Stock issue Bond issues and recall Marketing Sales promotions Advertising Sales Market research
33. The Heritage of Operations Management Division of labor (Adam Smith 1776 and Charles Babbage 1852) Standardized parts (Whitney 1800) Scientific Management (Taylor 1881) Coordinated assembly line (Ford/Sorenson/Avery 1913) Gantt charts (Gantt 1916) Motion study (Frank and Lillian Gilbreth 1922 Quality control (Shewhart 1924; Deming 1950) Computer (Atanasoff 1938) CPM/PERT (DuPont 1957)
34. The Heritage of Operations Management - Continued Material requirements planning (Orlicky 1960) Computer aided design (CAD 1970) Flexible manufacturing system (FMS 1975) Baldrige Quality Awards (1980) Computer integrated manufacturing (1990) Globalization(1992) Internet (1995)
36. Frederick W. Taylor Born 1856; died 1915 Known as ‘father of scientific management’ In 1881, as chief engineer for Midvale Steel, studied how tasks were done Began first motion & time studies Created efficiency principles
37.
38. Frank & Lillian Gilbreth Frank (1868-1924); Lillian (1878-1972) Husband-and-wife engineering team Further developed work measurement methods Applied efficiency methods to their home & 12 children! (Book & Movie: “Cheaper by the Dozen,” book: “Bells on Their Toes”)
39. Henry Ford Born 1863; died 1947 In 1903, created Ford Motor Company In 1913, first used moving assembly line to make Model T Unfinished product moved by conveyor past work station Paid workers very well for 1911 ($5/day!) ‘ Make them all alike !’
40. W. Edwards Deming Born 1900; died 1993 Engineer & physicist Credited with teaching Japan quality control methods in post-WW2 Used statistics to analyze process His methods involve workers in decisions
46. Characteristics of Goods Tangible product Consistent product definition Production usually separate from consumption Can be inventoried Low customer interaction
47. Characteristics of Service Intangible product Produced & consumed at same time Often unique High customer interaction Inconsistent product definition Often knowledge-based Frequently dispersed
51. Goods Contain Services / Services Contain Goods Automobile Computer Installed Carpeting Fast-food Meal Restaurant Meal Auto Repair Hospital Care Advertising Agency Investment Management Consulting Service Counseling Percent of Product that is a Good Percent of Product that is a Service 0 25 50 75 100 25 50 75 100
52. Organizations in Each Sector – Table 1.4 Service Sector Example % of all Jobs Professional services, education, legal, medical New York City PS108, Notre Dame University, San Diego Zoo 24.3 Trade (retail, wholesale) Walgreen’s, Wal-Mart, Nordstroms 20.6 Utilities, transportation Pacific Gas & Electric, American Airlines, Santa Fe R.R, Roadway Express 7.2
53. Organizations in Each Sector – Table 1.4 Service Sector Example % of all Jobs Business & Repair Services Snelling & Snelling, Waste Management, Pitney-Bowes 7.1 Finance, Insurance, Real Estate Citicorp, American Express, Prudential, Aetna, Trammel Crow 6.5 Food, Lodging, Entertainment McDonald’s, Hard Rock Café, Motel 6, Hilton Hotels, Walt Disney Paramount Pictures 5.2 Public Administration U.S., State of Alabama, Cook County 4.5
54. Organizations in Each Sector – Table 1.4 Manufacturing Sector Example % of all Jobs General General Electric, Ford, U.S. Steel, Intel 14.8 Construction Bechtel, McDermott 7.0 Agriculture King Ranch 2.4 Mining Homestake Mining 0.4
55. Organizations in Each Sector – Table 1.4 Summary Sector % of all Jobs Service 75.4% Manufacturing 24.6%
56. Development of the Service Economy 1850 75 1900 25 50 75 2000 40 50 60 70 1970 75 80 85 90 95 2000 Percent United States Canada France Italy Britain Japan W Germany 1970 2000 Services Industry Farming 250 200 150 100 50 0 80 %70 60 50 40 30 20 10 0 U.S. Employment, % Share Services as a Percent of GDP U.S. Exports of Services In Billions of Dollars Year 2000 data is estimated
61. The Economic System Transforms Inputs to Outputs The economic system transforms inputs to outputs at about an annual 2.5% increase in productivity (capital 38% of 2.5%), labor (10% of 2.5%), management (52% of 2.5%) Land, Labor, Capital, Management Goods and Services Feedback loop Inputs Process Outputs
62. Typical Impact of Quality Improvement As productivity improved Costs were pared Wages increased Parts per man hour 95 100 105 110 115 Year A Year B Year C Cost per unit decreased $1.50 $1.75 $2.00 $2.25 Year A Year B Year C Average worker's annual cash compensation increased 24000 25000 26000 27000 Year A Year B Year C
