Fundamentals of Core Concepts & Applications Griffin Griffin Eighth Edition MANAGEMENT. Managing Operations, Quality, Productivity

Fundamentals of

Core Concepts & Applications

GriffinGriffinEighth Edition

MANAGEMENTMANAGEMENT

..

Managing Operations, Quality, Productivity

15–2

Chapter OutlineChapter Outline

• The Nature of Operations Management–The Importance of Operations–Manufacturing and Production–Service Operations–The Role of Operations in Organizational Strategy

• Designing Operations Systems–Determining Product-Service Mix–Capacity Decisions–Facilities Decisions

15–3

Chapter Outline (cont’d)Chapter Outline (cont’d)

• Organizational Technologies–Manufacturing Technology–Service Technology

• Implementing Operations Systems Through Supply Chain Management–Operations Management as Control–Purchasing Management–Inventory Management

15–4

Chapter Outline (cont’d)Chapter Outline (cont’d)

• Managing Total Quality–The Meaning of Quality–The Importance of Quality–Total Quality Management–TQM Tools and Techniques

• Managing Productivity–The Meaning of Productivity–The Importance of Productivity–Productivity Trends–Improving Productivity

15–5

Learning ObjectivesLearning Objectives

• After studying this chapter, you should be able to:–Describe and explain the nature of operations

management.–Identify and discuss the components involved in

designing effective operations systems.–Discuss organizational technologies and their role in

operations management.–Identify and discuss the components involved in

implementing operations systems and supply chain management.

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Learning Objectives (cont’d)Learning Objectives (cont’d)

–Explain the meaning and importance of managing quality and total quality management.

–Explain the meaning and importance of managing productivity, productivity trends, and ways to improve productivity.

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The Nature of Operations ManagementThe Nature of Operations Management

• Operations Management–The set of managerial activities used by an

organization to transform resource inputs into products, services, or both.

• The Importance of Operations–Efficient and effective management of operations is

necessary for competitiveness and overall organization performance.

–Operations management creates value and utility through the production of products and services.

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The Nature of Operations Management The Nature of Operations Management (cont’d)(cont’d)

• Manufacturing and Production–Manufacturing

• A form of business that combines and transforms resource inputs into tangible outcomes that are then sold to others.

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• Service Operations–Service organization

• An organization that transforms resources into an intangible output and creates time and place utility for its customers.

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• The Role of Operations in Organizational Strategy–Operations management has a direct impact on

competitiveness, quality, productivity, and effectiveness.

–Operations management and organizational strategy have reciprocal effects on each other.

–Strategic goals cannot be met if there are deficiencies and insufficiencies in operations resources.

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Designing Operations SystemsDesigning Operations Systems

• Determining Product-Service Mix–Involves deciding how many and what kinds of

products to offer in the marketplace.

• Capacity Decisions–Involve choosing the amount of products, services, or

both that can be produced by an organization.–High-risk decisions due to uncertainty about future

product demand and the significant costs of additional, possibly excess, capacity.

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Designing Operations Systems (cont’d)Designing Operations Systems (cont’d)

• Facilities Decisions–Facilities—the physical locations where products or

services are created, stored, and distributed.• Location—the physical positioning or geographic site of

facilities.

–Layout—the physical configuration of facilities, the arrangement of equipment within facilities, or both.

• Product layout—facilities arranged around the product; used when large quantities of a single product are needed.

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• Facilities Decisions (cont’d)–Layout (cont’d)

• Process layout—facilities arranged around the process; used in facilities that create or process a variety of products.

• Fixed position layout—facilities arranged around a single work area; used for the manufacture of large and complex products.

• Cellular layout—a configuration of facilities used when families of products can follow similar paths.

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• Approaches to Facilities Layout

All incomingjobs andmaterials

Product Layout

Finishedproduct

Incomingjob 1

Finishedproduct 1

Finishedproduct 2

Incomingjob 2

Process Layout

Workstation ProductFigure 15.1a

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• Approaches to Facilities Layout (cont’d)

Figure 15.1b

Fixed-Position Layout

Workstation Product

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Organizational TechnologiesOrganizational Technologies

• Manufacturing Technology–Technology—the set of processes and systems used

by organizations to convert resources into products or services.

