Key Topics Define Operations Management Give examples (Inputs – Processes – Outputs) Service...
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![Page 1: Key Topics Define Operations Management Give examples (Inputs – Processes – Outputs) Service operations vs. goods production Current Challenges in Operations.](https://reader030.fdocuments.in/reader030/viewer/2022032521/56649d5f5503460f94a4026f/html5/thumbnails/1.jpg)
Key Topics
Define Operations Management Give examples (Inputs – Processes – Outputs) Service operations vs. goods production Current Challenges in Operations Management Quality attributes for services and products Total quality management tools What is supply chain management
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OperationsManagement
Finance
Marketing
InformationSystems Accounting
DemandForecasting
Systems
ProductDesign
Distribution
InventoryManagement Investment
AnalysisTechnologyManagement
BusinessStrategy
CashFlow
Quality
CustomerSatisfaction
FacilityDesign
ProductCosting
NetworkingTelecommunications
ProductManagement
Valuation
ProductPricing
Planning &Control
Advertising
Budgeting
SalesManagement
JIT
MarketResearch
RiskManagement
The Big Picture!
Process Choice
Capacity
Organizational Behavior
Leadership
Group Dynamics/Teams
Organizational Effectiveness
Motivation
![Page 3: Key Topics Define Operations Management Give examples (Inputs – Processes – Outputs) Service operations vs. goods production Current Challenges in Operations.](https://reader030.fdocuments.in/reader030/viewer/2022032521/56649d5f5503460f94a4026f/html5/thumbnails/3.jpg)
Operations Management
Production: creation of goods and services
Operations management (OM) is defined as the design, operation, and improvement of the systems that create (transform inputs into outputs) and deliver the firm’s primary products and services
Each part of the organization, not just operations, must design and operate processes and deal with quality, technology and staffing issues
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Processes and Operations
Inputs• Workers• Managers• Equipment• Facilities• Materials• Services• Land• Energy
Processes and operations
5
1
2
3
4
Internal andexternal customers
Outputs• Services• Goods
Information on performance
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Small Group Activity
Identify the inputs, processes, and outputs for: Saint Michael’s College Fletcher Allen Hospital Ben and Jerry’s Ice Cream
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100100
8080
6060
4040
2020
Mill
ions
of W
orke
rsM
illio
ns o
f Wor
kers ServicesServices
Goods ProductionGoods Production
1984
1986
1988
1990
1992
1994
1996
1998
2000
$4,000$4,000
$3,000$3,000
$2,000$2,000
$1,000$1,000
(Bill
ions
)(B
illio
ns)
ServicesServices
Goods ProductionGoods Production
1984
1986
1988
1990
1992
1994
1996
1998
2000
Growth in the Goods and Services Sectors
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Options for Increasing Contribution
Marketing Option
Finance & Accounting
Option
OM Option
Current Sales Revenue :
+50%
Finance Costs: -50%
Production Costs: -20%
Sales $100,000 $150,000 $100,000 $100,000
Cost of Goods Sold
-80,000 -120,000 -80,000 -64,000
Gross Margin
20,000 30,000 20,000 36,000
Finance Costs
-6,000 -6,000 -3,000 -6,000
Net Margin
14,000 24,000 17,000 30,000
Taxes @ 25%
-3,500 -6,000 -4,250 -7,500
Contribution 10,500 18,000 12,750 22,500
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Significant Events in Operations Management
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Continuum of Characteristics
More like a manufacturing organization
More like a service
organization
• Physical, durable product• Output that can be inventoried• Low customer contact• Long response time• Regional, national, or
international markets• Large facilities• Capital intensive• Quality easily measured
• Intangible, perishable product• Output that cannot be
inventoried• High customer contact• Short response time• Local markets• Small facilities• Labor intensive• Quality not easily measured
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New Challenges in OM
Global focus Just-in-time Supply chain partnering
Rapid product development, alliances
Mass customization Empowered employees,
teams
FromFrom ToTo
Local or national focus Batch shipments Low bid purchasing
Lengthy product development
Standard products Job specialization
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Competitive Priorities
Cost 1. Low-cost operationsQuality 2. High-performance design
3. Consistent qualityTime 4. Fast, Reliable delivery
5. On-time delivery6. New development speed
Flexibility 7. Customization8. Volume flexibility
Operating system capabilities and strengths required to serve customers and outperform competitors
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Southwest Airline’s Low Cost Competitive Advantage
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Small Group Activity
What makes a quality good? What makes a quality service?
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Operation Reliability & durability Conformance Serviceability Appearance Perceived quality
Quality
Dimensions of Quality for Goods
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Under-standing
Tangibles
Reliability
CommunicationCredibility
Security
Responsiveness
Competence
Courtesy
Access
© 1995 Corel Corp.
Service Quality Attributes
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Seven Tools for TQM
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Supply-Chain ManagementSupply-Chain Management
Supply Chain Management is primarily concerned with the efficient integration of suppliers, factories, warehouses and stores so that merchandise is produced and distributed in the right quantities, to the right locations and at the right time, and so as to minimize total system cost subject to satisfying service requirements.
SCM, is a strategic weapon that seeks to synchronize a firm’s functions and those of its suppliers to match the flow of materials, services, and information with customer demand
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Integrated Supply Chain
Suppliers Purchasing Production Distribution Customers
Phase 1:Independent supply-chain entities
Suppliers Customers
Internal supply chainMaterials management department
ProductionPurchasing Distribution
Phase 2:Internal integration
Integrated supply chain
CustomersSuppliersInternal supply chain
Phase 3:Supply-chain integration