Dr. Ron Lembke, PhD University of Nevada, Reno

Dr. Ron Lembke, PhD University of Nevada, Reno Reaching me  
 
 
Email: [email protected] Phone: (775) 682-­‐9164 WWW: http://business.unr.edu/faculty/ronlembke When emailing, please include “701” and something like “eMBA” in the subject line. Don’t call my house, and I won’t call yours. Deal? Who Are You? (This is Homework) In an email, please tell me the following:   Your name
  Major
  phone #’s to reach you at
Where From Interests / Hobbies Musical interests   email address   when you anticipate graduating   any experience you have had that might be relevant to this course The Goal What is the goal of a company? The goal is to make money by providing goods or services. To do that, we need to be effective and efficient. What is the difference? Efficient & Effec@ve  
 
 
Efficiency: Doing things with the least use of resources Effectiveness: Doing the right thing at the right time. Value = Quality / $ What is Opera@ons Management?   “The design, operation, and improvement of the systems that create and deliver the firm’s primary products and services.” p. 6.   Operations research / management science   Applying quantitative methods to decision making   Industrial Engineering  
Engineering discipline, includes human factors and ergonomics.   OM is a field of management that may use some tools from OR/MS and IE. Why OM is the most important area   Marketing tells the world about our products   Sales gets people to buy our product   Finance makes sure we have the money to operate   Accounting keeps track of where money comes from and goes   Management keeps people on task, sets strategy and vision   I/S makes sure everyone has the information they need to do their jobs.   Operations actually makes the thing we sell. Without operations, you can’t have a company. Why Do You Care?  
 
Satisfying Customers depends on Operations You must understand and work in or with Operations:   Finance: Depr, Cash Flow, Make vs. Buy   Acctg: Cost estimates, Overhead, Inv valuation   Mktg/Sales: What can be done?   HR: job descr, standards, incentives   IS: production, shipping, billing, receiving   Goizueta at Coke: What do you do to sell more Coca-­‐
Cola?   How do you support the mission? Opera@ons as Service Everybody’s in service Core services: done correctly, customized to their needs, delivered on time, priced competitively Value-­‐added services: make customers’ jobs or lives Information on product – data, specs Sales support – demo product trying to sell Problem solving – help internal, external customer Field support – replace parts quickly Course Outline: Test 1 – Strategy and Analy@cs 1. What is Operations Management? 2. Strategic Role of Operations and Sustainability 3. Forecasting: How much stuff do we need? 4. Capacity Management: how to make it and how much capacity to have? When add more? 5. Project Management: Getting it done on time Test 2-­‐Manufacturing and Service Processes 6. Designing a production process 7. Services: randomly arriving customers Queueing Theory 9. Material Requirements Planning -­‐ scheduling production and getting enough parts A.  Linear Programming: Mathematically optimal decisions 10. Quality Management and Six Sigma Test 3: Supply Chain Processes and Analy@cs 11. Inventory management: how much stuff, and where? 12. Lean production, aka Just In Time 13. Global sourcing and procurement 14. Location Selection: where to build? This is NOT a comprehensive final! Only over section 3. Test Prepara@ons   Tests are roughly 75% mathematical   Some questions where I might ask you to explain where you have seen an idea being used, or where it might work well.   In that case, what do you think? Or have you seen?   Practice problems are supposed to be good preparation   I suggest you do them, and then look at the solutions I’ve given you. “Case Studies”   Not a major source of your grade   Somewhat detailed, relatively recent example of our concepts at work   Read or watch the material, and offer you’re your responses Lectures   It’s my personal opinion that if I’m going to teach you, I have to explain it in my own words, verbally.   PC/Mac: You can watch the ppt with audio shows like this one, and use the Flash viewer   iPhone/iPad: Download the mp3 files and listen to them, and look along at the PDF files of the lectures   You can read transcripts of the lectures   You can ignore the PPTs altogether   But not everything in the lectures is in the book   So you might want to at least look through them Case Study   Tell me about a way you think a company could improve its operations (either its effectiveness or efficiency).   This must be based on a real company   It could be one you work at, your spouse, your friend, your parent, your child, or just one you’ve observed as a customer   It does not have to have data, but if you can ballpark things as best as possible, that is better than nothing   Done in groups, due at the end of the semester   You will need to make a PPT with audio presentation Benihana Case Study   Read the HBSP case.   Tell me how Benihana’s operational decisions contributed, both positively and negatively, to their success   How long? Let say 3–4 pages-­‐ish. Con@nuous Improvement IGNORE YOUR TEETH,
AND THEY’LL GO AWAY
 
 
 
It used to be you had to be “good enough” Now, you must be looking for ways to make your customer happy, and meet their future needs If you aren’t someone else is, and is going to take your business