Operations Management For Competitive Advantage CHASE

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Islamic University, Gaza - Palestine
Department of Industrial Engineering
Introduction to Operations and
Productions Management
Presented by
First Semester 2011- 2012
Dr. Eng. Abed Schokry
Operations
Advantage
CHASE
Management
AQUILANO
For
Competitive
JACOBS
McGraw Hill Higher Education, ninth edition
1
Chapter 1: Learning Outcomes
• You should be able to:
– Define the term operations management
– Compare and contrast service and manufacturing operations
– Describe the operations function and the nature of the
operations manager’s job
– Describe the key aspects of operations management decision
making
– Briefly describe the historical evolution of operations
management
– Identify current trends in business that impact operations
management
Overview
•
•
•
•
•
Introduction
Historical Milestones in OM
Factors Affecting OM Today
Different Ways of Studying OM
Wrap-Up: What World-Class Producers Do
2
Introduction
• Operations management is the management of an
organization’s productive resources or its production
system.
• A production system takes inputs and converts them into
outputs.
• The conversion process is the predominant activity of a
production system.
• The primary concern of an operations manager is the
activities of the conversion process.
Organizational Model
Finance
HRM
Sales
OM
QA
Marketing
Engineering
MIS
Accounting
MIS: Management Information System
3
Historical Milestones in OM
•
•
•
•
•
•
The Industrial Revolution
Post-Civil War Period
Scientific Management
Human Relations and Behaviorism
Operations Research
The Service Revolution
Historical Milestones in OM and Significant Events in OM
•
•
•
•
•
•
•
Division of labor (Smith, 1776)
Standardized parts (Whitney, 1800)
Scientific management (Taylor, 1881)
Coordinated assembly line (Ford 1913)
Gantt charts (Gantt, 1916)
Motion study (the Gilbreths, 1922)
Quality control (Shewhart, 1924)
4
Historical milestones in OM and significant events in OM
(cont.)
•
•
•
•
•
•
CPM/PERT (Dupont, 1957)
MRP (Orlicky, 1960)
CAD
Flexible manufacturing systems (FMS)
Manufacturing automation protocol (MAP)
Computer integrated manufacturing (CIM)
• The industrial revolution developed in England in the
1700s.
• The steam engine, invented by James Watt in 1764,
largely replaced human and water power for factories.
• Adam Smith’s The Wealth of Nations in 1776 touted the
economic benefits of the specialization of labor.
• Thus the late-1700s factories had not only machine
power but also ways of planning and controlling the
tasks of workers.
5
• The industrial revolution spread from England to other
European countries and to the United Sates.
• In 1790 an American, Eli Whitney, developed the concept
of interchangeable parts.
• The first great industry in the US was the textile industry.
• In the 1800s the development of the gasoline engine and
electricity further advanced the revolution.
• By the mid-1800s, the old cottage system of production
had been replaced by the factory system.
• . . . more
Eli Whitney
• Born 1765; died 1825
• in 1798, received government contract to make 10,000
muskets
• Showed that machine tools could make standardized parts to
exact specifications
• Musket parts could be used in any musket
6
Frederick W. Taylor
•
•
•
•
•
•
Born 1856; died 1915
Known as ‘father of scientific management’
in 1881, as chief engineer for Midvale Steel, studied
how tasks were done
Began first motion & time studies
Created efficiency principles
Taylor: Management Should Take More Responsibility for
Matching employees to right job
• Providing the proper training
• Providing proper work methods and tools
• Establishing legitimate incentives for work to be accomplished
7
Frank & Lillian Gilbreth
•
•
•
•
Frank (1868-1924); Lillian (1878-1972)
Husband-and-wife engineering team
Further developed work measurement methods
Applied efficiency methods to their home & 12 children
Henry Ford (MAKE THEM ALL ALIKE!)
• Born 1863; died 1947
• in 1903, created Ford Motor Company
• in 1913, first used moving assembly line
• to make Model T
• Unfinished product moved by conveyor
• past work station
• Paid workers very well for 1911 ($5/day!)
8
W. Edwards Deming
•
•
•
•
•
•
Born 1900; died 1993
Engineer & physicist
Credited with teaching Japan quality control
methods in post-WW2
Used statistics to analyze process
His methods involve workers in decisions
Post-Civil War Period
• During the post-Civil War period great expansion of
production capacity occurred.
