Operations Management Operations and Productivity Chapter 1
Operations Management Operations and Productivity Chapter 1
Slide 2
Outline ( ) PROFILE: HARD ROCK CAFE WHAT IS OPERATIONS
MANAGEMENT? ? ORGANIZING TO PRODUCE GOODS AND SERVICES WHY STUDY
OM? WHAT OPERATIONS MANAGERS DO How This Book Is Organized ( )
WHERE ARE THE OM JOBS?
Slide 3
Outline - Continued THE HERITAGE OF OPERATIONS MANAGEMENT
OPERATIONS IN THE SERVICE SECTOR Differences between Goods and
Services Growth of Services Service Pay EXCITING NEW TRENDS IN
OPERATIONS MANAGEMENT
Slide 4
Outline - Continued THE PRODUCTIVITY CHALLENGE Productivity
Measurement Productivity Variables Productivity and the Service
Sector THE CHALLENGE OF SOCIAL RESPONSIBILITY
Slide 5
Learning Objectives When you complete this chapter, you should
be able to : Identify or Define : Production and productivity
Operations Management (OM) What operations managers do
Services
Slide 6
Learning Objectives - Continued When you complete this chapter,
you should be able to : Describe or Explain : A brief history of
operations management Career opportunities in operations management
The future of the discipline Measuring productivity
Slide 7
The Hard Rock Cafe First opened in 1971 Now 110 restaurants in
over 40 countries Rock music memorabilia Creates value in the form
of good food and entertainment 3,500 + custom meals per day How
does an item get on the menu? Role of the Operations Manager
Slide 8
What Is Operations Management? Production is the creation of
goods and services Operations management is the set of activities
that creates value in the form of goods and services by
transforming inputs into outputs
Slide 9
Organizing to Produce Goods and Services
Slide 10
Essential functions: Marketing generates demand Operations
creates the product Finance/accounting tracks organizational
performance, pays bills, collects money
Slide 11
Organizational Functions Marketing Gets customers Operations
creates product or service Finance/Accounting Obtains funds Tracks
money 1995 Corel Corp.
Slide 12
Sample Organization Chart s
Slide 13
Functions - Bank Operations Finance/ Accounting Marketing Check
Clearing Teller Scheduling Transactions Processing Security
Commercial Bank 1984-1994 T/Maker Co.
Organizational Charts Manufacturing Operations Facilities:
Construction:maintenance Production & inventory control
Scheduling: materials control Supply-chain management Manufacturing
Tooling, fabrication,assembly Design Product development and design
Detailed product specifications Industrial engineering Efficient
use of machines, space, and personnel Process analysis Development
and installation of production tools and equipment Finance &
Accounting Disbursements/credits Receivables Payables General
ledger Funds Management Money market International exchange Capital
requirements Stock issue Bond issues and recall Marketing Sales
promotions Advertising Sales Market research
Slide 19
Why Study OM?
Slide 20
OM is one of three major functions ( marketing, finance, and
operations ) of any organization. We want ( and need ) 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.
Slide 21
Options for Increasing Contribution
Slide 22
What Operations Managers Do Plan - Organize - Staff - Lead -
Control
The Critical Decisions Quality management Who is responsible
for quality? How do we define quality? Service and product design
What product or service should we offer? How should we design these
products and services?
Slide 25
The Critical Decisions - Continued Process and capacity design
What processes will these products require and in what order? What
equipment and technology is necessary for these processes? Location
Where should we put the facility On what criteria should we base
this location decision?
Slide 26
The Critical Decisions - Continued Layout design How should we
arrange the facility? How large a facility is required? Human
resources and job design How do we provide a reasonable work
environment? How much can we expect our employees to produce?
Slide 27
The Critical Decisions - Continued Supply chain management
Should we make or buy this item? Who are our good suppliers and how
many should we have? Inventory, material requirements planning, How
much inventory of each item should we have? When do we
re-order?
Slide 28
The Critical Decisions - Continued Intermediate, short term,
and project scheduling Is subcontracting production a good idea?
Are we better off keeping people on the payroll during slowdowns?
Maintenance Who is responsible for maintenance? When do we do
maintenance?
