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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.

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© 2006 Prentice Hall, Inc. 1 – 1 Operations Management UNIT 1 OPERATIONS MANAGEMENT © 2006 Prentice Hall, Inc. PowerPoint presentation to accompany Heizer/Render Principles of Operations Management, 6e Operations Management, 8e
© 2006 Prentice Hall, Inc. 1 – 2 Outline  Global Company Profile: Hard Rock Cafe  What Is Operations Management?  Organizing To Produce Goods And Services  Why Study OM?  What Operations Managers Do  How This Book Is Organized
© 2006 Prentice Hall, Inc. 1 – 3 Outline - Continued  The Heritage Of Operations Management  Operations In The Service Sector  Differences Between Goods And Services  Growth Of Services  Service Pay  Exciting New Trends In Operations Management
© 2006 Prentice Hall, Inc. 1 – 4 Outline - Continued  The Productivity Challenge  Productivity Measurement  Productivity Variables  Productivity And The Service Sector  Ethics And Social Responsibility
© 2006 Prentice Hall, Inc. 1 – 5 Learning Objectives When you complete this chapter, you should be able to: Identify or Define:  Production and productivity  Operations management (OM)  What operations managers do  Services
© 2006 Prentice Hall, Inc. 1 – 6 Learning Objectives When you complete this chapter, you should be able to: Describe or Explain :  A brief history of operations management  Career opportunities in operations management  The future of the discipline  Measuring productivity
© 2006 Prentice Hall, Inc. 1 – 7 The Hard Rock Cafe  First opened in 1971  Now – 110 restaurants in over 40 countries  Rock music memorabilia  Creates value in the form of good food and entertainment  3,500+ custom meals per day in Orlando  How does an item get on the menu?  Role of the Operations Manager
© 2006 Prentice Hall, Inc. 1 – 8 What Is Operations Management? Production is the creation of goods and services Operations management (OM) is the set of activities that creates value in the form of goods and services by transforming inputs into outputs
© 2006 Prentice Hall, Inc. 1 – 9 Organizing to Produce Goods and Services  Essential functions:  Marketing – generates demand  Production/operations – creates the product  Finance/accounting – tracks how well the organization is doing, pays bills, collects the money
© 2006 Prentice Hall, Inc. 1 – 10 Organizational Charts Operations Teller Scheduling Check Clearing Collection Transaction processing Facilities design/layout Vault operations Maintenance Security Finance Investments Security Real estate Accounting Auditing Marketing Loans Commercial Industrial Financial Personal Mortgage Trust Department Commercial Bank Figure 1.1(A)
© 2006 Prentice Hall, Inc. 1 – 11 Organizational Charts Operations Ground support equipment Maintenance Ground Operations Facility maintenance Catering Flight Operations Crew scheduling Flying Communications Dispatching Management science Finance/ accounting Accounting Payables Receivables General Ledger Finance Cash control International exchange Airline Figure 1.1(B) Marketing Traffic administration Reservations Schedules Tariffs (pricing) Sales Advertising
© 2006 Prentice Hall, Inc. 1 – 12 Marketing Sales promotion Advertising Sales Market research Organizational Charts Operations Facilities Construction; maintenance Production and inventory control Scheduling; materials control Quality assurance and 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 issue and recall Manufacturing Figure 1.1(C)
© 2006 Prentice Hall, Inc. 1 – 13 Why Study OM?  OM is one of three major functions (marketing, finance, and operations) of any organization  We want (and need) to know how goods and services are produced  We want to understand what operations managers do  OM is such a costly part of an organization
© 2006 Prentice Hall, Inc. 1 – 14 Options for Increasing Contribution Sales $100,000 $150,000 $100,000 $100,000 Cost of Goods – 80,000 – 120,000 – 80,000 – 64,000 Gross Margin 20,000 30,000 20,000 36,000 Finance Costs – 6,000 – 6,000 – 3,000 – 6,000 Subtotal 14,000 24,000 17,000 30,000 Taxes at 25% – 3,500 – 6,000 – 4,250 – 7,500 Contribution $ 10,500 $ 18,000 $ 12,750 $ 22,500 Finance/ Marketing Accounting OM Option Option Option Increase Reduce Reduce Sales Finance Production Current Revenue 50% Costs 50% Costs 20%
© 2006 Prentice Hall, Inc. 1 – 15 What Operations Managers Do  Planning  Organizing  Staffing  Leading  Controlling Basic Management Functions
© 2006 Prentice Hall, Inc. 1 – 16 Ten Critical Decisions Ten Decision Areas Chapter(s)  Service and product design 5  Quality management 6 6 Supplement  Process and capacity 7 design 7 Supplement  Location 8  Layout design 9  Human resources, 10 job design 10 Supplement  Supply-chain 11 management 11 Supplement  Inventory management 12, 14, 16  Scheduling 13, 15  Maintenance 17 Table 1.2
© 2006 Prentice Hall, Inc. 1 – 17 The Critical Decisions  Service and product design  What good or service should we offer?  How should we design these products and services?  Quality management  How do we define quality?  Who is responsible for quality? Table 1.2 (cont.)
