Introduction to Operation Management

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Information about Introduction to Operation Management
Business & Mgmt

Published on November 27, 2011

Author: joshuamirandaee

Source: slideshare.net

Description

Introduction to Operation Management

Chapter 1 Overview: Introduction to the Field

Operations Management Why Study Operations Management? Production System Defined Operations as a Service Plan of This Book Historical Development of OM Current Issues in OM OBJECTIVES

Operations Management

Why Study Operations Management?

Production System Defined

Operations as a Service

Plan of This Book

Historical Development of OM

Current Issues in OM

What is Operations Management? Defined Operations management (OM) is defined as the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services

Operations management (OM) is defined as the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services

Why Study Operations Management? Business Education Systematic Approach to Org. Processes Career Opportunities Cross-Functional Applications Operations Management

What is a Production System? Defined A production system is defined as a user of resources to transform inputs into some desired outputs

A production system is defined as a user of resources to transform inputs into some desired outputs

Transformations Physical--manufacturing Locational--transportation Exchange--retailing Storage--warehousing Physiological--health care Informational--telecommunications

Physical--manufacturing

Locational--transportation

Exchange--retailing

Storage--warehousing

Physiological--health care

Informational--telecommunications

What is a Service and What is a Good? “ If you drop it on your foot, it won’t hurt you.” (Good or service?) “ Services never include goods and goods never include services.” (True or false?)

“ If you drop it on your foot, it won’t hurt you.” (Good or service?)

“ Services never include goods and goods never include services.” (True or false?)

OM in the Organization Chart Operations Plant Manager Operations Manager Director Manufacturing, Production control, Quality assurance, Engineering, Purchasing, Maintenance, etc Finance Marketing

Core services are basic things that customers want from products they purchase Core Services Defined

Core Services Performance Objectives Operations Management Flexibility Quality Speed Price (or cost Reduction)

Value-added services differentiate the organization from competitors and build relationships that bind customers to the firm in a positive way Value-Added Services Defined

Value-Added Service Categories Operations Management Information Problem Solving Sales Support Field Support

Plan of This Book I. Operations Strategy and Managing Change 1. Introduction to the Field 2. Operations Strategy and Competitiveness 3. Project Management III. Supply Chain Design 9. Supply Chain Strategy 10. Strategic Capacity Management 11. Just-in-Time and Lean Systems IV. Planning and Controlling the Supply Chain 12. Forecasting and Demand Management 13. Aggregate Sales and Operations Planning 14. Inventory Control 15. Materials Requirements Planning 8. Operations Consulting and Reengineering 16. Operations Scheduling II. Product Design and Process Selection 4. Process Analysis 5. Product Design and Process Selection -Manufacturing 6. Product Design and Process Selection -Services 7. Quality Management 17. Synchronous Manufacturing and Theory of Constraints

Historical Development of OM JIT and TQC Manufacturing Strategy Paradigm Service Quality and Productivity Total Quality Management and Quality Certification

JIT and TQC

Manufacturing Strategy Paradigm

Service Quality and Productivity

Total Quality Management and Quality Certification

Historical Development of OM (cont’d) Business Process Reengineering Supply Chain Management Electronic Commerce

Business Process Reengineering

Supply Chain Management

Electronic Commerce

Current Issues in OM Effectively consolidating the operations resulting from mergers Developing flexible supply chains to enable mass customization of products and services Managing global supplier, production and distribution networks Increased “commoditization” of suppliers

Effectively consolidating the operations resulting from mergers

Developing flexible supply chains to enable mass customization of products and services

Managing global supplier, production and distribution networks

Increased “commoditization” of suppliers

Current Issues in OM (cont’d) Achieving the “Service Factory” Enhancing value added services Making efficient use of Internet technology Achieving good service from service firms

Achieving the “Service Factory”

Enhancing value added services

Making efficient use of Internet technology

Achieving good service from service firms

End of Chapter 1

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