The document discusses the responsibilities and challenges of an operations manager. It outlines five key responsibilities: designing, managing, and improving the operations system based on processes, quality, quantity/capacity, inventory, and human resource management. Some challenges operations managers face include continuously improving processes to increase value for customers, managing quality through planning, control and improvement, ensuring proper capacity and inventory levels, and adapting to changing business needs.

1. RESPONSIBLITIES & CHALLENGES OF OPERATIONS MANAGER PRESENTED TO: PRESENTED BY: Mr. Deepak BuddhirajanNikitaJain Shyam Sundar Saroj Barar MEDICAPS INSTITUE OF TECHNOLOGY AND MANAGEMENT

4. Operations as a System Production System Conversion Subsystem Inputs Outputs Control Subsystem

5. Operations function The Transformation Model Input Transformed resources Environment Materials Information Customers Goods And services THE TRANSFORMATION PROCESS OUTPUT INPUT Facilities Staff Environment Input Transforming resources

6. RESPONSIBILITIES OF OPERATION MANAGER Designing the operations system Managing the operations system Improving the operations system. These three decisions are taken on the basis of other five key points, that are called Pillars or Parameters.

7. FIVE PARAMETERS The processes by which goods and services are produced. The quality of goods or services The quantity of goods or services (the capacity of operations) The stock of materials (inventory) needed to produce goods or services The management of human resources.

8. 8 PROCESS MANAGEMENT Planning the activities necessary to achieve high quality in business processes; Identifying opportunities for improving quality. Process simplification reduces opportunities for errors and rework. A process must be repeatable and measurable.

9. PROCESS IMPROVEMENT Customer loyalty is driven by delivered value. Delivered value is created by business processes. Sustained success in competitive markets require a business to continuously improve delivered value. To continuously improve value creation ability, a business must continuously improve its value creation processes.

10. EXAMPLE OF PROCESS IMPROVEMENT The Toyota Production System—had been widely credited for Toyota's sustained leadership in manufacturing performance. Toyota implemented Just-In-Time which relies on zero defects and hence continuous improvement! . What they deduced from this system is that it can be placed into five groups called the five zeros. These five zeros are, zero paper, zero inventories, zero downtime, zero defects and zero delay.

12. Quality control: Meeting quality goals during operations. Control parameters. Measuring the deviation and taking action.

14. 13 Example of Quality perspectives Judgmental perspective “Goodness of a product.” Examples of products attributing to this image: Rolex watches, Lexus cars. Product-based perspective “Function of a specific, measurable variable and that differences in quality reflect differences in quantity of some product attributes.” Example: Quality and price perceived relationship.

15. 14 Example of Quality perspectives User-based perspective “Fitness for intended use.” Individuals have different needs and wants, and hence different quality standards. Example – Nissan offering ‘dud’ models in US markets under the brand name Datson which the US customer didn’t prefer. Value-based perspective “Quality product is the one that is as useful as competing products and is sold at a lesser price.” US auto market – Incentives offered by the Big Three are perceived to be compensation for lower quality.

16. 15 Quality perspectives Manufacturing-based perspective “The desirable outcome of a engineering and manufacturing practice, or conformance to specification.” Engineering specifications are the key! Example: Coca-cola – “quality is about manufacturing a product that people can depend on every time they reach for it.”

17. QUANTITY/CAPACITY MANAGEMENT The capacity of a production unit (e.g. machine, factory) is its ability to produce or do that which the customer requires. In operations management, three types of capacity are: Potential Capacity The capacity that can be made available to influence the planning of senior management (e.g. in helping them to make decisions about overall business growth, investment etc). Immediate Capacity The amount of production capacity that can be made available in the short-term. This is the maximum potential capacity - assuming that it is used productively Effective Capacity Not all productive capacity is actually used or usable. It is important for production managers to understand what capacity is actually achievable.

19. Re-order time.

22. Changing Challenges for the Operations Manager

23. Changing Challenges for the Operations Manager

24. THANK YOU