© 2006 Prentice Hall, Inc. 1 – 18 The Critical Decisions  Process and capacity design  What process and what capacity will these products require?  What equipment and technology is necessary for these processes?  Location  Where should we put the facility?  On what criteria should we base the location decision? Table 1.2 (cont.)
© 2006 Prentice Hall, Inc. 1 – 19 The Critical Decisions  Layout design  How should we arrange the facility and material flow?  How large must the facility be to meet our plan?  Human resources and job design  How do we provide a reasonable work environment?  How much can we expect our employees to produce? Table 1.2 (cont.)
© 2006 Prentice Hall, Inc. 1 – 20 The Critical Decisions  Supply-chain management  Should we make or buy this component?  Who are our suppliers and who can integrate into our e-commerce program?  Inventory, material requirements planning, and JIT  How much inventory of each item should we have?  When do we re-order? Table 1.2 (cont.)
© 2006 Prentice Hall, Inc. 1 – 21 The Critical Decisions  Intermediate and short–term scheduling  Are we better off keeping people on the payroll during slowdowns?  Which jobs do we perform next?  Maintenance  Who is responsible for maintenance?  When do we do maintenance? Table 1.2 (cont.)
© 2006 Prentice Hall, Inc. 1 – 22 Where are the OM Jobs? Figure 1.2
© 2006 Prentice Hall, Inc. 1 – 23 Where are the OM Jobs?  Technology/methods  Facilities/space utilization  Strategic issues  Response time  People/team development  Customer service  Quality  Cost reduction  Inventory reduction  Productivity improvement
© 2006 Prentice Hall, Inc. 1 – 24 Significant Events in OM Figure 1.3
© 2006 Prentice Hall, Inc. 1 – 25 The Heritage of OM  Division of labor (Adam Smith 1776; 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)
© 2006 Prentice Hall, Inc. 1 – 26 The Heritage of OM  Computer (Atanasoff 1938)  CPM/PERT (DuPont 1957)  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)
© 2006 Prentice Hall, Inc. 1 – 27 Eli Whitney  Born 1765; died 1825  In 1798, received government contract to make 10,000 muskets  Showed that machine tools could make standardized parts to exact specifications Musket parts could be used in any musket
© 2006 Prentice Hall, Inc. 1 – 28 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 and time studies  Created efficiency principles
© 2006 Prentice Hall, Inc. 1 – 29 Taylor’s Principles  Matching employees to right job  Providing the proper training  Providing proper work methods and tools  Establishing legitimate incentives for work to be accomplished Management Should Take More Responsibility for:
© 2006 Prentice Hall, Inc. 1 – 30 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 and 12 children!  Book & Movie: “Cheaper by the Dozen,” book: “Bells on Their Toes”
© 2006 Prentice Hall, Inc. 1 – 31  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!) Henry Ford
© 2006 Prentice Hall, Inc. 1 – 32 W. Edwards Deming  Born 1900; died 1993  Engineer and physicist  Credited with teaching Japan quality control methods in post- WW2  Used statistics to analyze process  His methods involve workers in decisions
© 2006 Prentice Hall, Inc. 1 – 33 Contributions From  Human factors  Industrial engineering  Management science  Biological science  Physical sciences  Information science
© 2006 Prentice Hall, Inc. 1 – 34 New Challenges in OM  Global focus  Just-in-time  Supply chain partnering  Rapid product development, alliances  Mass customization  Empowered employees, teams To From  Local or national focus  Batch shipments  Low bid purchasing  Lengthy product development  Standard products  Job specialization
© 2006 Prentice Hall, Inc. 1 – 35 Characteristics of Goods  Tangible product  Consistent product definition  Production usually separate from consumption  Can be inventoried  Low customer interaction
© 2006 Prentice Hall, Inc. 1 – 36 Characteristics of Service  Intangible product  Produced and consumed at same time  Often unique  High customer interaction  Inconsistent product definition  Often knowledge-based  Frequently dispersed
© 2006 Prentice Hall, Inc. 1 – 37 Industry and Services as Percentage of GDP Services Manufacturing Australia Canada China Czech Rep France Germany Hong Kong Japan Mexico Russian Fed South Africa Spain UK US 90 − 80 − 70 − 60 − 50 − 40 − 30 − 20 − 10 − 0 −
© 2006 Prentice Hall, Inc. 1 – 38 Goods Versus Services Table 1.3 Can be resold Can be inventoried Some aspects of quality measurable Selling is distinct from production Product is transportable Site of facility important for cost Often easy to automate Revenue generated primarily from tangible product Attributes of Goods (Tangible Product) Attributes of Services (Intangible Product) Reselling unusual Difficult to inventory Quality difficult to measure Selling is part of service Provider, not product, is often transportable Site of facility important for customer contact Often difficult to automate Revenue generated primarily from the intangible service