Slide 29
Where are the OM Jobs
Slide 30
Slide 31
Where Are the OM Jobs? Technology/methods Facilities/space
utilization Strategic issues Response time People/team development
Customer service Quality Cost reduction Inventory reduction
Productivity improvement
Slide 32
The Heritage of Operations Management
Slide 33
Significant Events in Operations Management
Slide 34
The Heritage of Operations Management Division of labor (Adam
Smith 1776 and Charles Babbage 1852) Standardized parts (Whitney
1800) Scientific Management (Taylor 1881) Coordinated assembly line
(Ford/Sorenson/Avery 1913) Gantt charts (Gantt 1916) Motion study
(Frank and Lillian Gilbreth 1922 Quality control (Shewhart 1924;
Deming 1950) Computer (Atanasoff 1938) CPM/PERT (DuPont 1957)
Slide 35
The Heritage of Operations Management - Continued Material
requirements planning (Orlicky 1960) Computer aided design (CAD
1970) Flexible manufacturing system (FMS 1975) Baldrige Quality
Awards (1980) Computer integrated manufacturing (1990)
Globalization(1992) Internet (1995)
Slide 36
Eli Whitney Born 1765; died 1825 In 1798, received government
contract to make 10,000 muskets Showed that machine tools could
make standardized parts to exact specifications Musket parts could
be used in any musket 1995 Corel Corp.
Slide 37
Frederick W. Taylor Born 1856; died 1915 Known as father of
scientific management( ) In 1881, as chief engineer for Midvale
Steel, studied how tasks were done Began first motion & time
studies Created efficiency principles 1995 Corel Corp.
Slide 38
Taylor: Management Should Take More Responsibility for Matching
employees to right job Providing the proper training Providing
proper work methods and tools Establishing legitimate incentives
for work to be accomplished
Slide 39
Frank & Lillian Gilbreth Frank (1868-1924); Lillian
(1878-1972) Husband-and-wife engineering team Further developed
work measurement methods Applied efficiency methods to their home
& 12 children! (Book & Movie: Cheaper by the Dozen, book:
Bells on Their Toes) 1995 Corel Corp.
Slide 40
Born 1863; died 1947 In 1903, created Ford Motor Company In
1913, first used moving assembly line to make Model T Unfinished
product moved by conveyor past work station Paid workers very well
for 1911 ($5/day!) Henry Ford Make them all alike ! 1995 Corel
Corp.
Slide 41
W. Edwards Deming Born 1900; died 1993 Engineer & physicist
Credited with teaching Japan quality control methods in post-WW2
Used statistics to analyze process His methods involve workers in
decisions
Slide 42
Contributions From Human factors Industrial engineering
Management science Biological science Physical sciences Information
science
Slide 43
Significant Events in OM Division of labor (Smith, 1776)
Standardized parts (Whitney, 1800) Scientific management (Taylor,
1881) Coordinated assembly line (Ford 1913) Gantt charts (Gantt,
1916) Motion study (the Gilbreths, 1922) Quality control (Shewhart,
1924) pp. 9
New Challenges in OM Local or national focus Batch shipments
Low bid purchasing Lengthy product development Standard products
Job specialization Global focus Just-in-time Supply chain
partnering Rapid product development, alliances Mass customization
Empowered employees, teams FromTo From To pp. 16
Slide 46
Operations in the Service Sector
Slide 47
Characteristics of Goods Tangible product Consistent product
definition Production usually separate from consumption Can be
inventoried Low customer interaction 1995 Corel Corp.
Slide 48
Characteristics of Service Intangible product Produced &
consumed at same time Often unique High customer interaction
Inconsistent product definition Often knowledge-based Frequently
dispersed 1995 Corel Corp.
Slide 49
Service Economies Proportion of Employment in the Service
Sector
Slide 50
Goods Versus Services Can be resold Can be inventoried Some
aspects of quality measurable Selling is distinct from production
Reselling unusual Difficult to inventory Quality difficult to
measure Selling is part of service GoodsService Goods Service pp.
12
Slide 51
Goods Versus Services - Continued Product is transportable Site
of facility important for cost Often easy to automate Revenue
generated primarily from tangible product Provider, not product is
transportable Site of facility important for customer contact Often
difficult to automate Revenue generated primarily from intangible
service. GoodsService Goods Service pp. 12
Slide 52
Goods Contain Services / Services Contain Goods 0 2550 75 100
2550 75 100 Automobile Computer Installed Carpeting Fast-food Meal
Restaurant Meal Auto Repair Hospital Care Advertising Agency
Investment Management Consulting Service Counseling Percent of
Product that is a Good Percent of Product that is a Service pp.
