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Operations Management
Systematic direction, control, and evaluation of the entire range of processes that transform inputs into finished goods or services. Environmental factors-culture, political, and market influences Inputs-HR, capital, materials, land, energy, information, customer Transformations-convert inputs into outputs
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
PPT
O.M. (cont)
Outputs-goods or services, and waste Customer Contact-customers actively participate in transformation processes, selfservice Performance Feedback-repair records, customer comments
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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Operations Management
Refers to the management of the production system that transforms inputs into finished goods and services.
Production system: the way a firm acquires inputs then converts and disposes outputs. Operations managers: responsible for the transformation process from inputs to outputs.
Operations management seeks to increase the quality, efficiency, and responsiveness of the firm.
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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Quality: goods and services that are reliable and perform correctly.
Firm can react quickly and correctly to customer needs as they arise.
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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Information Asymmetry Intangible Inventory Customer Contact Response Time Labor Intensity
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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21.3
Mixed
Intangible, nondurable Output cant be inventoried High customer contact Short response time Labor intensive
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
Tangible, durable Output can be inventoried Low customer contact Long response time Capital intensive
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Product Focus-arranging plant and equipment around one or a few output types
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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Flexibility
Product Flexibility-speed with which products are created, ability to customize, ability to modify products for special needs Volume Flexibility-ability to respond to sudden changes in demand, change from small to full scale Process Flexibility-ability to manufacture a variety of goods in a short time, adjust to product mix over time, ability to accommodate changes in raw materials
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
PPT
21.5
Product focus
Auto assembly
Intermediate
plant Mail processing
Resource flows
Mass production
Garment
Large batch
Process focus
Sporadic (unstable)
Product volume
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999 Sources: Adapted from Brown, H.K., Clark, K.B., Holloway, C.A., and Wheelwright, S.C. The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal Through Successful Product and Process Development. New York: Oxford University Press, 1994; Upton, D.M. The management of manufacturing flexibility. California Management Review, Winter 1994, 7289.
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Non-profit and for-profit firms all have customers. Managers need to identify who the customer is and their needs. A lower price to a higher price. High quality over low quality. Fast service over slow service.
Many features over few features. Products tailored to their specific needs.
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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Internal View-within the organization External View-value customers expect Value-the relationship between quality and price
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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21.7
Relative Price
Outstanding value
Lower
Source: Adapted from Gale, B.T., and Buzzell, R.D. Market perceived quality: Key strategic concept. Planning Review, March-April, 1989, 10.
Inferior
Superior
Relative Quality
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
PPT
Price v. Attributes
Firms offering high quality, fast service and other customer desires, often must raise price. Customers must tradeoff price for attributes. Operations management tries to push the price/attribute curve to the right with better production.
By enhancing the price/attribute relationship, the firm can increase its competitive position.
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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A firm that provides higher quality than others at the same price is more responsive to customers. Higher quality can also lead to better efficiency.
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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The continuous process of ensuring every aspect of production builds in product quality Traditional Quality-product inspection during or at the end of the transformation process
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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21.11
Quality is a strategic issue Plan for quality Quality is everybodys responsibility Strive for zero defects Quality means conformance to requirements that meet or exceed customers expectations Scrap and reworking are only a small part of the costs of nonconformance
Quality is a tactical issue Screen for quality Quality is the responsibility of the quality control department Some mistakes are inevitable Quality means inspection
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
PPT
Improving Efficiency
TQM and Efficiency: TQM can lead to much higher labor productivity.
Flexible manufacturing and efficiency: reduces the set-up costs for production systems.
Facilities layout: seeks to design the machine-worker interface to increase production efficiency.
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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Efficient Manufacturing
The more often products to be built change, the higher setup costs become.
Just-in-Time (JIT) inventory, while developed for TQM, also adds to efficient production.
Many costs are reduced including warehousing, holding costs and inventory tracking.
Firm does not have a supply of parts, but can be vulnerable to strikes or supply problems.
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
PPT
Efficient Manufacturing
The team takes the role of the supervisor. Teams working together often become very skilled at enhancing productivity.
Kaizen: Japanese term for a management philosophy the stresses the need for continuous improvement.
Better operations can come from many, small, continuous improvements. Focus on what adds value to the product and try to eliminate steps that do not add value (such as inspection for defects).
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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Reengineering
Process Reengineering: the fundamental rethinking and radical redesign of the business process.
Can boost efficiency by directing efforts to activities that add value to the good or service produced. While Kaizen focuses on continuous enhancements, process reengineering considers wholesale change.
Top managers must support operations enhancement tools for them to be accepted by workers.
Usually, a successful operations change means a complete change in the organizational culture. Without a supporting culture, change will not succeed.
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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21.4
Product plans Competitive Priorities Positioning Strategies Location Technological Choices Quality management and control Inventory management and control Materials Management Master production scheduling
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
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Inventory Costs
Carrying Costs
Ordering Costs
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Inventory Terms
Lead Time
Elapsed time between placing and receiving an order optimum order quantity yielding the lowest total inventory cost
Just-in-time
finished goods to sell sub assemblies to be assembled purchases of raw materials to be transformed
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
PPT
21.13
Total cost
Carrying cost
Order cost
Large
Adapted from Figure 21.5
Low Small
Hellriegel, Jackson, and Slocum MANAGEMENT, 8E South-Western College Publishing Copyright 1999
Q1
Quantity (Q)