© 2006 Prentice Hall, Inc. 1 – 39 Goods and Services Automobile Computer Installed carpeting Fast-food meal Restaurant meal/auto repair Hospital care Advertising agency/ investment management Consulting service/ teaching Counseling Percent of Product that is a Good Percent of Product that is a Service 100% 75 50 25 0 25 50 75 100% | | | | | | | | | Figure 1.4
© 2006 Prentice Hall, Inc. 1 – 40 Organizations in Each Sector Service Sector Example % of all Jobs Professional Services, Education, Legal, Medical Notre Dame University, San Diego Zoo, Arnold Palmer Hospital 25.5 Trade (retail, wholesale) Walgreen’s, Wal-Mart, Nordstrom’s 20.6 Utilities, Transportation Pacific Gas & Electric, American Airlines, Santa Fe R.R., Roadway Express 7.1 Table 1.4
© 2006 Prentice Hall, Inc. 1 – 41 Organizations in Each Sector Service Sector Example % of all Jobs Business and Repair Services Snelling and Snelling, Waste Management, Pitney-Bowes 6.9 Finance, Insurance, Real Estate Citicorp, American Express, Prudential, Aetna, Trammel Crow 6.7 Food, Lodging, Entertainment McDonald’s, Hard Rock Café, Motel 6, Hilton Hotels, Walt Disney, Paramount Pictures 5.4 Public Administration U.S., State of Alabama, Cook County 4.5 Table 1.4
© 2006 Prentice Hall, Inc. 1 – 42 Organizations in Each Sector Manufacturing Sector Example % of all Jobs General General Electric, Ford, U.S. Steel, Intel 13.3 Construction Bechtel, McDermott 7.1 Agriculture King Ranch 2.5 Mining Homestake Mining 0.4 Sector Percent of all jobs Service 76.7% Manufacturing 23.3% Table 1.4
© 2006 Prentice Hall, Inc. 1 – 43 Services Development of the Service Economy Figure 1.5 (A) Agriculture 100 90 80 70 60 50 40 30 20 10 0 1800 1850 1900 1950 2000
© 2006 Prentice Hall, Inc. 1 – 44 Development of the Service Economy Figure 1.5 (B) 30 – 25 – 20 – 15 – 10 – 5 – 0 – 1950 1970 1990 2010 – 150 – 125 – 100 – 75 – 50 – 25 – 0 Employment (millions) Index: 1997 = 100 Manufacturing employment Industrial production Estimate
© 2006 Prentice Hall, Inc. 1 – 45 Development of the Service Economy Figure 1.5 (C) United Sta Cana Fran It Brit Jap W. Germa 1970 2005 | | | | | 40 50 60 70 80 Percent
© 2006 Prentice Hall, Inc. 1 – 46 New Trends in OM Local or national focus Low-cost, reliable worldwide communication and transportation networks Global focus Batch (large) shipments Short product life cycles and cost of capital put pressure on reducing inventory Just-in-time shipments Low-bid purchasing Quality emphasis requires that suppliers be engaged in product improvement Supply- chain partners, Enterprise Resource Planning, e-commerce Figure 1.6 Past Causes Future
© 2006 Prentice Hall, Inc. 1 – 47 New Trends in OM Lengthy product development Shorter life cycles, Internet, rapid international communication, computer- aided design, and international collaboration Rapid product development, alliances, collaborative designs Standardized products Affluence and worldwide markets; increasingly flexible production processes Mass customization with added emphasis on quality Job specialization Changing socioculture milieu; increasingly a knowledge and information society Empowered employees, teams, and lean production Figure 1.6 Past Causes Future
© 2006 Prentice Hall, Inc. 1 – 48 New Trends in OM Low-cost focus Environmental issues, ISO 14000, increasing disposal costs Environmentally sensitive production, green manufacturing, recycled materials, remanufacturing Figure 1.6 Past Causes Future
© 2006 Prentice Hall, Inc. 1 – 49 Productivity Challenge Productivity is the ratio of outputs (goods and services) divided by the inputs (resources such as labor and capital) The objective is to improve this measure of efficiency Important Note! Production is a measure of output only and not a measure of efficiency
© 2006 Prentice Hall, Inc. 1 – 50 Feedback loop Outputs Goods and services Processes The U.S. economic system transforms inputs to outputs at about an annual 2.5% increase in productivity per year. The productivity increase is the result of a mix of capital (38% of 2.5%), labor (10% of 2.5%), and management (52% of 2.5%). The Economic System Inputs Labor, capital, management Figure 1.7
© 2006 Prentice Hall, Inc. 1 – 51 Increasing Productivity – The LA Motor Pool Before:  Cost $120 million annually  21,000 vehicles  30% of the 900 trash trucks were in repair  11% of police cars were in repair Actions:  Created team assignments  Assigned parking places for trucks  Tires checked and trucks emptied each night  Standard customer pickups established  Computerized fleet management  Mechanics moved to night shift
© 2006 Prentice Hall, Inc. 1 – 52 Increasing Productivity – The LA Motor Pool  Cost $120 million annually  21,000 vehicles  30% of the 900 garbage trucks were in repair  11% of police cars were in repair Before: Actions:  Creating team assignments  Assigned parking places for trucks  Tire checked and trucks emptied each night  Standard customer pickups established  Computerized fleet management  Mechanics moved to night shift Results:  Total fleet reduced by 500 vehicles  Parts inventory dropped 20% reducing cost by $5.4 million annually  Standardized pickups reduced costs by $12 million annually  Out of service garbage trucks dropped to 18%
