1. PRODUCTION

2. OPERATIONS MANAGEMENT
Planning
Scheduling
Technology
Logistics
Supply Chain Management
Quality Assurance

4. OPERATIONS MANAGEMENT
Any undertaking that involves the coordination of effort, tasks, and resources can be considered operations management

5. The Amazing “PEEP”

6. PowerSki Jetboard

7. OPERATIONS MANAGEMENT
What kind of production process should they use to make the Jetboards?
How large should their production facilities be, and where should they be located?
How should the plant be laid out?
Should every component be made in-house, or should some be furnished by subcontractors?
Where should they buy the materials they needed to build Jetboards?
What systems would they need to ensure that production was as efficient as possible and that quality standards were maintained?

8. OPERATIONS MANAGEMENT
to compete with other organizations, a company must convert resources (materials, labor, money, information) into goods or services as efficiently as possible
The job of operations management (OM), then, consists of all the activities involved in transforming a product idea into a finished product, as well as those involved in planning and controlling the systems that produce goods and services

10. OPERATIONS MANAGEMENT
Production planning. During production planning, managers determine how goods will be produced, where production will take place, and how manufacturing facilities will be laid out.
Production control. Once the production process is under way, managers must continually schedule and monitor the activities that make up that process. They must solicit and respond to feedback and make adjustments where needed. At this stage, they also oversee the purchasing of raw materials and the handling of inventories.
Quality control. Finally, the operations manager is directly involved in efforts to ensure that goods are produced according to specifications and that quality standards are maintained.

11. IMPROVING PRODUCTIVITY
Computer-Aided Design
Computer-Aided Manufacturing
Computer-Integrated Manufacturing
Flexible Manufacturing Systems

12. IMPROVING PRODUCTIVITY
3D Printing (Additive Manufacturing)

13. OPERATIONS MANAGEMENT IN THE SERVICE INDUSTRY
Though the primary function of both manufacturers and service providers is to satisfy customer needs, there are several important differences between the two types of operations
Intangibility. Service companies provide intangible products, such as banking, entertainment, or education.
Customization. Services are often customized to satisfy the specific needs of a customer.
Customer contact. Service providers interact with customers every day. In fact, their satisfaction with your product would be determined in part by the service that you provided.

14. OPERATIONS EFFICIENCY
Service organizations succeed by providing services that satisfy customers’ needs.
Companies that provide transportation, such as airlines, have to get customers to their destinations as quickly and safely as possible.
Companies that deliver packages, such as FedEx, must pick up, sort, and deliver packages in a timely manner.
Colleges must provide quality educations.
Companies that provide both services and goods, such as Domino’s Pizza, have a dual challenge: they must produce a quality good and deliver it satisfactorily.

15. Estimating capacity needs for a service business is more difficult than for a manufacturer… Service providers can’t store their services for later use: services must be delivered on an as-needed basis.
Overseeing a service organization puts special demands on managers, especially services requiring a high degree of contact with customers.
Given the importance of personalized service, scheduling workers is more complex in the service industry than in manufacturing.
In manufacturing, operations managers focus on scheduling the activities needed to produce goods; in service organizations, they focus on scheduling workers to ensure that enough people are available to handle fluctuating customer demand.

16. QUALITY CONTROL
What is quality?

17. QUALITY OF CONTROL
Total quality management (TQM), or quality assurance, includes all the steps that a company takes to ensure that its goods or services are of sufficiently high quality to meet customers’ needs
a company adheres to TQM principles by focusing on three tasks:
Customer satisfaction
Employee involvement
Continuous improvement

18. Customer Satisfaction
Companies that are committed to TQM understand that the purpose of a business is to generate a profit by satisfying customer needs
They encourage customers to tell them how to make the right products, both goods and services, that work the right way
they take steps to make sure that providing quality is a factor in every facet of their operations—from design, to product planning and control, to sales and service

19. Employee Involement
Successful TQM requires that everyone in the organization, not simply upper-level management, commits to satisfying the customer
To get everyone involved in the drive for quality assurance, managers must communicate the importance of quality to subordinates and motivate them to focus on customer satisfaction
Employees have to be properly trained not only to do their jobs but also to detect and correct quality problems
In many companies, employees who perform similar jobs work as teams, sometimes called quality circles, to identify quality, efficiency, and other work- related problems, to propose solutions, and to work with management in implementing their recommendations

20. Continuous Improvement
An integral part of TQM is continuous improvement: the commitment to making constant improvements in the design, production, and delivery of goods and services
Improvements can almost always be made to increase efficiency, reduce costs, and improve customer service and satisfaction
Everyone in the organization is constantly on the lookout for ways to do things better

21. Outsourcing
One advantage of outsourcing its production function is that the management team can thereby devote its attention to refining its product design and designing future products
Service companies also outsource many of their noncore functions. Your school, for instance, probably outsources such functions as food services, maintenance, bookstore sales, printing, groundskeeping, security, information-technology (IT) support