• By post-Civil War the following developments set the
stage for the great production explosion of the 20th
century:
–
–
–
–
increased capital and production capacity
the expanded urban workforce
new Western US markets
an effective national transportation system
9
• Frederick Taylor is known as the father of scientific
management. His shop system employed these steps:
– Each worker’s skill, strength, and learning ability were
determined.
– Stopwatch studies were conducted to precisely set
standard output per worker on each task.
– Material specifications, work methods, and routing
sequences were used to organize the shop.
– Supervisors were carefully selected and trained.
– Incentive pay systems were initiated.
• In the 1920s, Ford Motor Company’s operation embodied
the key elements of scientific management:
–
–
–
–
–
–
standardized product designs
mass production
low manufacturing costs
mechanized assembly lines
specialization of labor
interchangeable parts
10
Human Relations and Behavioralism
• In the 1927-1932 period, researchers in the Hawthorne
Studies realized that human factors were affecting
production.
• Researchers and managers alike were recognizing that
psychological and sociological factors affected
production.
• From the work of behavioralists came a gradual change
in the way managers thought about and treated workers.
The Service Revolution
• The creation of services organizations accelerated sharply
after World War II.
• Today, more than two-thirds of the US workforce is
employed in services.
• About two-thirds of the US GDP is from services.
• There is a huge trade surplus in services.
• Investment per office worker now exceeds the investment
per factory worker.
• Thus there is a growing need for service operations
management.
11
The Computer Revolution
• Explosive growth of computer and communication
technologies
• Easy access to information and the availability of more
information
• Advances in software applications such as Enterprise
Resource Planning (ERP) software
• Widespread use of email
• More and more firms becoming involved in E-Business
using the Internet
• Result: faster, better decisions over greater distances
Today's Factors Affecting OM
•
•
•
•
•
•
Global Competition
Quality, Customer Service, and Cost Challenges
Rapid Expansion of Advanced Technologies
Continued Growth of the Service Sector
Scarcity of Operations Resources
Social-Responsibility Issues
12
Studying Operations Management
• Operations as a System
• Decision Making in OM
Operations as a System
Production System
Inputs
Conversion
Subsystem
Outputs
Control
Subsystem
13
Operations as a System
Inputs of an Operations System
• External
– Legal, Economic, Social, Technological
• Market
– Competition, Customer Desires, Product Info.
• Primary Resources
– Materials, Personnel, Capital, Utilities
14
Conversion Subsystem
• Physical (Manufacturing)
• Locational Services (Transportation)
• Exchange Services (Retailing)
• Storage Services (Warehousing)
• Other Private Services (Insurance)
• Government Services (Federal)
Outputs of an Operations System
• Direct
– Products
– Services
• Indirect
– Waste
– Pollution
– Technological Advances
15
Production as an Organization Function
• US companies cannot compete with marketing, finance,
accounting, and engineering alone.
• We focus on OM as we think of global competitiveness,
because that is where the vast majority of a firm’s
workers, capital assets, and expenses reside.
• To succeed, a firm must have a strong operations
function teaming with the other organization functions.
Decision Making in OM
• Strategic Decisions
• Operating Decisions
• Control Decisions
16
Strategic Decisions
• These decisions are of strategic importance and have
long-term significance for the organization.
• Examples include deciding:
– the design for a new product’s production process
– where to locate a new factory
– whether to launch a new-product development plan
Operating Decisions
• These decisions are necessary if the ongoing production of
goods and services is to satisfy market demands and
provide profits.
– how much finished-goods inventory to carry
– the amount of overtime to use next week
– the details for purchasing raw material next month
17
Control Decisions
• These decisions concern the day-to-day activities of
workers, quality of products and services, production
and overhead costs, and machine maintenance.
– labor cost standards for a new product
– frequency of preventive maintenance
– new quality control acceptance criteria
What Controls the Operations System?
• Information about the outputs, the conversions, and the
inputs is fed back to management.
• This information is matched with management’s
expectations
• When there is a difference, management must take
corrective action to maintain control of the system
18
Wrap-Up: World Class Practice
• OM important in any organization
• Global competition forces rapid evolution of OM
• Decision based framework focus of course
– Strategic, Operating, and Control
Management Concept
• Planning and Decision Making:
– Determining the organizational goal and deciding how best to achieve
them.