© 2006 Prentice Hall, Inc. 1 – 53  Measure of process improvement  Represents output relative to input  Only through productivity increases can our standard of living improve Productivity Productivity = Units produced Input used
© 2006 Prentice Hall, Inc. 1 – 54 Productivity Calculations Productivity = Units produced Labor-hours used = = 4 units/labor-hour 1,000 250 Labor Productivity
© 2006 Prentice Hall, Inc. 1 – 55 Multi-Factor Productivity Output Labor + Material + Energy + Capital + Miscellaneous Productivity =  Also known as total factor productivity  Output and inputs are often expressed in dollars
© 2006 Prentice Hall, Inc. 1 – 56 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: = Old labor productivity 8 titles/day 32 labor-hrs
© 2006 Prentice Hall, Inc. 1 – 57 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 8 titles/day 32 labor-hrs = Old labor productivity = .25 titles/labor-hr
© 2006 Prentice Hall, Inc. 1 – 58 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: 8 titles/day 32 labor-hrs = Old labor productivity = New labor productivity = .25 titles/labor-hr 14 titles/day 32 labor-hrs
© 2006 Prentice Hall, Inc. 1 – 59 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: 8 titles/day 32 labor-hrs = Old labor productivity = .25 titles/labor-hr 14 titles/day 32 labor-hrs = New labor productivity = .4375 titles/labor-hr
© 2006 Prentice Hall, Inc. 1 – 60 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: = Old multifactor productivity 8 titles/day $640 + 400
© 2006 Prentice Hall, Inc. 1 – 61 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: 8 titles/day $640 + 400 = Old multifactor productivity = .0077 titles/dollar
© 2006 Prentice Hall, Inc. 1 – 62 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: 8 titles/day $640 + 400 = Old multifactor productivity = New multifactor productivity = .0077 titles/dollar 14 titles/day $640 + 800
© 2006 Prentice Hall, Inc. 1 – 63 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: 8 titles/day $640 + 400 14 titles/day $640 + 800 = Old multifactor productivity = New multifactor productivity = .0077 titles/dollar = .0097 titles/dollar
© 2006 Prentice Hall, Inc. 1 – 64 Measurement Problems  Quality may change while the quantity of inputs and outputs remains constant  External elements may cause an increase or decrease in productivity  Precise units of measure may be lacking
© 2006 Prentice Hall, Inc. 1 – 65 Productivity Variables  Labor - contributes about 10% of the annual increase  Capital - contributes about 32% of the annual increase  Management - contributes about 52% of the annual increase
© 2006 Prentice Hall, Inc. 1 – 66 Key Variables for Improved Labor Productivity  Basic education appropriate for the labor force  Diet of the labor force  Social overhead that makes labor available  Maintaining and enhancing skills in the midst of rapidly changing technology and knowledge
© 2006 Prentice Hall, Inc. 1 – 67 Labor Skills About half of the 17-year-olds in the US cannot correctly answer questions of this type Figure 1.8
© 2006 Prentice Hall, Inc. 1 – 68 Investment and Productivity in Selected Nations US UK Canada Italy Belgium France Netherlands Japan 10 8 6 4 2 0 Percent increase in mfg productivity Percentage investment 10 15 20 25 30 35
© 2006 Prentice Hall, Inc. 1 – 69 Service Productivity  Typically labor intensive  Frequently focused on unique individual attributes or desires  Often an intellectual task performed by professionals  Often difficult to mechanize  Often difficult to evaluate for quality
© 2006 Prentice Hall, Inc. 1 – 70 Productivity at Taco Bell Improvements:  Revised the menu  Designed meals for easy preparation  Shifted some preparation to suppliers  Efficient layout and automation  Training and employee empowerment
© 2006 Prentice Hall, Inc. 1 – 71 Productivity at Taco Bell Improvements:  Revised the menu  Designed meals for easy preparation  Shifted some preparation to suppliers  Efficient layout and automation  Training and employee empowerment Results:  Preparation time cut to 8 seconds  Management span of control increased from 5 to 30  In-store labor cut by 15 hours/day  Stores handle twice the volume with half the labor  Fast-food low-cost leader
© 2006 Prentice Hall, Inc. 1 – 72 Ethics and Social Responsibility Challenges facing operations managers:  Developing safe quality products  Maintaining a clean environment  Providing a safe workplace  Honoring community commitments

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UNIT-1.ppt

  • 1.
    © 2006 PrenticeHall, Inc. 1 – 1 Operations Management UNIT 1 OPERATIONS MANAGEMENT © 2006 Prentice Hall, Inc. PowerPoint presentation to accompany Heizer/Render Principles of Operations Management, 6e Operations Management, 8e
  • 2.
    © 2006 PrenticeHall, Inc. 1 – 2 Outline  Global Company Profile: Hard Rock Cafe  What Is Operations Management?  Organizing To Produce Goods And Services  Why Study OM?  What Operations Managers Do  How This Book Is Organized
  • 3.