15–17

Organizational Technologies (cont’d)Organizational Technologies (cont’d)

• A Simple Automatic Control Mechanism

Detects hightemperature(information)

Turns offfurnace(control)

Detects lowtemperature

(information)

Turns onfurnace

(control)

Feedback

Feedback

Thermostattests air(sensor)

Figure 15.2

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• Manufacturing Technology (cont’d)–Automation—the process of designing work so that it

can be completely or almost completely performed by machines.

• Computer-assisted manufacturing (CAM)—technology that relies on computers to design or manufacture products.

• Computer-aided design (CAD)—Computer-aided design (CAD)—the use of computers to design and complete products and to simulate performance so that prototypes need not be constructed.

• Flexible manufacturing systems—Flexible manufacturing systems—the use of robotic systems and computers to coordinate and integrate automated production and material handling facilities.

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• Manufacturing Technology (cont’d)–Robotics—the science and technology of the

construction, maintenance, and use of robots.• Robot—any artificial device that can

perform functions ordinarily thought to be appropriate for human beings.

• Service Technology–Services are rapidly moving

toward automated systems and procedures (e.g., automated teller machines).

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Implementing Operations Systems Through Implementing Operations Systems Through Supply Chain ManagementSupply Chain Management

• Supply Chain Management–The process of managing operations control, resource

and inventory acquisition and purchasing, and thus improving overall efficiency and effectiveness.

• Operations Management as Control–Operations management can be used as a control by

coordinating it with other organizational functions to insure that the system focuses on the elements that are most crucial to goal attainment.

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Implementing Operations Systems Through Implementing Operations Systems Through Supply Chain Management (cont’d)Supply Chain Management (cont’d)

• Purchasing Management–Controlling the buying of the materials and resources

is at the heart of effective supply chain management.

• Inventory Management–Inventory control (Materials Control)

• Managing the organization’s raw materials, work-in-process, finished goods, and products in-transit.

–Just-in-time (JIT) method• An inventory system than has necessary materials arriving as

soon as they are needed (just in time) so that the production process is not interrupted.

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Implementing Operations Systems Through Implementing Operations Systems Through Supply Chain Management (cont’d)Supply Chain Management (cont’d)

• Inventory Management (cont’d)–Inventory Types, Purposes, and Sources of Control

Type Purpose Source of Control

Raw materials Provide the materials needed to make the product

Purchasing models and systems

Work-in-process Enables overall production to be divided into stages of manageable size

Shop-floor control systems

Finished goods Provide ready supply of products on customer demand and enable long, efficient production runs

High-level production scheduling systems in conjunction with marketing

In-transit (pipeline)

Distributes products to customers

Transportation and distribution control systems

Table 15.1

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Managing Total QualityManaging Total Quality

• Quality–The totality of features and characteristics of a product

or service that bear on its ability to satisfy stated or implied needs.

–Quality is both a relative and absolute concept.–Quality is relevant to both products and services.

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Managing Total Quality (cont’d)Managing Total Quality (cont’d)

• The Importance of Quality–Malcolm Baldrige Award

• Named after a former secretary of commerce, this prestigious award is given to firms that achieve major quality improvements.

–Competition• Quality has become one of the most important competitive

points in business today.

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• The Importance of Quality (cont’d)–Productivity

• Quality enhancement programs decrease the number of defects, reduce resources dedicated to rework, and reduces the need for inspectors as employees become responsible for quality.

–Costs• Improved quality reduces costs from customer returns,

warranty, and lawsuits for faulty products, and lost sales to future customers.

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Eight Dimensions of QualityEight Dimensions of Quality

Source: Van Fleet, David D., and Tim Peterson, Contemporary Management, Second Edition. Copyright © 1991 by Houghton Mifflin Company. Used with permission.

15–27


• Eight Dimensions of Quality

1. Performance. A product’s primary operating characteristic. Examples are automobile acceleration and a television’s picture clarity.

2. Features. Supplements to a product’s basic functioning characteristics, such as power windows on a car.

3. Reliability. A probability of not malfunctioning during a specified period.

4. Conformance. The degree to which a product’s design and operating characteristics meet established standards.

5. Durability. A measure of product life.

6. Serviceability. The speed and ease of repair.

7. Aesthetics. How a product looks, feels, tastes, and smells.

8. Perceived quality. As seen by a customer.

Source: Adapted and reprinted by permission of Harvard Business Review, from “Competing on the Eight Dimensions of Quality,” by David A. Garvin, November/December 1987. Copyright © 1987 by the President and Fellows of Harvard College, all rights reserved. Table 15.2

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• Total Quality Management (TQM)– A strategic commitment by top management to change its whole

approach to business and to make quality a guiding factor in everything the organization does.

