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Operations Management
Operations Management
Recommended Reading:
1. Operations & Supply Management
Richard B. Chase et al
12th Edition
Tata McGraw Hill Education Private Limited
2. Operations Mgt strategy and Analysis ---- Krajweski & Ritzman
3. Operations Management ---- Norman Gaither & Greg Fraizer
Curriculum Overview
1. Operation Strategy & Competitiveness
2. Process Analysis
3. Product Design & Process Selection – Mfg
4. Product Design and Process Selection - Services
5. Facility Location
6. Facility Layout
7. Waiting Line Management
8. Strategic Capacity Management
9. Aggregate Sales & Operations Planning
10. Inventory Control
11. Material Requirements Planning
12. Supply Chain Strategy
13. Total Quality management
14. Just in time & Lean Systems
15. Project Management
Important objective of Operations function:
Providing Products, what the customers want.
Elements of Operations function:
Quality / Cost / Delivery / Service with Flexibility
Historical development of Operations Management :
1910s
>> > Principles of scientific management
Industrial psychology
Moving assembly line / Economic Order Quantity
1930s
>>> Quality control
Hawthorne studies of worker motivation
1940s
>>> Linear programming concepts
1960s
>>> Development of Operations Research tools
1970s
>>> Inventory control / Forecasting / Project management
1980s
>>> Manufacturing as a competitive weapon
KANBAN / Poka-Yoke / CAD / CAM / CIM ……
1990s
>>> Malcom Baldrige Quality Award
ISO 9000
Quality Function Deployment
Kaizen
ERP
Lean
Supply chain management
Management Function Levels
Strategic >> Long term decisions
Tactical >> Medium term decisions
Operational >> Short term decisions
Basic concepts in Operations Management :
Plan your work
Control quality
Ensure productivity
Five Ps of Ops. Mgt :
People
Plant
Parts
Process
Planning
Operations strategies over a time period :
Upto 1980 1980 – 90 1990 – 2000 Beyond 2000
Ops focus Mass production Lean production Agile mfg.
Competitive Cost Quality Delivery Flexibility
strategy
Process criteria Economy Kaizen Quick Integration
of scale response Economy of
knowledge
Source Capital Work teams IT enabled Intelligent
of value addition automation CFTs processes systems
Operations management :
Can be defined as the Design, Operation and Improvement of the production
systems that create the firm’s primary products or services.
Operations Management is a functional field of business
Market place
Corporate strategy
Fin. strategy Ops. strategy Mkt. strategy
Operations Mgt
People Plant Parts Process Planning
and Control
Operations strategy :
is concerned with setting up of broad policies and plans for using the resources of
the firm to best support the firm’s long-term competitive strategy.
Operation strategy needs to get integrated with firm’s corporate strategy.
Operations priorities
>> Cost
>> Product quality and reliability
>> Delivery reliability
>> Coping with changes in demand
>> Flexibility
>> New product introduction speed
>> Technical liaison and support
>> After sale support
Developing a Manufacturing Strategy :
Theme :
$$ Translate the required priorities (obtained from marketing) into specific
performance requirements for operations.
$$ Make the necessary plans to assure that operations capabilities are
sufficient to accomplish them.
Steps for developing priorities :
1. Segment the market according to product group
2. Identify the product requirements, demand patterns and profit margins of
each group.
3. Determine the order winners and order qualifiers for each group.
4. Convert order winners into specific performance requirements.
Framework for Operations Strategy in Manufacturing
Customer needs
Existing and New Products
Performance prioritiesand requirements
Quality / Dependability / Flexibility / Price / Speed
Operational capabilities / Supplier capabilities / R&D /
Systems / TQM / JIT / People
Service
New productDevelopment
Productions Systems
Examples of transformation :
Physical >>> Manufacturing
Locational >>> Transportation / Ware-housing
Exchanges >>> Retailing
Physiological >>> Health-care
Psychological >>> Entertainment
Informational >>> Communication
Transformation processInput Output
Feedback
Transformation Process happening in :
Hospital
Restaurant
Automobile Factory
College
Dept. Store
Examples of Operation Systems :
System Input Process Output
Hospital Patients Health care Healthy individuals
Restaurant Hungry well prepared Satisfied customers
customers food
Automobile Steel, Plastic… Fabrication and High quality cars
Factory assembly
College High school Imparting Educated
graduates knowledge individuals
Dept. Store Shoppers Fill orders Sales to satisfied
customers
Operation priorities :
>> Cost
>> Product quality
>> Reliability
>> Delivery speed
>> Delivery adherence
>> Flexibility
>> New product introduction speed
Elements of Operations Strategy
>> Positioning the production system
>> Product / Service plans
>> Outsourcing plans
>> Process and Technology plans
>> Strategic allocation of resources
>> Facility plans : Capacity / Location / Layout
Operations StrategyExampleStrategy Process
Customer Needs
Corporate Strategy
Operations Strategy
Decisions on Processes and Infrastructure
More Product
Increase Org. Size
Increase Production Capacity
Build New Factory
Competitive Dimensions• Product Quality and Reliability
• Cost
• Delivery Speed
• Service Reliability
• Coping with Changes in Demand
• Flexibility and New Product Introduction Speed
Order Qualifiers and Winners•Order qualifiers? • They are the basic criteria that permit the firm’s products to be considered as candidates for purchase by customers.
