managing operations
DESCRIPTION
Managing OperationsTRANSCRIPT
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 1
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 2
•Explain the role of operations management•Define the nature and purpose of value chain management•Describe how value chain management is done•Discuss contemporary issues in managing operations
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 3
The Role of Operations Management
• Operations management - the transformation process that converts resources into finished goods and services.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 4
Managing Productivity
• Productivity
– The overall output of goods or services produced divided by the inputs needed to generate that output
– A composite of people and operations variables
• Benefits of Increased Productivity
– Economic growth and development
– Higher wages and profits without inflation
– Increased competitive capability due to lower costs
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 5
Services and Manufacturing
• Manufacturing organizations - organizations that produce physical goods.
• Service organizations - organizations that produce nonphysical products in the form of services.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 6
Exhibit 19-1: The Operations System
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 7
Strategic Role of Operations Management• The era of modern manufacturing began in the U.S. over 100
years ago.
• After WWII, U.S. manufacturers focused on functional areas other than manufacturing.
• By the 1970’s, foreign competitors integrated manufacturing technologies and were producing quality goods at lower costs.
• U.S manufacturers responded by investing in updated technology, restructuring organizations, and including production requirements in their strategic planning.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 8
Managing Operations Using ValueChain Management• Value - the performance characteristics,
features, attributes, and any other aspects of goods and services for which customers are willing to give up resources.
• Value chain - the entire series of organizational work activities that add value at each step from raw materials to finished product.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 9
Managing Operations Using ValueChain Management• Value chain
management - the process of managing the sequence of activities and information along the entire value chain.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 10
Value Chain Management
• Requirements for Value Chain Management– A new business model incorporating:
• Coordination and collaboration
• Investment in information technology
• Changes in organizational processes
• Committed leadership
• Flexible jobs and adaptable, capable employees
• A supportive organizational culture and attitudes
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 11
Value Chain Strategy
• Organizational processes - the ways that organizational work is done.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 12
Exhibit 19-2: Value Chain StrategyRequirements
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 13
Obstacles to Value Chain Management
– Organizational barriers• Refusal or reluctance to share information• Reluctance to shake up the status quo• Security issues
– Cultural attitudes• Lack of trust and too much trust• Fear of loss of decision-making power
– Required capabilities• Lacking or failing to develop the requisite value chain
management skills
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 14
Obstacles to Value Chain Management (cont.)
– People
• Lacking commitment to do whatever it takes
• Refusing to be flexible in meeting the demands of a changing situation
• Not being motivated to perform at a high level
• Lack of trained managers to lead value chain initiatives
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 15
Exhibit 19-3: Obstacles to Value ChainManagement
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 16
Current Issues in Managing Operations
• Technology’s Role in Manufacturing– Increased automation and integration of
production facilities with business systems to control costs
• Predictive maintenance, remote diagnostics, and utility cost savings
• Quality - the ability of a product or service to reliably do what it’s supposed to do and to satisfy customer expectations
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 17
Current Issues in Managing Operations
• Quality Initiatives
– Planning for quality
– Organizing and leading for quality
– Controlling for quality
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 18
Quality Goals
• ISO 9000 - a series of international quality management standards that set uniform guidelines for processes to ensure that products conform to customer requirements.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 19
Quality Goals (cont.)
• Six Sigma - a quality program designed to reduce defects, help lower costs, save time, and improve customer satisfaction.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 20
Mass Customization and Lean Organization
• Mass customization - providing customers with a product when, where, and how they want it.
• Lean organization - an organization that understands what customers want, identifies customer value by analyzing all activities required to produce products, and then optimizes the entire process from the customer’s perspective.
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 21
Terms to Know• operations management• manufacturing organizations• service organizations• productivity• value• value chain• value chain management• organizational processes• RFID• intellectual property• quality• ISO 9000• Six Sigma• mass customization• Cellular manufacturing
Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall 19- 22