    © 2006 PrenticeHall, Inc. 1 – 3 Outline - Continued  The Heritage Of Operations Management  Operations In The Service Sector  Differences Between Goods And Services  Growth Of Services  Service Pay  Exciting New Trends In Operations Management
  • 4.
    © 2006 PrenticeHall, Inc. 1 – 4 Outline - Continued  The Productivity Challenge  Productivity Measurement  Productivity Variables  Productivity And The Service Sector  Ethics And Social Responsibility
  • 5.
    © 2006 PrenticeHall, Inc. 1 – 5 Learning Objectives When you complete this chapter, you should be able to: Identify or Define:  Production and productivity  Operations management (OM)  What operations managers do  Services
  • 6.
    © 2006 PrenticeHall, Inc. 1 – 6 Learning Objectives When you complete this chapter, you should be able to: Describe or Explain :  A brief history of operations management  Career opportunities in operations management  The future of the discipline  Measuring productivity
  • 7.
    © 2006 PrenticeHall, Inc. 1 – 7 The Hard Rock Cafe  First opened in 1971  Now – 110 restaurants in over 40 countries  Rock music memorabilia  Creates value in the form of good food and entertainment  3,500+ custom meals per day in Orlando  How does an item get on the menu?  Role of the Operations Manager
  • 8.
    © 2006 PrenticeHall, Inc. 1 – 8 What Is Operations Management? Production is the creation of goods and services Operations management (OM) is the set of activities that creates value in the form of goods and services by transforming inputs into outputs
  • 9.
    © 2006 PrenticeHall, Inc. 1 – 9 Organizing to Produce Goods and Services  Essential functions:  Marketing – generates demand  Production/operations – creates the product  Finance/accounting – tracks how well the organization is doing, pays bills, collects the money
  • 10.
    © 2006 PrenticeHall, Inc. 1 – 10 Organizational Charts Operations Teller Scheduling Check Clearing Collection Transaction processing Facilities design/layout Vault operations Maintenance Security Finance Investments Security Real estate Accounting Auditing Marketing Loans Commercial Industrial Financial Personal Mortgage Trust Department Commercial Bank Figure 1.1(A)
  • 11.
    © 2006 PrenticeHall, Inc. 1 – 11 Organizational Charts Operations Ground support equipment Maintenance Ground Operations Facility maintenance Catering Flight Operations Crew scheduling Flying Communications Dispatching Management science Finance/ accounting Accounting Payables Receivables General Ledger Finance Cash control International exchange Airline Figure 1.1(B) Marketing Traffic administration Reservations Schedules Tariffs (pricing) Sales Advertising
  • 12.
    © 2006 PrenticeHall, Inc. 1 – 12 Marketing Sales promotion Advertising Sales Market research Organizational Charts Operations Facilities Construction; maintenance Production and inventory control Scheduling; materials control Quality assurance and 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 issue and recall Manufacturing Figure 1.1(C)
  • 13.
    © 2006 PrenticeHall, Inc. 1 – 13 Why Study OM?  OM is one of three major functions (marketing, finance, and operations) of any organization  We want (and need) to know how goods and services are produced  We want to understand what operations managers do  OM is such a costly part of an organization
  • 14.
    © 2006 PrenticeHall, Inc. 1 – 14 Options for Increasing Contribution Sales $100,000 $150,000 $100,000 $100,000 Cost of Goods – 80,000 – 120,000 – 80,000 – 64,000 Gross Margin 20,000 30,000 20,000 36,000 Finance Costs – 6,000 – 6,000 – 3,000 – 6,000 Subtotal 14,000 24,000 17,000 30,000 Taxes at 25% – 3,500 – 6,000 – 4,250 – 7,500 Contribution $ 10,500 $ 18,000 $ 12,750 $ 22,500 Finance/ Marketing Accounting OM Option Option Option Increase Reduce Reduce Sales Finance Production Current Revenue 50% Costs 50% Costs 20%
  • 15.
    © 2006 PrenticeHall, Inc. 1 – 15 What Operations Managers Do  Planning  Organizing  Staffing  Leading  Controlling Basic Management Functions
  • 16.
    © 2006 PrenticeHall, Inc. 1 – 16 Ten Critical Decisions Ten Decision Areas Chapter(s)  Service and product design 5  Quality management 6 6 Supplement  Process and capacity 7 design 7 Supplement  Location 8  Layout design 9  Human resources, 10 job design 10 Supplement  Supply-chain 11 management 11 Supplement  Inventory management 12, 14, 16  Scheduling 13, 15  Maintenance 17 Table 1.2
  • 17.
    © 2006 PrenticeHall, Inc. 1 – 17 The Critical Decisions  Service and product design  What good or service should we offer?  How should we design these products and services?  Quality management  How do we define quality?  Who is responsible for quality? Table 1.2 (cont.)
  • 18.
    © 2006 PrenticeHall, Inc. 1 – 18 The Critical Decisions  Process and capacity design  What process and what capacity will these products require?  What equipment and technology is necessary for these processes?  Location  Where should we put the facility?  On what criteria should we base the location decision? Table 1.2 (cont.)
  • 19.