•Order winners? •They are the criteria that differentiates the products and services of one firm from another.
Examples • A brand name car
can be an “order qualifier”
Repair services can be “order winners”
Other Examples:
Warranty, Roadside Assistance, Lease facilities etc;
Operations Strategy FrameworkCustomer Needs
New and Oldproducts
CompetitiveDimensions
Quality, Cost, Delivery,Service & Flexibility
Operations & Supplier capabilities
Technology PeopleSystems R&D CIM JIT TQM Distribution
Support Platforms
Financial management Human resource management Information management
Enterprise capabilities
Discussion point :
Holiday Candle Company
Bob Venture is the owner of Holiday Candle Company and would like to expand his
Company’s operations. For the past two years Bob has sold candles via the Internet, but sales have steadily grown beyond his ability to produce the candles alone from his garage workshop. Because future sales growth looks very promising, Bob has decided to open a small manufacturing plant to produce the candles. Sales have primarily been to customers in the United States with occasional orders from other countries. In addition to selling via the Internet, Bob would like to start selling his candles to specialty stores in the United States. With the new plant, he would also like to consider expanding the products he offers in the new future.
Discuss:
1. What do you think should be Bob’s competitive priorities ?
2. Different aspects of the operations strategy that you think Bob needs to develop.
Operations – some commonly used terminologies
Competitive capabilities:
Cost / Quality / Delivery / Service / Flexibility
Low-cost operations:
Producing a product at the lowest possible cost
Top Quality:
Delivering an outstanding product or service
Consistent Quality:
Producing products that meet design specifications on a consistent basis
Delivery Speed :
Quickly filling a customer’s order
Lead Time :
A measure often used for delivery speed
On-time Delivery :
Meeting delivery time promises
Development Speed :
Quickly introducing a new product or a service
Time-based competition :
Focuses on delivery speed and development speed
Customisation :
Satisfying the unique need of each customer by changing service or product designs
Variety :
A wide assortment of products and services
Volume Flexibility :
Accelerating or slowing down the rate of production to handle large fluctuations
In demand.
Productivity :A common measure of how well a country, industry or business unit is using
its resources (or factors of production).
Productivity = Quantity of products or services produced Amount of resources used
Productivity = Total output Total Input
Some productivity measures :
Business Productivity Measure
Restaurant
Customers per labour hour
Retail store
Sales per square feet
Utility plant
Kilowatts per ton of coal
Paper mill
Tons of paper per cord of wood
Total Measure Productivity• Total measure Productivity = Outputs
Inputs
or
• = Goods and services produced
All resources used
Partial Measure Productivity
• Partial measures of productivity =
• Output or Output or Output or Output Labor Capital Materials Energy
Multifactor Measure Productivity
• Multifactor measures of productivity =
• Output . Labor + Capital + Energy
or
• Output . Labor + Capital + Materials
Example of Productivity Measurement
• You have just determined that your service employees have used a total of 2400 hours of labor this week to process 560 insurance forms. Last week the same crew used only 2000 hours of labor to process 480 forms.
• Is productivity increasing or decreasing?
• Answer: Last week’s productivity = 480/2000 = 0.24 This week’s productivity is = 560/2400 = 0.23 Here productivity is decreasing slightly.
Characteristics of Services and Manufactured products
Services Manufactured products
$$ Intangible outputs Tangible products
$$ Outputs can not be stored Products can be inventoried
$$ Extensive customer contact Little customer contact
$$ Short lead times Long lead times
$$ Labour intensive Capital intensive
$$ Service quality subjectively Product quality objectively
determined determined