operations and service management
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Operations and Service Management. Chapter 21. Operations and Service Management. Strategic success depends on efficient operations - PowerPoint PPT PresentationTRANSCRIPT
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Operations and Service Management
Cha
pter
21
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Operations and Service Management
Strategic success depends on efficient operations
Operational concerns take on even greater importance in today’s competitive environment where consumers often want customized products and services delivered immediately
Manager’s Challenge: Donnelley
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Operations and Service Management
Management and control of production operations
Define operations management
How to bring operations into strategic decision making
Overview of integrated operations activities
Specific operations design issues
How managers measure and improve productivity
Topics Topics Chapter 21Chapter 21
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Operations Management
The field of management that specializes in the physical production of goods or services and uses quantitative techniques for solving manufacturing problems
Technical core = heart of the organization’s production of its product or service
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The Organization as an Operations Management System
Products & FacilitiesProduct designFacilities layoutCapacity planningFacilities location
StructureReporting relationships
Teams
Control ProcessesInventory managementProductivityQuality
Operations ManagementInputsRaw materialsHuman resourcesLand, buildingsInformationTechnology
InputsRaw materialsHuman resourcesLand, buildingsInformationTechnology
OutputsProductsServices
OutputsProductsServices
Operations Strategy
The Technical Core
Feedback
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Manufacturing and Service Organizations
Source: Based on Richard L. Daft, Organization Theory and Design (Cincinnati, OH: South-Western College Publishing, 1998), 130; and Byron J. Finch and Richard L. Luebbe, Operations Management (Fort Worth, Texas: The Dryden Press, 1995), 50.
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Operational Concerns for Manufacturing and Service Organizations
Scheduling Must obtain materials and supplies Both must be concerned with quality
and productivity
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Four Stages of Operations Strategy
Stage 4Initiates Competitive Advantage• Advanced capabilities developed and
significant input to strategic process provided
• Concerns:New productsNew servicesNew technologiesInternational
Stage 3Organizationally Supportive• Organization’s
competitive strategy closely followed and supported
• Concerns:Advanced process technologiesNew plantsWhat to make for the United States
Stage 2Industry Current• Goals set according to industry practice• Concerns:
Capital investmentQuality controlInventory
managementCapacity
Stage 1No Involvement• No positive
contribution to strategy
formulation• Concerns:
CostLabor efficiency
Source: Based on R.H. Hayes and S.C. Wheelwright, Restoring Our Competitive Edge: Competing through Manufacturing (New York: Wiley, 1984).
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The Integrated Enterprise
Supply chain management = managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to final consumers
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The E-Supply Chain
Retail Chain
Retail Store
Intranet Data Exchange
Customer
Extranet Data
Exchange
ManufacturerExtranet
Data Exchange
Supplier
Partnership approach to the supply chain optimizes inventory levels and enables rapid response to customer needs
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How to Win Customers?
Better price Quality Performance Delivery Responsiveness to customer demand
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Design for Manufacturabilityand Assembly - DFMA
Often requires– Restructuring operations– Creating teams of designers,
manufacturers, and assemblers to meet objectives of design
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Product Design Objectives
1 Producibility
Cost
Quality
Reliability
2
3
4
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Service Design Objectives
1 Producibility
Cost
Quality
Reliability
2
3
4
Timing5
Ethical Dilemma: A Friend for Life?
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Procurement
Purchasing supplies, services, and raw materials for use in the production process
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Facilities Layout
Process Layout Product Layout Cellular Layout Fixed-position Layout
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Technology Automation
Service Technology Restaurants – calculate exact cost and ingredient
needs for each menu item Banking – ATMs Gas stations – pay-at-pump systems Retailing = RFID – radio-frequency identification
(high-tech barcode)
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Technology Automation
Flexible Manufacturing Systems, the use of automated production lines that can be quickly adapted to produce more than one kind of product
CAD/CAM● CAD = computer aided design● CAM = computer aided manufacturing● PLM = Product-life cycle management
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Facility Location
Cost-benefit analysis – most common approach to selecting a site for a new location
New location scouting software is helping managers turn facilities location into a science
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Capacity Planning
Determination and adjustment of the
organization’s ability to produce
products and services to match
customer demand
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Inventory Management
Finished goods inventory
Work-in-process inventory
Raw materials inventory
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Techniques for Inventory Management
Economic order quantity
Material requirements planning
Just-in-Time inventory systems
Logistics & Distribution management
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Logistics and Distribution Management
Logistics = activities required to physically move materials into the company’s operations facility and to move finished products to customers
Distribution = moving finished products to customers (order fulfillment)
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Material Requirements Planning - MRP
Dependent demand inventory planning and control system
Schedules exact materials required
Is computer based
Based on precise estimates of future needs for production
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Lean Manufacturing and Productivity
Lean manufacturing = process using highly trained employees at every stage of the production process to cut waste and improve quality – employee involvement is key
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Measuring Productivity
Productivity = organization’s output of products and services divided by its inputs
Total factor Productivity
Labor Productivity
Output
Labor + Capital + Materials + Energy=
= Output Labor dollars
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Improving Productivity
1. Technological productivity
2. Employee productivity
3. Managerial productivity
Experiential Exercise: What Is Your Attitude Toward Productivity?