Chapter 1

Introduction to Operations and

Supply Chain Management
Operations
Operations Management
Management -- 66thth Edition
Edition

Roberta Russell & Bernard W. Taylor, III

Beni Asllani
Copyright 2009 John Wiley & Sons, Inc. University of Tennessee at Chattanooga
 Lecture Outline

 What Operations and Supply Chain

Managers Do
 Operations Function
 Evolution of Operations and Supply Chain
Management
 Globalization and Competitiveness
 Operations
 Strategy and Organization of the Text
 Learning Objectives for This Course

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 What Operations and
Supply Chain Managers Do
 What is Operations Management?
 design, operation, and improvement of productive
systems
 What is Operations?
 a function or system that transforms inputs into outputs of
greater value
 What is a Transformation Process?
 a series of activities along a value chain extending from
supplier to customer
 activities that do not add value are superfluous and
should be eliminated

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 Transformation Process

 Physical: as in manufacturing operations

 Locational: as in transportation or
warehouse operations
 Exchange: as in retail operations
 Physiological: as in health care
 Psychological: as in entertainment
 Informational: as in communication

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 Operations as a
Transformation Process

INPUT
•Material
TRANSFORMATION OUTPUT
•Machines
•Goods
•Labor PROCESS
•Services
•Management
•Capital

Feedback & Requirements

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 Operations Function

 Operations
 Marketing
 Finance and
Accounting
 Human
Resources
 Outside
Suppliers

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 How is Operations Relevant to my
Major?
 “As an auditor you must understand
 Accounting the fundamentals of operations
management.”
 Information  “IT is a tool, and there’s no better
place to apply it than in operations.”
Technology
 “We use so many things you learn
in an operations class—scheduling,
 Management lean production, theory of
constraints, and tons of quality
tools.”

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 How is Operations Relevant to my
Major? (cont.)
 “It’s all about processes. I live
 Economics by flowcharts and Pareto
analysis.”
 Marketing  “How can you do a good job
marketing a product if you’re
unsure of its quality or delivery
status?”
 Finance  “Most of our capital budgeting
requests are from operations,
and most of our cost savings,
too.”

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 Evolution of Operations and
Supply Chain Management
 Craft production
 process of handcrafting products or
services for individual customers
 Division of labor
 dividing a job into a series of small tasks
each performed by a different worker
 Interchangeable parts
 standardization of parts initially as
replacement parts; enabled mass
production

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 Evolution of Operations and
Supply Chain Management (cont.)

 Scientific management
 systematic analysis of work methods
 Mass production
 high-volume production of a standardized
product for a mass market
 Lean production
 adaptation of mass production that prizes
quality and flexibility

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 Historical Events in
Operations Management
Era Events/Concepts Dates Originator
Steam engine 1769 James Watt
Industrial
Division of labor 1776 Adam Smith
Revolution
Interchangeable parts 1790 Eli Whitney
Principles of scientific
1911 Frederick W. Taylor
management
Frank and Lillian
Scientific Time and motion studies 1911 Gilbreth
Management Activity scheduling chart 1912 Henry Gantt
Moving assembly line 1913 Henry Ford

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 Historical Events in
Operations Management (cont.)
Era Events/Concepts Dates Originator
Hawthorne studies 1930 Elton Mayo
Human 1940s Abraham Maslow
Relations Motivation theories 1950s Frederick Herzberg
1960s Douglas McGregor
Linear programming 1947 George Dantzig
Digital computer 1951 Remington Rand
Simulation, waiting
Operations Operations research
line theory, decision 1950s
Research groups
theory, PERT/CPM
1960s, Joseph Orlicky, IBM
MRP, EDI, EFT, CIM
1970s and others

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 Historical Events in
Operations Management (cont.)
Era Events/Concepts Dates Originator
JIT (just-in-time) 1970s Taiichi Ohno (Toyota)
TQM (total quality W. Edwards Deming,
1980s
management) Joseph Juran
Quality Strategy and Wickham Skinner,
1980s
Revolution operations Robert Hayes
Business process Michael Hammer,
1990s
reengineering James Champy
Six Sigma 1990s GE, Motorola

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 Historical Events in
Operations Management (cont.)
Era Events/Concepts Dates Originator
Internet Internet, WWW, ERP, 1990s ARPANET, Tim
Revolution supply chain management Berners-Lee SAP,
i2 Technologies,
ORACLE
E-commerce 2000s Amazon, Yahoo,
eBay, Google, and
others
Globalization WTO, European Union, 1990s Numerous countries
and other trade 2000s and companies
agreements, global supply
chains, outsourcing, BPO,
Services Science
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 Evolution of Operations and
Supply Chain Management (cont.)
 Supply chain management
 management of the flow of information, products, and services across
a network of customers, enterprises, and supply chain partners

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 Globalization and
Competitiveness
 Why “go global”?
 favorable cost
 access to international markets
 response to changes in demand
 reliable sources of supply
 latest trends and technologies
 Increased globalization
 results from the Internet and falling trade
barriers

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 Globalization and
Competitiveness (cont.)

Hourly Compensation Costs for Production Workers

Source: U.S. Bureau of Labor Statistics, 2005.
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 Globalization and
Competitiveness (cont.)

World Population Distribution

Source: U.S. Census Bureau, 2006.
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 Globalization and
Competitiveness (cont.)

