1. Define Operations Management.

Operations Management is the management of that part of an organization that is responsible

for producing goods and/or services. The set of interrelated management activities, which are
involved in manufacturing certain products, is called as production management. If the same
concept is extended to services management, then the corresponding set of management
activities is called as operations management.

2. Three basic functions of business organization:
i) Finance: Finance is responsible for securing financial resources at favorable prices
allocating those resources throughout the organization, as well as budgeting, analyzing
investment proposals & providing funds for operations.
ii) Marketing: Marketing is responsible for assessing consumer wants & needs, & selling &
promoting the organizations goods & services.
iii) Operations: it is primarily responsible for producing the goods or providing the services
offered by the organization.

3. Show the goods-service continuum.
The goods-service combination is a continuum. It can range primarily goods, with little
services, to primarily service, with few goods.

4. Define Value-added.
Value-added is the difference between the cost of inputs & the value or price of outputs. In
non-profit organizations, the value of outputs is their value to society; their greater the value
added, the greater the effectiveness of these operations. In for-profit organizations, the value
of outputs is measured by the prices that customers are willing to pay for those goods or
services.

5. Illustrate the transformation process of a hospital.
Hospital:
Inputs: a) Doctors & Nurses, Hospital, Medical supplies, Equipment, Laboratories
Processing: Examination, surgery, monitoring, medication, therapy
Output: Healthy patients.


6. What are the 7 categorization of services?
a) Government (federal, state, local)
b) Whole sale/ retail (clothing, food, stationary, toys, etc.)
c) Financial services (banking, stock brokerages, insurance, etc.)
d) Health care (doctors, dentists, hospitals, etc.)
e) Personal services (laundry, dry cleaning, hair/ beauty, gardening, etc.)
f) Business services (data processing, e- business, delivery, employment agencies, etc.)
g) Education (school, colleges, etc.)

7. Difference between Goods & Services:
Characteristics: Goods/ Services
i) Output: Tangible/ intangible
ii) Uniformity of output: High/ low
iii) Uniformity of input: High/low
iv) Labor content: Low/ High
v) Measurement of productivity: Easy/ difficult
vi) Customer contact: Low/ High
vii) Opportunity to correct quality problems before delivery to customer: High/ low
viii) Evaluation: Easier/ more difficult
ix) Patentable: Usually/ not usually.

8. Explain Operations Manager and the Management Process.
The operations manager is the key figure in the system. He/she has the ultimate responsibility
for the creation of goods or provisions of services. In every case, the operations manager
must coordinate the use of resources through the management process of planning,
organizing, staffing, directing, and controlling. Responsibilities of operations managers are
Planning: Capacity, Location, Products and services, Make or buy, Layout, Projects,
Scheduling.
Organizing: Degree of centralization, process selection.
Staffing: Hiring/ laying off, use of overtime.
Directing: Incentive plans, issuance of work orders, job assignments.
Controlling/Improving: Inventory, quality, costs, productivity.


9. Define Model.
Model is an abstraction of reality; a simplified representation of something. For example, a
childs toy car is a model of a real automobile. It has some visual features (shape, relative
proportions, and wheels) that make it suitable for the childs learning and playing.

10. Give examples (at least 3) for different types of model:
i) Physical models: Its look like their real life counterparts. Examples include miniature cars,
trucks, airplanes, toy animals & trains & scale model buildings. The advantage of these
models is their visual correspondence with reality.
ii) Schematic model: it is more abstract than their physical counterparts; that is, they have
less resemblance to the physical reality. Examples include graphs, charts, blueprints, pictures
7 drawings. The advantage of this model is that they are often relatively simple to construct
& change. Moreover, they have some degree of visual correspondence.
iii) Mathematical models: Mathematical models are the most abstract. They do not look at
all like their real life counterparts. Examples include numbers, formulas & symbols. Those
are usually the easiest to manipulate & they are important forms of inputs computers &
calculators.

