introduction to operations management chapter 1 pp. 2-15; 22-37 june 25, 2012
TRANSCRIPT
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Introduction to Operations Management
Chapter 1pp. 2-15; 22-37June 25, 2012
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Learning objectives
• LO 1 – define operations management• LO 2 – understand how manufacturing and
service differ• LO 3 – be familiar with current trends in
business that impact operations management
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Operations Management
• Definitions– Operations– Operations management– Transformation process
• Series of activities along a “value chain”
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Value Chain
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The Transformation Process – Systems Theory
Inputs•Land•Labor•Capital•Information
Outputs•Goods•Services
Transformation/Conversion
Process
Control
Feedback
Feedback Feedback
Value-Added
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Transformation Process
• Physical: as in manufacturing operations• Locational: as in transportation or warehouse
operations• Exchange: as in retail operations• Physiological: as in health care• Psychological: as in entertainment• Informational: as in communication
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The Transformation Process – Systems Theory
Inputs•Land•Labor•Capital•Information
Outputs•Goods•Services
Transformation/Conversion
Process
Control
Feedback
Feedback Feedback
Value-Added
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Supply Chain as Transformation Process
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Tangible Act-Oriented
Goods Services
Manufacturing vs. Service?
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Key Differences in Goods and Services
1. Customer contact2. Uniformity of input3. Labor content of jobs4. Uniformity of output5. Measurement of productivity6. Production and delivery7. Quality assurance8. Amount of inventory
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Manufacturing (goods) vs Service
Characteristic Manufacturing ServiceOutput
Customer contact
Uniformity of input
Labor content
Uniformity of output
Measurement of productivity
Opportunity to correct
Tangible
Low
High
Low
High
Easy
High
Intangible
High
Low
High
Low
Difficult
Lowquality problems
High
Intangible
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Managing Services is Challenging
• Less structured jobs • Customer contact • Often low-skilled jobs and workers• High turnover (especially in low-skill jobs)• High input variability• External factors
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Process Management
• Definition– “one or more actions that transform inputs into
outputs”• Variety
– Projects
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Process Management
• Definition• Types
– Projects– Batch production
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Process Management
• Definition• Types
– Projects– Batch production– Mass production
• chocolates
– Mass customization• It once was just a sneaker!
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Customization (normally)
• More labor intensive• More time consuming• Requires more highly-skilled people• Requires more flexible equipment• Much lower volume of output• Higher price tags
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Process Management
• Definition• Types
– Projects– Batch production– Mass production– Mass customization
• It once was just a sneaker!
– Continuous production
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Process Variation
.
Four Sources of Variation
Variety of goods or services being offered
The greater the variety of goods and services offered, the greater the variation in production or service requirements.
Structural variation in demand These are generally predictable. They are important for capacity planning.
Random variation Natural variation that is present in all processes. Generally, it cannot be influenced by managers.
Assignable variation Variation that has identifiable sources. This type of variation can be reduced, or eliminated, by analysis and corrective action.
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Key Trends and Issues in Manufacturing
• E-Business & E-Commerce• Management of Technology• Globalization• Management of Supply Chains• Outsourcing• Agility• Ethical Behavior
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Key trend: What is Manufacturing?
• Not your grandfather’s industry• World's largest manufacturing economy,
– US: 21% – China: 15% – Japan: 12%
• 11.7% GDP
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Key trend: What is Manufacturing?
• 17 million US jobs (including support)– one in six private sector jobs– 12 million mfg jobs
• Avg $77,186 annually (pay and benefits)– average non-manufacturing = $56,436 annually.
• 66% of all R&D in the nation• Would be the 8th largest economy
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Key trend: What is Manufacturing?
• Who’s going to work there?– Jobs, but no people– and it's not just here
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Key trend: Globalization/Offshoring
• access to international markets
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Key trend: Globalization/Offshoring
• access to international markets• response to changes in demand• reliable sources of supply• latest trends and technologies• favorable cost
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Key trend: Supply Chain Management
• Supply chain
Suppliers’suppliers
Directsuppliers
Producer DistributorFinal
Customers
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Historical Evolution of OM
• Industrial Revolution• Scientific Management• Human Relations Movement• Decision Models and Management Science• Influence of Japanese Manufacturers
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Influence of Japanese Manufacturers
• “Japan, Inc.”• Japanese manufacturing
– Efficiency and quality• TPS and JIT (lean) mfg
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TPS and JIT (lean) mfg
• “lean” philosophy– Value or waste– Preserve value with less work– Increase efficiency, decrease waste, and measure
• TPS characteristics– Cost reductions by eliminating waste– Very low inventories (JIT)
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• It all has to fit
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TPS and JIT (lean mfg)
• “lean” philosophy• TPS characteristics
– Cost reductions by eliminating waste– Very low inventories (JIT)– Short production cycle times– Order-based production
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Advanced manufacturing
• Definition– Nanotechnology
• then is now