    © 2006 PrenticeHall, Inc. 1 – 19 The Critical Decisions  Layout design  How should we arrange the facility and material flow?  How large must the facility be to meet our plan?  Human resources and job design  How do we provide a reasonable work environment?  How much can we expect our employees to produce? Table 1.2 (cont.)
  • 20.
    © 2006 PrenticeHall, Inc. 1 – 20 The Critical Decisions  Supply-chain management  Should we make or buy this component?  Who are our suppliers and who can integrate into our e-commerce program?  Inventory, material requirements planning, and JIT  How much inventory of each item should we have?  When do we re-order? Table 1.2 (cont.)
  • 21.
    © 2006 PrenticeHall, Inc. 1 – 21 The Critical Decisions  Intermediate and short–term scheduling  Are we better off keeping people on the payroll during slowdowns?  Which jobs do we perform next?  Maintenance  Who is responsible for maintenance?  When do we do maintenance? Table 1.2 (cont.)
  • 22.
    © 2006 PrenticeHall, Inc. 1 – 22 Where are the OM Jobs? Figure 1.2
  • 23.
    © 2006 PrenticeHall, Inc. 1 – 23 Where are the OM Jobs?  Technology/methods  Facilities/space utilization  Strategic issues  Response time  People/team development  Customer service  Quality  Cost reduction  Inventory reduction  Productivity improvement
  • 24.
    © 2006 PrenticeHall, Inc. 1 – 24 Significant Events in OM Figure 1.3
  • 25.
    © 2006 PrenticeHall, Inc. 1 – 25 The Heritage of OM  Division of labor (Adam Smith 1776; 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)
  • 26.
    © 2006 PrenticeHall, Inc. 1 – 26 The Heritage of OM  Computer (Atanasoff 1938)  CPM/PERT (DuPont 1957)  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)
  • 27.
    © 2006 PrenticeHall, Inc. 1 – 27 Eli Whitney  Born 1765; died 1825  In 1798, received government contract to make 10,000 muskets  Showed that machine tools could make standardized parts to exact specifications Musket parts could be used in any musket
  • 28.
    © 2006 PrenticeHall, Inc. 1 – 28 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 and time studies  Created efficiency principles
  • 29.
    © 2006 PrenticeHall, Inc. 1 – 29 Taylor’s Principles  Matching employees to right job  Providing the proper training  Providing proper work methods and tools  Establishing legitimate incentives for work to be accomplished Management Should Take More Responsibility for:
  • 30.
    © 2006 PrenticeHall, Inc. 1 – 30 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 and 12 children!  Book & Movie: “Cheaper by the Dozen,” book: “Bells on Their Toes”
  • 31.
    © 2006 PrenticeHall, Inc. 1 – 31  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!) Henry Ford
  • 32.
    © 2006 PrenticeHall, Inc. 1 – 32 W. Edwards Deming  Born 1900; died 1993  Engineer and physicist  Credited with teaching Japan quality control methods in post- WW2  Used statistics to analyze process  His methods involve workers in decisions
  • 33.
    © 2006 PrenticeHall, Inc. 1 – 33 Contributions From  Human factors  Industrial engineering  Management science  Biological science  Physical sciences  Information science
  • 34.
    © 2006 PrenticeHall, Inc. 1 – 34 New Challenges in OM  Global focus  Just-in-time  Supply chain partnering  Rapid product development, alliances  Mass customization  Empowered employees, teams To From  Local or national focus  Batch shipments  Low bid purchasing  Lengthy product development  Standard products  Job specialization
  • 35.
    © 2006 PrenticeHall, Inc. 1 – 35 Characteristics of Goods  Tangible product  Consistent product definition  Production usually separate from consumption  Can be inventoried  Low customer interaction
  • 36.
    © 2006 PrenticeHall, Inc. 1 – 36 Characteristics of Service  Intangible product  Produced and consumed at same time  Often unique  High customer interaction  Inconsistent product definition  Often knowledge-based  Frequently dispersed
  • 37.
    © 2006 PrenticeHall, Inc. 1 – 37 Industry and Services as Percentage of GDP Services Manufacturing Australia Canada China Czech Rep France Germany Hong Kong Japan Mexico Russian Fed South Africa Spain UK US 90 − 80 − 70 − 60 − 50 − 40 − 30 − 20 − 10 − 0 −
  • 38.
    © 2006 PrenticeHall, Inc. 1 – 38 Goods Versus Services Table 1.3 Can be resold Can be inventoried Some aspects of quality measurable Selling is distinct from production Product is transportable Site of facility important for cost Often easy to automate Revenue generated primarily from tangible product Attributes of Goods (Tangible Product) Attributes of Services (Intangible Product) Reselling unusual Difficult to inventory Quality difficult to measure Selling is part of service Provider, not product, is often transportable Site of facility important for customer contact Often difficult to automate Revenue generated primarily from the intangible service
  • 39.
    © 2006 PrenticeHall, Inc. 1 – 39 Goods and Services Automobile Computer Installed carpeting Fast-food meal Restaurant meal/auto repair Hospital care Advertising agency/ investment management Consulting service/ teaching Counseling Percent of Product that is a Good Percent of Product that is a Service 100% 75 50 25 0 25 50 75 100% | | | | | | | | | Figure 1.4
  • 40.
