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Operation Management
Course:MBA
Subject: Production & Operation
Management
Unit:1.1
Production Management
Production is a Broader Term that Spans both
Manufacturing and Services Functions
Production is the Application of Resources,
People and Machinery, to Convert Inputs into
Finished Goods and Services
Mass Production
Mass Production: Makes Outputs available in
Large Quantities at Lower Unit Costs than
Individually- Crafted Items
Characteristics of Mass Production
Labor Specialization
Mechanization
Standardization
Assembly Lines
Assembly Line first Introduced by Eli Whitney (Cotton
Gin Inventor) to build Muskets for the US
Government In 1799
Used Ideas of Specialized Labor and Engineering
Standards (Tolerances) to produce Assemblies from
Parts in Repeatable Manner
HENRY FORD
Introduced Moving Assembly Line: Dramatically
Reduced Manufacturing Costs While Delivering
Consistent, Low-Priced Product
Factory based on Chicago Meat Cutting Plants
FORD MODEL “T”
First Produced:
October 1908
By 1927,
15,000,000
Produced
Any Color so
long as it’s
Black…
ASSEMBLY LINE BENEFITS
Initially, took 14 hours to Assemble
Model T - Mass Production reduced
Time to 1 Hour and 33 Minutes
Model T’s Price dropped from $1,000
in 1908 to $360 in 1916
Result was Ford becoming
Dominant Automobile Manufacturer
and Assembly Line Method as
Dominant Production Approach
FORD ASSEMBLY LINES
KANBAN - Downstream
Demand drives Upstream
Activity (“Pull Strategy”)
Orders flow “Up” System, not
from Top-down
Only what is Needed is
Ordered and Produced
TOYOTA PRODUCTION SYSTEM
Commercial Bank
Operations Marketing
Finance
Teller Scheduling Loans Human Resources
Investments
Check Clearing Commercial Recruitment
Security
Collection Industrial Job evaluation
Real estate
Transaction processing Financial Performance evaluation
Accounting
Facilities design/layout Personal Wage and Salary Adm.
Auditing
Vault operations Mortgage Personnel records
Manufacturing
Operations
Finance/ accounting Human Resources
Facilities Disbursements/
Construction; maintenance credits Recruitment
Production and inventory control Receivables
Scheduling; materials control Marketing
Payables Job evaluation
Quality assurance and control
Supply-chain management General ledger Sales
Manufacturing Funds Management promotion Performance evaluation
Tooling; fabrication; assembly Money market
Design
International
Advertising
Product development and design Sales Wage and Salary Adm.
Detailed product specifications exchange
Industrial engineering Capital requirements Market research Personnel records
Efficient use of machines, space, Stock issue
and personnel
Bond issue
Process analysis
Development and installation of and recall
production tools and equipment
Why Study OM?
• OM is one of four major functions of any
organization, we want to study how people
organize themselves for productive enterprise
• 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
What Operations
Managers Do
• Basic Management Functions
Planning
Organizing
Staffing
Leading
Controlling
Ten Critical Decisions
1. Design of goods and services
2. Managing quality
3. Process and capacity
design
4. Location strategy
5. Layout strategy
6. Human resources and
job design
7. Supply-chain
management
8. Inventory, MRP, JIT
9. Scheduling
10. Maintenance
The Critical Decisions
1. Design of goods and services
– What good or service should we offer?
– How should we design these products and
services?
2. Managing quality
– How do we define quality?
– Who is responsible for quality?
The Critical Decisions
3. Process and capacity design
– What process and what capacity will these
products require?
– What equipment and technology is necessary
for these processes?
4. Location strategy
– Where should we put the facility?
– On what criteria should we base the location
decision?
The Critical Decisions
5. Layout strategy
– How should we arrange the facility?
– How large must the facility be to meet our
plan?
6. Human resources and job design
– How do we provide a reasonable work
environment?
– How much can we expect our employees to
produce?
The Critical Decisions
7. Supply-chain management
– Should we make or buy this component?
– Who should be our suppliers and how can we
integrate them into our strategy?
8. Inventory, material requirements planning,
and JIT
– How much inventory of each item should we
have?
– When do we re-order?
The Critical Decisions
9. Intermediate and short–term scheduling
– Are we better off keeping people on the payroll
during slowdowns?
– Which jobs do we perform next?
10. Maintenance
– How do we build reliability into our processes?
– Who is responsible for maintenance?
Significant Events in OM
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
productivity!
Important Note!
Production is a measure of output only and not a
measure of efficiency
Efficiency Versus Effectiveness
• The difference between efficient and effective is
that efficiency refers to how well you do
something, whereas effectiveness refers to how
useful it is.
• “Efficiency is doing things right; effectiveness is
doing the right things.”
• Doing the Right Things is More Important than
Doing Things Right
Efficiency Versus Effectivenes
• For example, if a company is not doing well
and they decide to train their workforce on a
new technology. The training goes really well -
they train all their employees in avery short
time and tests show they have absorbed the
training well. But overall productivity doesn't
improve. In this case the company's strategy
was efficient but not effective.
Productivity
Units produced
Productivity =
Input used
Units produced
Productivity =
Labor-hours used
1,000
= = 4 units/labor-hour
250
Challenges facing
operations managers:
Developing and producing safe, quality
products
Maintaining a clean environment
Providing a safe workplace
Honoring stakeholder commitments
Entry-Level Jobs in PMOM
– Purchasing planner/buyer
– Production (or operations) supervisor
– Production (or operations) scheduler/controller
– Production (or operations) analyst
– Inventory analyst
– Quality specialist
– Others …
Reference
• www.academia.edu
• www.poms.ucl.ac.
• www.wright.edu