63. Productivity Measure of process improvement Represents output relative to input Only through productivity increases can our standard of living improve Productivity Units produced Input used =
At this point: 1. Introduce yourself - your students are likely to want to know something about your qualifications and interests - overall, where you are coming from. 2. Have students introduce themselves. Ask why they are taking this class. If you are fortunate enough to have a Polaroid camera, take pictures of each student for later posting on a class “board” so both they and you get to know each other. 3. Discuss both choice of textbook and development of syllabus. 4. If you are expecting students to work in teams, at east introduce the choice of team members. If at all possible, have students participate in a team building or team study exercise. It works wonders. Most student have been told to work in teams in prior classes, but have never examined exactly what a team is and how it works. One hour spent in a team building/examination exercise saves many hours and avoids many problems later on.
Two additional points: 1. Any activity is an “operation” 2. No company produces only “goods” - service is a greater or lesser part of any product. (Discuss this in more detail later)
Here is the point at which you can add to your discussion of the three business functions. In an effort to encourage student participation, you might allow students to lead the discussion as to the nature of each function, while you lead the discussion as to the relationship of the individual functions to the larger business. Initiate a class discussion about how these functions expand as the firm grows and how new activities have become important (i.e., MIS and Human Resources)
One might ask students to consider: - marketing => deciding what is needed - finance => securing resources - operations => doing it! What are the limitations of this perspective?
Students can do the math! It may be useful to show a more detailed breakdown of cost-of-goods-sold, and illustrate the contribution to cost-of-goods sold of marketing, finance/accounting, and operations. It may also be helpful to use this data to introduce and illustrate fixed and variable costs and their relationship to net contribution.
This is the typical breakdown one finds in many business courses. It may be helpful to the students if you discuss each of these elements in relationship to something you or they have done. Work on a group project, for example, can provide a useful vehicle for the discussion.
Using this and subsequent slides, you might go through in more detail the decisions of Operations Management. While greater detail is provided by these slides than the earlier one, you may still decide to have the students contribute examples from their own experience.
Ask your students for input here. Look for positions that they or their parents have filled. You might also ask them (a) what positions they are seeking upon graduation; and (b) to “predict” how demand for workers in each of these areas is likely to change over time, and why. Finally, have them consider the skills required of the occupants of each position
You should stress that the time-based historical perspective is only one way to look at the development of Operations Management, outcome focus is another.
You might ask students why standardization is so important. If their answers do not raise the issue, here is a good time to introduce the concept of “setup.” Discussion of Whitney also raises issues of quality control, and even worker training.
Some students argue that Taylor’s main objective was to get more from the workers. You might discuss the difference between trying to get more out of the workers and trying to improve their efficiency.
There are several issues which can be raised here: - the individual nature of individuals (not everyone is suited to the same job) - how does one decide what is “proper” training? - perhaps “a poor workman blames his tools;” but a workman may only be as good as his tools - “a day’s pay for a day’s work” - what is a “day’s work”? How do we decide? How do we arrive at a monetary value for this day’s work?
Ask the students: So what? Get them to think about task performance at various levels of detail. - How does one determine the most efficient motions to be used? - How does one “balance” the performance of a task so that one limb does not bear an excessive load? - How can one “design a job” before actually performing a task? You might also wish to discuss the book and movies about the Gilbreths and their children.