    © 2006 PrenticeHall, Inc. 1 – 40 Organizations in Each Sector Service Sector Example % of all Jobs Professional Services, Education, Legal, Medical Notre Dame University, San Diego Zoo, Arnold Palmer Hospital 25.5 Trade (retail, wholesale) Walgreen’s, Wal-Mart, Nordstrom’s 20.6 Utilities, Transportation Pacific Gas & Electric, American Airlines, Santa Fe R.R., Roadway Express 7.1 Table 1.4
  • 41.
    © 2006 PrenticeHall, Inc. 1 – 41 Organizations in Each Sector Service Sector Example % of all Jobs Business and Repair Services Snelling and Snelling, Waste Management, Pitney-Bowes 6.9 Finance, Insurance, Real Estate Citicorp, American Express, Prudential, Aetna, Trammel Crow 6.7 Food, Lodging, Entertainment McDonald’s, Hard Rock Café, Motel 6, Hilton Hotels, Walt Disney, Paramount Pictures 5.4 Public Administration U.S., State of Alabama, Cook County 4.5 Table 1.4
  • 42.
    © 2006 PrenticeHall, Inc. 1 – 42 Organizations in Each Sector Manufacturing Sector Example % of all Jobs General General Electric, Ford, U.S. Steel, Intel 13.3 Construction Bechtel, McDermott 7.1 Agriculture King Ranch 2.5 Mining Homestake Mining 0.4 Sector Percent of all jobs Service 76.7% Manufacturing 23.3% Table 1.4
  • 43.
    © 2006 PrenticeHall, Inc. 1 – 43 Services Development of the Service Economy Figure 1.5 (A) Agriculture 100 90 80 70 60 50 40 30 20 10 0 1800 1850 1900 1950 2000
  • 44.
    © 2006 PrenticeHall, Inc. 1 – 44 Development of the Service Economy Figure 1.5 (B) 30 – 25 – 20 – 15 – 10 – 5 – 0 – 1950 1970 1990 2010 – 150 – 125 – 100 – 75 – 50 – 25 – 0 Employment (millions) Index: 1997 = 100 Manufacturing employment Industrial production Estimate
  • 45.
    © 2006 PrenticeHall, Inc. 1 – 45 Development of the Service Economy Figure 1.5 (C) United Sta Cana Fran It Brit Jap W. Germa 1970 2005 | | | | | 40 50 60 70 80 Percent
  • 46.
    © 2006 PrenticeHall, Inc. 1 – 46 New Trends in OM Local or national focus Low-cost, reliable worldwide communication and transportation networks Global focus Batch (large) shipments Short product life cycles and cost of capital put pressure on reducing inventory Just-in-time shipments Low-bid purchasing Quality emphasis requires that suppliers be engaged in product improvement Supply- chain partners, Enterprise Resource Planning, e-commerce Figure 1.6 Past Causes Future
  • 47.
    © 2006 PrenticeHall, Inc. 1 – 47 New Trends in OM Lengthy product development Shorter life cycles, Internet, rapid international communication, computer- aided design, and international collaboration Rapid product development, alliances, collaborative designs Standardized products Affluence and worldwide markets; increasingly flexible production processes Mass customization with added emphasis on quality Job specialization Changing socioculture milieu; increasingly a knowledge and information society Empowered employees, teams, and lean production Figure 1.6 Past Causes Future
  • 48.
    © 2006 PrenticeHall, Inc. 1 – 48 New Trends in OM Low-cost focus Environmental issues, ISO 14000, increasing disposal costs Environmentally sensitive production, green manufacturing, recycled materials, remanufacturing Figure 1.6 Past Causes Future
  • 49.
    © 2006 PrenticeHall, Inc. 1 – 49 Productivity Challenge Productivity is the ratio of outputs (goods and services) divided by the inputs (resources such as labor and capital) The objective is to improve this measure of efficiency Important Note! Production is a measure of output only and not a measure of efficiency
  • 50.
    © 2006 PrenticeHall, Inc. 1 – 50 Feedback loop Outputs Goods and services Processes The U.S. economic system transforms inputs to outputs at about an annual 2.5% increase in productivity per year. The productivity increase is the result of a mix of capital (38% of 2.5%), labor (10% of 2.5%), and management (52% of 2.5%). The Economic System Inputs Labor, capital, management Figure 1.7
  • 51.
    © 2006 PrenticeHall, Inc. 1 – 51 Increasing Productivity – The LA Motor Pool Before:  Cost $120 million annually  21,000 vehicles  30% of the 900 trash trucks were in repair  11% of police cars were in repair Actions:  Created team assignments  Assigned parking places for trucks  Tires checked and trucks emptied each night  Standard customer pickups established  Computerized fleet management  Mechanics moved to night shift
  • 52.
    © 2006 PrenticeHall, Inc. 1 – 52 Increasing Productivity – The LA Motor Pool  Cost $120 million annually  21,000 vehicles  30% of the 900 garbage trucks were in repair  11% of police cars were in repair Before: Actions:  Creating team assignments  Assigned parking places for trucks  Tire checked and trucks emptied each night  Standard customer pickups established  Computerized fleet management  Mechanics moved to night shift Results:  Total fleet reduced by 500 vehicles  Parts inventory dropped 20% reducing cost by $5.4 million annually  Standardized pickups reduced costs by $12 million annually  Out of service garbage trucks dropped to 18%
  • 53.