11. Benefits & limitation of Models.
Benefits:
i) Models are generally easy to use & less expensive than dealing directly with the actual
situation.
ii) Provide systematic approach to problem solving.
iii) Increase understanding of the problem.
iv) Enable managers to analyze what if? questions.
v) Require users to specific about objectives.
vi) Serve as a consistent tool for evaluation.
vii) Provide standardized format for analyzing a problem.
Limitations:
i) Quantitative information may be emphasized at the expense of qualitative information.
ii) Models may be incorrectly applied & the result misinterpreted. The widespread use of
computerized models adds to this risk because highly sophisticated model may be placed in
the hands of users who are not sufficiently knowledgeable to appreciate the subtleties of a
particular model; thus, they are unable to fully comprehend the circumstances under which
the model can be successfully employed.

12. Define system & Pareto phenomenon.
System: A system can be defined as a set of interrelated parts that must work together. In a
business organization, the organization can be thought of as a system composed of
subsystems (e.g., marketing subsystem, operations subsystems, finance subsystems), which in
turn are composed of lower subsystems. The system approach emphasizes interrelationships
among subsystems, but its main theme is that the whole is greater than the sum of its
individual part. It is important whenever something is designed, redesigned, implemented,
improved, or otherwise changed.
Pareto phenomenon: It is a few factors account for a high percentage of the occurrence of
some event(s). Pareto phenomenon means that all things are not equal; some things (a few)
will be very important for achieving an objective or solving a problem and other things
(many) will not. This concept can be applied at all levels of management and to every aspect
of decision making, both professional and personal.

13. Explain the three major functions of business organizations overlap and operations
interfaces with a number of supporting functions.
The three major functions of business organizations overlap:
i) Finance: Finance is responsible for securing financial resources at favorable prices
allocating those resources throughout the organization, as well as budgeting, analyzing
investment proposals & providing funds for operations.
ii) Marketing: Marketing is responsible for assessing consumer wants & needs, & selling &
promoting the organizations goods & services.
iii) Operations: it is primarily responsible for producing the goods or providing the services
offered by the organization.

Operations interfaces with a number of supporting functional areas as -
i) Legal: The legal department must be consulted on contracts with employees, customers,
suppliers, and transporters, as well as liability and environmental issues.
ii) Accounting: Accounting supplies information to management on cost of labor, materials,
and overhead, and many provide reports on items such as scrap, downtime, and inventories.
iii) MIS: MIS is concerned with providing management with the information it needs to
effectively manage.
iv) Personnel/human resources: This department is concerned with retirement and training
of personnel, labor relations, contract negotiations, wage and salary administration, assisting
in manpower projections, and ensuring the health and safety of employees.
v) Public relations: Public relations have responsibility for building and maintaining a
positive public image of the organization.

14. Define Lead Time.
Lead time is the time between ordering a good or service & receiving it.

15. Steam engine is the root of operations management Explain.
In the earliest days of manufacturing, goods were produced using craft production: highly
skilled workers using simple, flexible tools produced goods according to customer
specifications. A number of innovations in the 18
th
century changed the face of production
forever by substituting machine power for human power. The most significant of these was
the steam engine, because it provided a source of power to operate machines in factories. The
spinning jenny and the power loom revolutionized the textile industry. Ample supplies of
coal and iron ore provided materials for generating power and making machinery. The new
machines, made of iron, were much stronger and more durable than the simple wooden
machines they replaced. Through the invention of steam engine a revolution occurred in the
productivity of goods and services.
For this reason we can conclude that Steam engine is the root of operations management.

16. Define Craft Production with characteristics.
Craft Production is a system which highly skilled workers use simple, flexible tools to
produce small quantities of customized goods according to customer specifications.
Major characteristics of Craft Production are:
a) High variety of products
b) Customized output
c) One or a few skilled workers responsible for entire unit of output.
d) Flexible tools used to produce small quantities of customized goods
e) Goods are produced according to customer specifications
f) Production is slow and costly.
17. Explain Scientific Management.
Scientific management is based on the work of the US engineer Frederick Winslow Taylor
(1856-1915) who in his book The Principles of Scientific Management laid down the
fundamental principles of large-scale manufacturing through assembly-line factories. It
emphasizes rationalization and standardization of work through division of labor, time and
motion studies, work measurement, and piece-rate wages.
Taylor believed in a scientific management based on observation, measurement, analysis
and improvement of work methods, and economic incentives. Taylor also believed that
management should be responsible for planning, carefully selecting and training workers,
finding the best way to perform each job, achieving cooperation between management and
workers, and separating management activities from work activities. Taylors methods
emphasized maximizing output.

