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Operations Management

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Presentation on theme: "Operations Management"— Presentation transcript:

1 Operations Management
William J. Stevenson 8th edition

2 Introduction to Operations Management
CHAPTER 1 Introduction to Operations Management Operations Management, Eighth Edition, by William J. Stevenson Copyright © 2005 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

3 Operations Management
Figure 1.1 The management of systems or processes that create goods and/or provide services Organization Finance Operations Marketing

4 Value-Added Figure 1.2 The difference between the cost of inputs and the value or price of outputs. Inputs Land Labor Capital Transformation/ Conversion process Outputs Goods Services Control Feedback Value added

5 Steel production Automobile fabrication Home remodeling Retail sales
Goods-service Continuum Figure 1.3 Steel production Automobile fabrication Home remodeling Retail sales Auto Repair Appliance repair Maid Service Manual car wash Teaching Lawn mowing High percentage goods Low percentage service Low percentage goods High percentage service

6 Food Processor Inputs Processing Outputs Raw Vegetables Cleaning
Canned vegetables Metal Sheets Making cans Water Cutting Energy Cooking Labor Packing Building Labeling Equipment

7 Hospital Process Inputs Processing Outputs Doctors, nurses Examination
Table 1.2 Inputs Processing Outputs Doctors, nurses Examination Healthy patients Hospital Surgery Medical Supplies Monitoring Equipment Medication Laboratories Therapy

8 Production of Goods vs. Delivery of Services
Production of goods – tangible output Delivery of services – an act Service job categories Government Wholesale/retail Financial services Healthcare Personal services Business services Education

9 Key Differences Customer contact Uniformity of input
Labor content of jobs Uniformity of output Measurement of productivity Production and delivery Quality assurance Amount of inventory

10 Scope of Operations Management
Operations Management includes: Forecasting Capacity planning Scheduling Managing inventories Assuring quality Motivating employees Deciding where to locate facilities And more . . .

11 The operations function
Consists of all activities directly related to producing goods or providing services

12 Figure 1.4

13 Responsibilities of Operations Management
Table 1.6 Planning Organizing – Capacity – Degree of centralization – Location – Process selection – Products & services Staffing – Make or buy – Hiring/laying off – Layout – Use of Overtime – Projects Directing – Scheduling – Incentive plans Controlling/Improving – Issuance of work orders – Inventory – Job assignments – Quality – Costs – Productivity

14 Key Decisions of Operations Managers
What What resources/what amounts When Needed/scheduled/ordered Where Work to be done How Designed Who To do the work

15 Business Operations Overlap
Figure 1.5 Operations Marketing Finance

16 Operations Interfaces
Public Relations Accounting Industrial Engineering Operations Maintenance Personnel Purchasing Distribution MIS Legal

17 Trends in Business Major trends The Internet, e-commerce, e-business
Management technology Globalization Management of supply chains Agility

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