Trade in Goods as % of GDP

(sum of merchandise exports and imports divided by GDP, valued in U.S. dollars)
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 Productivity and
Competitiveness
 Competitiveness
 degree to which a nation can produce goods and
services that meet the test of international
markets
 Productivity
 ratio of output to input
 Output
 sales made, products produced, customers
served, meals delivered, or calls answered
 Input
 labor hours, investment in equipment, material
usage, or square footage

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 Productivity and
Competitiveness (cont.)

Measures of Productivity

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 Productivity and
Competitiveness (cont.)

Average Annual Growth Rates in Productivity, 1995-2005.

Source: Bureau of Labor Statistics. A Chartbook of
International Labor Comparisons. January 2007, p. 28.
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 Productivity and
Competitiveness (cont.)

Average Annual Growth Rates in Output and Input, 1995-2005 Dramatic

Dramatic Increase
Increase in
in
Source: Bureau of Labor Statistics. A Chartbook of International Output
Output w/
w/ Decrease
Decrease in in
Labor Comparisons, January 2007, p. 26. Labor
Labor Hours
Hours
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 Productivity and
Competitiveness (cont.)
 Retrenching
 productivity is increasing, but both output and input
decrease with input decreasing at a faster rate
 Assumption that more input would cause
output to increase at the same rate
 certain limits to the amount of output may not be
considered
 output produced is emphasized, not output sold;
increased inventories

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 Strategy and Operations

 Strategy
 Provides direction for achieving a mission
 Five Steps for Strategy Formulation
 Defining a primary task
 What is the firm in the business of doing?
 Assessing core competencies
 What does the firm do better than anyone else?
 Determining order winners and order qualifiers
 What qualifies an item to be considered for purchase?
 What wins the order?
 Positioning the firm
 How will the firm compete?
 Deploying the strategy
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 Strategic Planning
Mission
Mission
and
and Vision
Vision

V
Vooiiccee oof t e o ff tthhee
f thhee V
Vooic
ic e o
B
Buussiinneesss u s too m
m eerr
s Corporate
Corporate CC u s t
Strategy
Strategy

Marketing
Marketing Operations
Operations Financial
Financial
Strategy
Strategy Strategy
Strategy Strategy
Strategy
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 Order Winners
and Order Qualifiers

Source: Adapted from Nigel Slack, Stuart Chambers, Robert Johnston, and Alan
Betts, Operations and Process Management, Prentice Hall, 2006, p. 47

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 Positioning the Firm

 Cost
 Speed
 Quality
 Flexibility

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 Positioning the Firm:
Cost
 Waste elimination
 relentlessly pursuing the removal of all waste
 Examination of cost structure
 looking at the entire cost structure for
reduction potential
 Lean production
 providing low costs through disciplined
operations

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 Positioning the Firm:
Speed
 fast moves, fast adaptations, tight linkages
 Internet
 conditioned customers to expect immediate responses
 Service organizations
 always competed on speed (McDonald’s, LensCrafters, and
Federal Express)
 Manufacturers
 time-based competition: build-to-order production and
efficient supply chains
 Fashion industry
 two-week design-to-rack lead time of Spanish retailer, Zara

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 Positioning the Firm:
Quality
 Minimizing defect rates or conforming to design
specifications; please the customer
 Ritz-Carlton - one customer at a time
 Service system is designed to “move heaven and earth”
to satisfy customer
 Every employee is empowered to satisfy a guest’s wish
 Teams at all levels set objectives and devise quality
action plans
 Each hotel has a quality leader

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 Positioning the Firm:
Flexibility
 ability to adjust to changes in product mix,
production volume, or design
 National Bicycle Industrial Company
 offers 11,231,862 variations
 delivers within two weeks at costs only 10%
above standard models
 mass customization: the mass production of
customized parts

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 Policy Deployment

 Policy deployment
 translates corporate strategy into measurable
objectives
 Hoshins
 action plans generated from the policy
deployment process

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 Policy Deployment

Derivation of an Action Plan Using Policy Deployment

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 Balanced Scorecard

 Balanced scorecard
 measuring more than financial performance
 finances
 customers
 processes
 learning and growing
 Key performance indicators
 a set of measures that help managers evaluate
performance in critical areas

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 Balanced Scorecard
Balanced Scorecard Worksheet

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 Balanced Scorecard

Dashboard
Radar Chart

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 Operations Strategy

Process
Services and
Technology

Products

Human
Resources Quality
Capacity

Sourcing Operating
Facilities
Systems

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 Organization of This Text:
Part I – Operations Management
 Intro. to Operations and
Supply Chain Management: Chapter 1
 Quality Management: Chapter 2
 Statistical Quality Control: Chapter 3
 Product Design: Chapter 4
 Service Design: Chapter 5
 Processes and Technology: Chapter 6
 Facilities: Chapter 7
 Human Resources: Chapter 8
 Project Management: Chapter 9

Copyright 2009 John Wiley & Sons, Inc. 1-39

 Organization of This Text:
Part II – Supply Chain Management
 Supply Chain
Strategy and Design: Chapter 10
 Global Supply Chain
Procurement and Distribution: Chapter 11
 Forecasting: Chapter 12
 Inventory Management: Chapter 13
 Sales and
Operations Planning: Chapter 14
 Resource Planning: Chapter 15
 Lean Systems: Chapter 16
 Scheduling: Chapter 17
Copyright 2009 John Wiley & Sons, Inc. 1-40
 Learning Objectives of
this Course
 Gain an appreciation of strategic importance of
operations and supply chain management in a global
business environment
 Understand how operations relates to other business
functions
 Develop a working knowledge of concepts and
methods related to designing and managing
operations and supply chains
 Develop a skill set for quality and process
improvement

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