Strategic commitment

Quality improvements

Employeeinvolvement

Materials MethodsTechnology

Figure 15.3

15–29


• TQM Tools and Techniques–ISO 9000—a set of quality standards created by the

International Organization for Standardization by which firms can be certified.

–Statistical Quality Control (SQC)—a set of statistical techniques that can be used to monitor quality; includes acceptance sampling and in-process sampling.

–Benchmarking• The process of learning how and what other firms do in an

exceptionally high-quality manner.

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• TQM Tools and Techniques–Outsourcing

• Subcontracting operations/services to those who can do them cheaper and/or better.

–Speed• the time needed by

the organization to get something accomplished.

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Guidelines for Increasing the Guidelines for Increasing the Speed of OperationsSpeed of Operations

1. Start from scratch (it’s usually easier than trying to do what the organization does now faster).

2. Minimize the number of approvals needed to do something (the fewer people who have to approve something, the faster approval will get

done).

3. Use work teams as a basis for organization (teamwork and cooperation work better than individual effort and conflict).

4. Develop and adhere to a schedule (a properly designed schedule can greatly increase speed).

5. Don’t ignore distribution (making something faster is only part of the battle).

6. Integrate speed into the organization’s culture (if everyone understands the importance of speed, things will naturally get done quicker).

Source: Adapted from Brian Dumaine, “How Managers Can Succeed Through Speed,” Fortune, February 13, 1989, pp. 54-59. © 1989 Time Inc. All rights reserved. Table 15.3

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Managing ProductivityManaging Productivity

• Productivity–An economic measure of efficiency that summarizes

the value of outputs relative to the value of the resources used to produce them.

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Levels of Levels of ProductivityProductivity

Source: Barney, Jay B. and Ricky W. Griffin, The Management of Organizations. Copyright © 1992 by Houghton Mifflin Company. Used with permission.

15–34

Managing ProductivityManaging Productivity

• Levels of Productivity–The unit of analysis used to calculate or define:

• Aggregate productivity—the total level of productivity for a country.

• Industry productivity—the total productivity of all the firms in an industry.

• Company productivity—the level of productivity of a single company.

• Unit productivity—the productivity level of a unit or department.

• Individual productivity—the productivity attained by a single person.

15–35

Managing Productivity (cont’d)Managing Productivity (cont’d)

• Forms of Productivity–Total factor productivity–an overall indicator of how

well an organization uses all of its resources(i.e., labor, capital, materials, and energy) to create all of its products and services.

Productivity =Outputs Inputs

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• Forms of Productivity (cont’d)–Labor productivity–a partial productivity ratio that

uses only one category of resource (labor) to gage the organization’s productivity in utilizing that resource.

Labor Productivity = Outputs

Direct Labor

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• The Importance of Productivity–Productivity is a primary determinant of an

organization’s level of profitability and its ability to survive.

–Productivity partially determines people’s standard of living within a particular country.

• Productivity Trends–The United States has the highest level of productivity

in the world, although the gap is closing as other countries become more productive.

–Manufacturing productivity growth continues to exceed that of the service sector.

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Manufacturing and Service Productivity Growth Trends (1970–2000)

150

160

1970 1975 1980Year1985 1990 1995 2000

(estimate)

140

130

120

110

70

0

100

90

80

Total

Service

Manufacturing

* Nonfarm

Index: 1982 = 100

Pro

du

ctiv

ity

Gro

wth

Figure 15.4

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• Improving Productivity–Improving Operations

• Spending more resources on research and development helps identify new products, new uses for existing products, and new methods for making products.

• Reworking transformation processes and facilities can boost productivity.

15–40


• Improving Productivity (cont’d)–Increasing Employee Involvement

• Increased employee participation can increase quality and productivity.

• Cross-training of employees allows the firm to function with fewer workers.

• Rewards are essential to the success in improving productivity.

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Fundamentals of Core Concepts & Applications Griffin Griffin Eighth Edition MANAGEMENT. Managing Operations, Quality, Productivity