18. Define mass production, interchangeable parts & Division of labor.
Mass Production: Mass production system in which low skilled workers use specialized
machinery to produce high volumes of standardized goods.
Interchangeable parts: It is parts of a product made to such precision that they do not have
to custom fitted.
Division Labor: Division of labor breaking up a production process into small tasks, so that
each worker performs a small portion of the overall job.

19. Explain the Human Relations Movement.
Whereas the scientific-management movement heavily emphasized the technical aspects of
work design, the human relations movement emphasized the importance of the human
element in job design. During the 1930s, Elton Mayo conducted studies which revealed that
in addition to the physical and technical aspects of work, worker motivation is critical for
improving productivity.

20. What are the major trends in business?
Advances in information technology and global competition have influenced the major
trends. Although different organizations have different priorities, and hence are differently
affected by various trends, a representative list of major trends includes
a) The Internet, e-commerce, and e-business: The internet offers great potential for
business organizations. E-business involves the use of the Internet to transact business. E-
commerce is the consumer-business transactions such as buying online or requesting
information.
b) Management of technology: Advances in materials, methods, and equipment also have
had an impact on competition and productivity. Advances in information technology also
have had a major impact on businesses.
c) Management of supply chains: Supply chain is a sequence of activities and organizations
involved in producing and delivering a good or service.
d) Globalization: Globalization and the need for global supply chains have broadened the
scope of supply chain management.
e) Agility: Agility is the ability of an organization to respond quickly to demands or
opportunities.

21. Draw product supply chain.
Suppliers Suppliers Direct Suppliers Producer Distributor Final Consumers

22. Define Supply Chain.
Supply chain is the sequence of organizations - their facilities, functions, and activities that
are involved in producing and delivering a product or service. The sequence begins with
basic suppliers of raw materials and extends all the way to the final customer. Facilities might
include warehouses, factories, processing centers, offices, distribution centers, and retail
outlets. Functions and activities include forecasting, purchasing, inventory management,
information management, quality assurance, scheduling, production, distribution, delivery,
and customer service.

23. Define Agility and Lean Production.
Agility: Agility refers to the ability of an organization to respond quickly to demands or
opportunities. It is a strategy that involves maintaining a flexible system that can quickly
respond to changes in either the volume of demand or changes in product or service offerings.
Lean Production: Lean Production is a system that uses minimal amounts of resources to
produce a high volume of high-quality goods with some variety.

24. Compare Craft, Mass & Lean Production
(C) Craft Production/ (M) Mass Production/ (L) Lean Production
1) Description:
C. High variety, customized output, with one or a few skilled workers responsible for an
entire unit of output.
M. High volume of standardized output, emphasize on volume. Capitalizes on division of
labor, specialized equipment, & interchangeable parts.
L. Moderate to high volume of output, with more variety than mass production. Fewer mass
production buffers such as extra workers, inventory, or time. Emphasis on quality. Employee
involvement & teamwork important.
2) Examples of goods & services:
C. Home remodeling & landscaping, tailoring, portrait painting, diagnosis & treatment of
injuries, surgery.
M. Automobile, computers, calculators, sewing machines, compact discs, mail sorting, check
clearing.
L. Similar to mass production.
3) Advantages:
C. Wide range of choice, output tailored to customer needs.
M. Low cost per unit, requires mostly low skilled workers.
L. Flexibility, variety, high quality.
4) Disadvantage:
C. Slow, requires skilled workers, few economies of scale, high cost & low standardized.
M. Rigid system, difficult to accommodate changes in output volume, product design, or
process design. Volume may be emphasized at the expense of quality.
L. No safety nets to offset any system breakdowns, fewer opportunities for employee
advancement, more worker stress, require high skilled workers than mass production.

25. Explain Design and Operating Decisions.
A primary function of an operations manager is to guide the system by decision making.
Certain decisions affect the design of the system, and others affect the operation of the
system.
System Design involves decisions that relate to system capacity, the geographic location of
facilities, arrangement of departments and placement of equipment within physical structures,
product and service planning, and acquisition of equipment.
System operation involves decisions that relate to management of personnel, inventory
planning and control, scheduling, project management, and quality assurance.