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TECHNOLOGY AND OPERATIONS MANAGEMENTCHAPTER 5DAVID A. COLLIER AND JAMES R. EVANS#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 1

LO1 Describe different types of technology and their role in manufacturing and service operations.LO2 Explain how manufacturing and service technology is strengthening the value chain.LO3 Explain the benefits and challenges of using technology.LO4 Describe key technology decisions and the processes of technology adoption.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 2S taples is a large, well-known, distributor of office products in the United States, often recognized for its easybutton commercials. But managing and working in their distributions is not always easy, especially whenthey have a goal of next-day delivery. Most warehouses and distribution centers rely on people to locate andretrieve items. People get fatigued and can make errors reading product numbers or pulling the wrong itemoff the shelves. However, Staples took the easy concept into their back-office order-fulfillment operations in avery innovative waythey use robots. Automated robots are more reliable, and managers dont have to worryabout them calling in sick either! #OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 3Staples uses small, 2-foot high by 3-foot long machines that travel along the aisles of a warehouse by reading special bar-code stickers on the floor. A computer sends stock location information to the robots, which slide under the storage racks that contain the goods, lift them up, and bring them to stations where real people pull the products and pack them for shipping. Then they return the racks back to their original locations. Theyre even programmed to travel to recharging stations whentheir batteries run low. As a result, Staples improved productivity by 60%, making it much easier to meet its customer service promises.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 4In what ways has technology benefited your life and work as a student?

What do you think?

#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 5Importance of TechnologyTechnologyboth physical and informationhas dramatically changed how work is accomplished in every industry, from mining to manufacturing to education to health care.

Technological innovation in goods, services, manufacturing, and service delivery is a competitive necessity.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 6Hard technology refers to equipment and devices that perform a variety of tasks in the creation and delivery of goods and services.

Soft technology is the application of the Internet, computer software, and information systems to provide data, information, and analysis, and to facilitate the accomplishment of creating and delivering goods and services.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 7 Manufacturing Technology The right technology must be selected for the goods that are produced.Process resources, such as machines and employees, must be set up and configured in a logical fashion to support production efficiency.Labor must be trained to operate the equipment.Process performance must be continually improved.Work must be scheduled to meet shipping commitments/customer promise dates.Quality must be ensured.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 8Computer-Integrated Manufacturing SystemsComputer-integrated manufacturing systems (CIMS) represent the union of hardware, software, database management, and communications to automate and control production activities.Numerical control (NC) machine tools enable the machinists skills to be duplicated by a programmable device (originally punched paper tape) that controls the movements of a tool used to make complex shapes. A robot is a programmable machine designed to handle materials or tools in the performance of a variety of tasks.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 9Computer-Integrated Manufacturing SystemsCAD/CAE enables engineers to design, analyze, test, simulate, and manufacture products before they physically exist.CAM involves computer control of the manufacturing process.Flexible manufacturing systems (FMS) consist of two or more computer-controlled machines linked by automated handling devices. Computers direct the overall sequence of operations and route the work to the appropriate machine, select and load the proper tools, and control the operations performed by the machine.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 10CIMS FactsAccording to the National Research Council, companies with computer-integrated manufacturing system experience have been able to:decrease engineering design costs by up to 30 percent;increase productivity by 40 to 70 percent;increase equipment utilization by a factor of 2 to 3;reduce work-in-process and lead times by 30 to 60 percent; andimprove quality by a factor of 3 to 4.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 11Service TechnologyService technologies are used behind the scenes to facilitate your experience as a customer.

E-service refers to using the Internet and technology to provide services that create and deliver time, place, information, entertainment, and exchange value to customers and/or support the sale of goods.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 12

#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 13

Exhibit 5.1 E-Commerce View of the Value Chain#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 14Technology in Value ChainsAn intermediary is any entityreal or virtualthat coordinates and shares information between buyers and sellers.

Return facilitators specialize in handling all aspects of customers returning a manufactured good or delivered service and requesting their money back, repairing the manufactured good and returning it to the customer, and/or invoking the service guarantee.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 15Enterprise Resource PlanningEnterprise Resource Planning (ERP) systems integrate all aspects of a businessaccounting, customer relationship management, supply chain management, manufacturing, sales, human resourcesinto a unified information system and provide more timely analysis and reporting of sales, customer, inventory, manufacturing, human resource, and accounting data.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 16Enterprise Resource Planning (ERP)Two prominent vendors of ERP software are SAP and Oracle.

ERP combines each departments information into a single, integrated system with a common database so that departments can easily share information and communicate with each other.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 17Customer Relationship Management SystemsCustomer Relationship Management (CRM) is a business strategy designed to learn more about customers wants, needs, and behaviors in order to build customer relationships and loyalty, and ultimately enhance revenues and profits.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 18Benefits of CRMSegmenting markets based on demographic and behavioral characteristics.Tracking sales trends and advertising effectiveness by customer and market segment.Identifying which customers should be the focus of targeted marketing initiatives with predicted high customer response rates.Forecasting customer retention (and defection) rates and providing feedback as to why customers leave the company.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 19Benefits of CRMIdentifying which transactions are likely candidates to be fraudulent.Studying which goods and services are purchased together, and what might be good ways to bundle them (that is, the customer benefit package).Studying and predicting what Web characteristics are most attractive to customers and how the Web site might be improved.Linking the information above to competitive priorities by market segment and process and value chain performance.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 20Exhibit 5.2 Example Benefits and Challenges of Adopting Technology

#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 21Technology Decisions and ImplementationScalability is a measure of the contribution margin required to deliver a good or service as the business grows and volumes increase.High scalability is the capability to serve additional customers at zero or extremely low incremental costs (e.g., Monster.com).Low scalability implies that serving additional customers requires high incremental variable costs (e.g., see WebVan).Many of the dot.coms that failed in the year 2000 had low scalability and unsustainable demand (see WebVan, for example). #OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 22

#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 23Technology AdoptionHow Intel describes the history of technology revolutions:Stage I. BirthStage II. TurbulenceStage III. Build-out

Examples: Global Digital Revolution (see text box)U.S. Railroad Industry#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 24Bracket InternationalThe RFID Decision Case StudyHow does RFID compare to bar-coding?

What is the economic payback in years for this possible RFID adoption?

What are the risks of adopting a new technology too early? Too late?

What do you recommend Mr. Bracket do in the short and long terms? Explain your reasoning.#OM3 Chapter 5 Technology and Operations Management 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.Chapter 5 TECHNOLOGY AND OPERATIONS MANAGEMENT 25