13
Slide 53
Organizations in Each Sector Table 1.4 Service SectorExample%
of all Jobs Professional services, education, legal, medical New
York City PS108, Notre Dame University, San Diego Zoo 24.3 Trade
(retail, wholesale) Walgreens, Wal-Mart, Nordstroms20.6 Utilities,
transportation Pacific Gas & Electric, American Airlines, Santa
Fe R.R, Roadway Express 7.2 pp. 15
Slide 54
Organizations in Each Sector Table 1.4 Service SectorExample%
of all Jobs Business & Repair Services Snelling & Snelling,
Waste Management, Pitney-Bowes 7.1 Finance, Insurance, Real Estate
Citicorp, American Express, Prudential, Aetna, Trammel Crow 6.5
Food, Lodging, Entertainment McDonalds, Hard Rock Caf, Motel 6,
Hilton Hotels, Walt Disney Paramount Pictures 5.2 Public
AdministrationU.S., State of Alabama, Cook County 4.5
Slide 55
Organizations in Each Sector Table 1.4 Manufacturing Sector
Example% of all Jobs GeneralGeneral Electric, Ford, U.S. Steel,
Intel 14.8 ConstructionBechtel, McDermott7.0 AgricultureKing
Ranch2.4 MiningHomestake Mining0.4
Slide 56
Organizations in Each Sector Table 1.4 Summary Sector% of all
Jobs Service75.4% Manufacturing24.6%
Slide 57
1850 75 1900 25 50 75 200040 50 60 70 1970 75 80 85 90 95 2000
Percent United States Canada France Italy Britain Japan W Germany
1970 2000 Services Industry Farming 250 200 150 100 50 0 80 %70 60
50 40 30 20 10 0 U.S. Employment, % ShareServices as a Percent of
GDP U.S. Exports of Services In Billions of Dollars Year 2000 data
is estimated Development of the Service Economy pp. 14
Slide 58
Exciting New Challenges in Operations Management pp. 14-15
Slide 59
Changing Challenges for the Operations Manager pp. 15
Slide 60
Changing Challenges for the Operations Manager
Slide 61
The Productivity Challenge
Slide 62
The Economic System Transforms Inputs to Outputs The economic
system transforms inputs to outputs at about an annual 2.5%
increase in productivity (capital 38% of 2.5%), labor (10% of
2.5%), management (52% of 2.5%) Land, Labor, Capital, Management
Goods and Services Feedback loop InputsProcessOutputs pp. 17
Slide 63
Typical Impact of Quality Improvement ( ) Parts per man hour 95
100 105 110 115 Year AYear BYear C Cost per unit decreased $1.50
$1.75 $2.00 $2.25 Year AYear BYear C Average worker's annual cash
compensation increased 24000 25000 26000 27000 Year AYear BYear C
As productivity improved Costs were pared Wages increased
Slide 64
Measure of process improvement Represents output relative to
input Only through productivity increases can our standard of
living improve Productivity ( ) ProductivityProductivity Units
produced Input used == pp. 19
Slide 65
Multi-Product Productivity Productivity = Output Labor +
material + energy + capital + miscellaneous pp. 19
Slide 66
Measurement Problems Quality ( )may change while the quantity
of inputs and outputs remains constant External elements ( )may
cause an increase or decrease in productivity Precise units ( )of
measure may be lacking pp. 20
Slide 67
Productivity Variables Labor( ) - contributes about 10% of the
annual increase Capital ( )- contributes about 32% of the annual
increase Management ( )- contributes about 52% of the annual
increase pp. 21
Slide 68
Key Variables for Improved Labor Productivity Basic education
appropriate for the labor force Diet of the labor force Social
overhead that makes labor available Maintaining and enhancing
skills in the midst of rapidly changing technology and
knowledge
Slide 69
Jobs in the U.S
Slide 70
Comparison of Productivity
Slide 71
Investment and Productivity in Selected Nations
Slide 72
Service Productivity Typically labor intensive Frequently
individually processed Often an intellectual task performed by
professionals Often difficult to mechanize Often difficult to
evaluate for quality
Slide 73
The Challenge of Social Responsibility Increasing emphasis on
business and social responsibility