Assembly lines are widely accepted and used. Are they actually “God’s gift to repetitive manufacturing?” Have students consider the Volvo experiment where teams were used to build automobiles.
Have students consider why Dr. Deming’s popularity was so great in Japan, but took such a long time to develop in the U.S.
Here you might try to make two points: - there are many contributions from outside the OM/business disciplines (one of the most important characteristics of an Operations Manager is the ability to work with or within multiple disciplines) - the greater contribution from the information sciences is not to make things occur faster (automation) but to enable the operations manager to look at problems from a different perspective.
Gives you a chance to summarize some of the critical events in the evolution of OM.
Use this and the subsequent slide to get students thinking about some of the changes taking place in OM. Try to help them understand both the causes of the changes and the implications. In particular, have them consider the role of information and of information technology.
You might pick a company that produces a physical product that will be familiar to the students, ask students to identify the product, and discuss its characteristics. Once the students have identified the physical characteristics of the product, you can ask “What other characteristics does the company believe its product possesses?” This question will often raise the issue of “service.” Companies which might it be helpful to consider include: Xerox - an information management company (not just copiers) McDonalds, Burger King, Wendys - either compare the viewpoints of the three companies, or contrast them to a gourmet restaurant Volkswagen versus Volvo, Mercedes or Rolls Royce.
Here it is probably useful to look to the students to identify both company and product. You might use the approach of taking one characteristic at a time and asking the students to identify a service that has that characteristic: Unique - wedding planning High customer interaction - health care Inconsistent definition - “consulting” etc.
At this point, you might approach this and the next several slides by asking students to identify a product (good or service as appropriate) that illustrates each characteristic. You might also ask them to identify products that violate one or more of these distinctions between goods and services.
This slide should help you make the point that a “product” is seldom only a “good” or only a “service” but usually includes some of each. You might also raise the point that as companies are reaching the limit of evolution of the physical (good), they are tending to add information (a service) to their product. Finally, it is important that the student be able to cite examples illustrating each of the ranges shown in the slide.
Have your students consider the U.S. Employment Services/Industry/Farming shares. What factors will ultimately act to limit changes in this graph. What about the other two graphs?
Ask your students to consider why the rate of growth of productivity in the U.S. is so low. As they identify factors, have them link these factors to the resources of capital, labor, and management. This may also be a good point at which to introduce the notions of efficiency (doing a job well), and effectiveness (doing the right job). It may be especially helpful to discuss the conditions under which efficiency or effectiveness becomes the more important.
This slide may help explain why an increasing productivity is so important if one wishes an increased standard of living.
The productivity discussion can continue with this slide. One question for students might be: Why is the present rate of productivity improvement in the U.S. less than in the period 1889 to 1973? You might also ask them to consider what happens as the rate of productivity improvement approaches zero. Does this simply mean that the standard of living ceases to rise, or are there more ominous manifestations?
This slide can be used to introduce multi-factor productivity.
Ask the students to think about why productivity is so difficult to measure. Have them identify several tasks or jobs, and help them identify some possible productivity measures. Ask them how they would go about making these measurements. Student and faculty productivity certainly provide examples that can generate discussion! You might ask your students if they believe “grades” measure student productivity.
Here again, faculty and student productivity make useful discussion generators. Students can certainly look at the role of both capital and management in the classroom - and they are likely to be able to tie the three productivity variables to the presentation or teaching methodologies of different faculty.
You might first ask students to consider the conditions under which each of the key variables is most important. Once the conditions are identified, you might list the conditions on the board or screen and ask students to develop a method for comparing various countries on the basis of these conditions. Where would they place the U.S.? Developing countries? Etc.
You might ask the students, how, in general, they might expect the figures shown in this graph to change over the next twenty years. In addition, initiate a discussion of how we have moved from “hunting and gathering” to “agriculture” to “manufacturing” to “service.”
You can use this slide to frame a discussion of service productivity. Ask students to provide examples of services having each characteristic. Once they have done this, ask if they can think of a way to overcome or change the characteristics for that service so as to increase productivity.