    © 2006 PrenticeHall, Inc. 1 – 53  Measure of process improvement  Represents output relative to input  Only through productivity increases can our standard of living improve Productivity Productivity = Units produced Input used
  • 54.
    © 2006 PrenticeHall, Inc. 1 – 54 Productivity Calculations Productivity = Units produced Labor-hours used = = 4 units/labor-hour 1,000 250 Labor Productivity
  • 55.
    © 2006 PrenticeHall, Inc. 1 – 55 Multi-Factor Productivity Output Labor + Material + Energy + Capital + Miscellaneous Productivity =  Also known as total factor productivity  Output and inputs are often expressed in dollars
  • 56.
    © 2006 PrenticeHall, Inc. 1 – 56 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: = Old labor productivity 8 titles/day 32 labor-hrs
  • 57.
    © 2006 PrenticeHall, Inc. 1 – 57 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 8 titles/day 32 labor-hrs = Old labor productivity = .25 titles/labor-hr
  • 58.
    © 2006 PrenticeHall, Inc. 1 – 58 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: 8 titles/day 32 labor-hrs = Old labor productivity = New labor productivity = .25 titles/labor-hr 14 titles/day 32 labor-hrs
  • 59.
    © 2006 PrenticeHall, Inc. 1 – 59 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: 8 titles/day 32 labor-hrs = Old labor productivity = .25 titles/labor-hr 14 titles/day 32 labor-hrs = New labor productivity = .4375 titles/labor-hr
  • 60.
    © 2006 PrenticeHall, Inc. 1 – 60 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: = Old multifactor productivity 8 titles/day $640 + 400
  • 61.
    © 2006 PrenticeHall, Inc. 1 – 61 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: 8 titles/day $640 + 400 = Old multifactor productivity = .0077 titles/dollar
  • 62.
    © 2006 PrenticeHall, Inc. 1 – 62 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: 8 titles/day $640 + 400 = Old multifactor productivity = New multifactor productivity = .0077 titles/dollar 14 titles/day $640 + 800
  • 63.
    © 2006 PrenticeHall, Inc. 1 – 63 Collins Title Productivity Staff of 4 works 8 hrs/day 8 titles/day Payroll cost = $640/day Overhead = $400/day Old System: 14 titles/day Overhead = $800/day New System: 8 titles/day $640 + 400 14 titles/day $640 + 800 = Old multifactor productivity = New multifactor productivity = .0077 titles/dollar = .0097 titles/dollar
  • 64.
    © 2006 PrenticeHall, Inc. 1 – 64 Measurement Problems  Quality may change while the quantity of inputs and outputs remains constant  External elements may cause an increase or decrease in productivity  Precise units of measure may be lacking
  • 65.
    © 2006 PrenticeHall, Inc. 1 – 65 Productivity Variables  Labor - contributes about 10% of the annual increase  Capital - contributes about 32% of the annual increase  Management - contributes about 52% of the annual increase
  • 66.
    © 2006 PrenticeHall, Inc. 1 – 66 Key Variables for Improved Labor Productivity  Basic education appropriate for the labor force  Diet of the labor force  Social overhead that makes labor available  Maintaining and enhancing skills in the midst of rapidly changing technology and knowledge
  • 67.
    © 2006 PrenticeHall, Inc. 1 – 67 Labor Skills About half of the 17-year-olds in the US cannot correctly answer questions of this type Figure 1.8
  • 68.
    © 2006 PrenticeHall, Inc. 1 – 68 Investment and Productivity in Selected Nations US UK Canada Italy Belgium France Netherlands Japan 10 8 6 4 2 0 Percent increase in mfg productivity Percentage investment 10 15 20 25 30 35
  • 69.
    © 2006 PrenticeHall, Inc. 1 – 69 Service Productivity  Typically labor intensive  Frequently focused on unique individual attributes or desires  Often an intellectual task performed by professionals  Often difficult to mechanize  Often difficult to evaluate for quality
  • 70.
    © 2006 PrenticeHall, Inc. 1 – 70 Productivity at Taco Bell Improvements:  Revised the menu  Designed meals for easy preparation  Shifted some preparation to suppliers  Efficient layout and automation  Training and employee empowerment
  • 71.
    © 2006 PrenticeHall, Inc. 1 – 71 Productivity at Taco Bell Improvements:  Revised the menu  Designed meals for easy preparation  Shifted some preparation to suppliers  Efficient layout and automation  Training and employee empowerment Results:  Preparation time cut to 8 seconds  Management span of control increased from 5 to 30  In-store labor cut by 15 hours/day  Stores handle twice the volume with half the labor  Fast-food low-cost leader
  • 72.
    © 2006 PrenticeHall, Inc. 1 – 72 Ethics and Social Responsibility Challenges facing operations managers:  Developing safe quality products  Maintaining a clean environment  Providing a safe workplace  Honoring community commitments