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Operation Management

This document provides an introduction to operations management. It defines operations management as the management of systems or processes that create goods and/or provide services. It describes the three major functional areas of organizations and how operations management involves forecasting, capacity planning, facilities layout, scheduling, quality assurance, and more. It also summarizes the historical evolution of the field and current trends impacting operations management.

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Rabia Rasheed
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© © All Rights Reserved
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Download as PPT, PDF, TXT or read online on Scribd
88 views

Operation Management

This document provides an introduction to operations management. It defines operations management as the management of systems or processes that create goods and/or provide services. It describes the three major functional areas of organizations and how operations management involves forecasting, capacity planning, facilities layout, scheduling, quality assurance, and more. It also summarizes the historical evolution of the field and current trends impacting operations management.

Uploaded by

Rabia Rasheed
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 15

Introduction to

Operations
Management
 You should be able to:
1. Define the term operations management
2. Identify the three major functional areas of organizations and describe
how they interrelate
3. Identify similarities and differences between production and service
operations
4. Describe the operations function and the nature of the operations
manager’s job
5. Summarize the two major aspects of process management
6. Explain the key aspects of operations management decision making
7. Briefly describe the historical evolution of operations management
8. Characterize current trends in business that impact operations
management

1-2
 What is operations?
 The part of a business organization that is responsible
for producing goods or services
 How can we define operations management?
 The management of systems or processes that create
goods and/or provide services

1-3
Goods are physical items that include raw materials, parts,
subassemblies, and final products.
•Automobile
•Computer
•Oven
•Shampoo

Services are activities that provide some combination of time, location,


form or psychological value.
•Air travel
•Education
•Haircut
•Legal counsel

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Supply Chain – a sequence of activities and
organizations involved in producing and delivering
a good or service

Suppliers’ Direct Final


Producer Distributor
suppliers suppliers Customers

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Value-Added

Inputs Transformation/ Outputs


•Land Conversion •Goods
•Labor •Services
•Capital
Process
•Information

Measurement
and Feedback
Measurement Measurement
and Feedback and Feedback
Control

Feedback = measurements taken at various points in the transformation process

Control = The comparison of feedback against previously established


standards to determine if corrective action is needed.
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1. Degree of 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
9. Evaluation of work
10. Ability to patent design

1-7
The scope of operations management ranges across
the organization.
The operations function includes many interrelated
activities such as:
 Forecasting
 Capacity planning
 Facilities and layout
 Scheduling
 Managing inventories
 Assuring quality
 Motivating employees
 Deciding where to locate facilities
 And more . . .

1-8
The Operations Function consists of all activities
directly related to producing goods or providing
services.

A primary function of the operations manager is to


guide the system by decision making.
 System Design Decisions
 System Operation Decisions

1-9
 Every aspect of business affects or is affected by operations
 Many service jobs are closely related to operations
 Financial services
 Marketing services
 Accounting services
 Information services
 There is a significant amount of interaction and
collaboration amongst the functional areas
 It provides an excellent vehicle for understanding the world
in which we live

1-10
 Operations manager
 Supply chain manager
 Production analyst
 Schedule coordinator
 Production manager
 Industrial engineer
 Purchasing manager
 Inventory manager
 Quality manager

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 Most operations decisions involve many alternatives that can
have quite different impacts on costs or profits
 Typical operations decisions include:
 What: What resources are needed, and in what amounts?
 When: When will each resource be needed? When should the work be
scheduled? When should materials and other supplies be ordered?
 Where: Where will the work be done?
 How: How will he product or service be designed? How will the work be
done? How will resources be allocated?
 Who: Who will do the work?

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 Industrial Revolution
 Scientific Management
 Human Relations Movement
 Decision Models and Management Science
 Influence of Japanese Manufacturers

1-13
 Economic conditions
 Innovating
 Quality problems
 Risk management
 Competing in a global economy

1-14
 In the past, organizations did little to manage the
supply chain beyond their own operations and
immediate suppliers which led to numerous problems:
 Oscillating inventory levels
 Inventory stockouts
 Late deliveries
 Quality problems

1-15

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