OM &TQM

Operations: 1. Understand what their

Managing inputs > outputs operation has to be good at in
Outputs > customers & their particular environment
stakeholders -delivering the right quality at
Operation management- is the right speed, keeping its
concerned with managing the promises, providing appropriate
resources that directly produce flexibility and incurring the
the organization’s service or lowest feasible costs.
product.
Resources: 2. Planning and control
People  Planning – arranging for
Materials orderly flow of resources
Technology so that objectives can be
Information met.
 Control – checking upon
Task of operations management: the performance of the
1. Understand what their operations against the
operation has to be good at standard expected of it.
in their particular
environment. 3. Be involve in the design
2. Planning and control activities as well.
3. Be involve in the design
activities as well. 4. Seek continuous
4. Seek continuous improvement
improvement
5. Be able to communicate 5. Be able to communicate
across the functional across the functional
boundaries. boundaries – in this way the
capabilities of the operation
Task of operations management: and the expectations placed
upon it stand a better chance
of being properly understand
by all.
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 OM &TQM
the situation is said to be
Goal: make the one of the high
operation both efficient variation.
and effective.
EFFICIENCY: focuses upon the
3. VARIETY - the number of
cost of the operation
different types of service
EFFECTIVENESS: concerns the
or product demanded.
success in meeting the
objectives.
4. CUSTOMER CONTACT-
THE ROOTS OF OPERATIONS
MANAGEMENT concerned with how
1. Globalization much time the
2. Total Quality personnel of the
Management operation have to spend
3. Empowerment with their customers.
4. Technology The more the customers
5. Improving Public gets involved therefore,
Services the greater is the
6. Improving Service Sector challenge to the
Productivity planning and control of
the operations manager.
CLASSIFYING OPERATIONS BY KEY
ENVIRONMENTAL FACTORS HISTORICAL DEVELOPMENT
1. VOLUME – the number 1776 - Adam smith
of times that an 1799 – Eli Whitney and others
operation has to deliver 1830 – Charles Babbage
a service or product 1935 – Harold F. Dodge and
Harry G. Romig
2. VARIATION – describes 1960 – Lawrence Cummings and
the pattern of the Lyman Porter
volume demands. If 1980 – W. Edwards Demming
there are many peaks 1980 – Joseph M. Juran
and throughs in demand

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 OM &TQM
1776 - Adam smith control by developing
-father of economics & acceptance sampling plans. This
capitalism method helps in making
- introduced the concept of decisions about whether to
specialization of labor in his accept or reject a batch based
seminal work. on the quality of the sample.
- observed that when workers
specialized in specific tasks, the 1960 – Lawrence Cummings
overall productivity increased. and Lyman Porter
- their research helped shape
1799 – Eli Whitney and others the understanding of how
-contributed to the early individuals and group behave
development of cost accounting within organizations (HBO), and
methods. how these behaviors impact
-made significant strides in overall organizational
manufacturing by popularizing effectiveness.
the use of interchangeable - laid groundwork for many
parts. modern theories and practices
-he focused on tracking fixed in organizational behavior,
costs. making it a crucial are of study
for improving workplace
1830 – Charles Babbage dynamics and organizational
-babbage principle suggest that success.
by assigning tasks based on skill
levels, buss. Can optimize 1980 – W. Edwards Demming
efficiency and reduce costs. -Deming introduced the
Delved into the basics of time concept of TQM, which
study. emphasizes continuous
improvement, statistical process
1935 – Harold F. Dodge and control, and the involvement of
Harry G. Romig all employees in quality
-made significant contributions initiatives.
to the field of statistical quality
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 OM &TQM
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points for Management -
emphasize the importance of
leadership, continuous
improvement, and the
involvement of all employees in
the pursuit of quality.

1980 – Joseph M. Juran

-Juran Trilogy – quality
planning, quality control, and
quality improvement.
-Pareto Principle (80/20 rule) –
in quality management,
highlighting that a small number
of causes are often responsible
for a large portion of problems.
Suggests that roughly 80% of
effects come from 20% of
causes. (founder Vilfredo
Pareto)
-

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