1-1 Introduction to Operations Management

Operations Management

William J. Stevenson

8th edition
 1-2 Introduction to Operations Management

CHAPTER
1

Introduction to
Operations Management

Operations Management, Eighth Edition, by William J. Stevenson

McGraw-Hill/Irwin Copyright 2005 by The McGraw-Hill Companies, Inc. All rights reserved.
1-3 Introduction to Operations Management

Operations Management
Figure 1.1

The management of systems or processes

that create goods and/or provide services

Organization

Finance Operations Marketing

1-4 Introduction to Operations Management

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

Control
Feedback Feedback
1-5 Introduction to Operations Management

Goods-service Continuum
Figure 1.3

Steel production Home remodeling Auto Repair Maid Service Teaching

Automobile fabrication Retail sales Appliance repair Manual car wash Lawn mowing

High percentage goods Low percentage goods

Low percentage service High percentage service
1-6 Introduction to Operations Management

Food Processor
Table 1.2

Inputs Processing Outputs

Raw Vegetables Cleaning Canned
Metal Sheets Making cans vegetables
Water Cutting
Energy Cooking
Labor Packing
Building Labeling
Equipment
1-7 Introduction to Operations Management

Hospital Process
Table 1.2

Inputs Processing Outputs

Doctors, nurses Examination Healthy

Hospital Surgery patients
Medical Supplies Monitoring
Equipment Medication
Laboratories Therapy
1-8 Introduction to Operations Management

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
1-9 Introduction to Operations Management

Key Differences

1. Customer contact
2. Uniformity of input
3. Labor content of jobs
4. Uniformity of output
5. Measurement of productivity
6. Production and delivery
7. Quality assurance
8. Amount of inventory
1-10 Introduction to Operations Management

Scope of Operations Management

Operations Management includes:
Forecasting
Capacity planning

Scheduling

Managing inventories

Assuring quality

Motivating employees

Deciding where to locate facilities

And more . . .
1-11 Introduction to Operations Management

The operations function

Consists of all activities directly related to
producing goods or providing services
1-12 Introduction to Operations Management

Figure 1.4
U.S. Manufacturing vs. Service Employment
Year Mfg. Service
45 79 21
100
50 72 28
55 72 28 80
60 68 32
Percent 60
65 64 36
70 64 36 40
75 58 42
80 44 46 20
85 43 57
0
90 35 65
95 32 68 45 50 55 60 65 70 75 80 85 90 95 00
00 30 70 Year
1-13 Introduction to Operations Management

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
1-14 Introduction to Operations Management

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
1-15 Introduction to Operations Management

Business Operations Overlap

Figure 1.5

Operations

Marketing Finance
1-16 Introduction to Operations Management

Operations Interfaces
Industrial
Engineering
Maintenance
Distribution

Purchasing Public
Operations Relations

Legal
Personnel

Accounting MIS
1-17 Introduction to Operations Management

Trends in Business
Major trends
The Internet, e-commerce, e-business
Management technology

Globalization

Management of supply chains

Agility