• Organizing: Determine how best to group activities and resources.
• Leading: Motivating members of organization to work in the best
interest of organization.
• Controlling: Monitoring and correcting ongoing activities.
• Efficient: Using the resources wisely and without unnecessary
waste.
• Effective: Making the right decision and successfully implementing
them.
19
Objectives of the Organization
• Customer or user satisfaction
• Investor's Satisfaction
• Employees and workers morale
Objectives of the Organization
Customer or user satisfaction:
It is essential to promote sales. The factors, which influence the
customer or user satisfaction are:
• Product Quality
• Product Price
• Delivery Schedule
20
Organizational Functions
• Marketing
– Gets customers
• Operations
– creates product or service
• Finance/Accounting
– Obtains funds
– Labor Cost, Production quantities, Quality
Japanese System of Management
1. Job Rotation
2. Long Term Employment
3. Promotion and Pay Increase
4. Continuing Education
5. Consensual Decision Making
6. Group Consciousness
7. Implicit Informal Controls
8. Holistic Concern for People
9. Paternalistic Employers
10. Respect of Humanity
21
Contributions From
•
•
•
•
•
•
Human factors
Industrial engineering
Management science
Biological science
Physical sciences
Information science
Why Study Operations Management?
Systematic Approach
to Org. Processes
Business Education
Operations
Management
Career Opportunities
Cross-Functional
Applications
22
Why Study OM? (cont.)
•OM is one of three major functions (marketing, finance, and operations)
of any organization.
•We want (and need) to know how goods and services are produced.
•We want to understand what operations managers do.
•OM is such a costly part of an organization.
Why Manufacturing Matters?
• Over 18 million workers in manufacturing jobs
• Accounts for over 70% of value of U.S. exports
• Average full-time compensation about 20% higher than average
for all workers
• Manufacturing workers more likely to have benefits
• Productivity growth in manufacturing in the last 5 years is more
than double that of the U.S. economy
23
Why Study OM?
• Every aspect of business revolves around 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
Career Opportunities in OM
•
•
•
•
•
•
•
Industrial engineer
Operations manager
Production manager
Inventory manager
Quality analyst and or Quality manager
Production analyst
And others
24
OM-Related Professional Societies in USA
APICS - The Association for Operations Management
American Society for Quality (ASQ)
Institute for Supply Management (ISM)
Institute for Operations Research and Management Science
(INFORMS)
• The Production and Operations Management Society (POMS)
• The Project Management Institute (PMI)
• Council of Supply Chain Management Professionals (CSCMP)
•
•
•
•
Entry-Level Jobs in OM
•
•
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•
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Purchasing planner/buyer
Production (or operations) supervisor
Production (or operations) scheduler/controller
Production (or operations) analyst
Inventory analyst
Quality specialist
25
Where Are the OM Jobs?
•Technology/methods
•Facilities/space utilization
•Strategic issues
•Response time
•People/team development
•Customer service
•Quality
•Cost reduction
•Inventory reduction
•Productivity improvement
Core Services Performance Objectives
Quality
Flexibility
Operations
Management
Speed
Price (or cost
Reduction)
26
Good or Service?
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
What is a Service and What is a Good?
• “If you drop it on your foot, it won’t hurt you.” (Good or
service?)
• “Services never include goods and goods never include
services.” (True or false?)
27
Operations in the Service Sectors
Continuum of Characteristics
Core Services Definition
Core services are basic things that customers want from
products they purchase.
28
Value-Added Services
Value-added services differentiate the organization from
competitors and build relationships that bind customers to
the firm in a positive way.
I. Operations Strategy
and Managing Change
1. Introduction
to OM
2. Operations
Strategy and
Competitiveness
Plan of This Book
II. Product Design
and Process
Selection
III. Supply
Chain Design
5.
Manufacturing
Product &
Process Des.
6. Service
Products and
Process Design
7. Quality
Managemen
t
16. Consulting and
Reengineering
8. Supply
Chain Strategy
9. Strategic
Capacity
Management
4. Understanding
Processes
IV. Planning and
Controlling the
Supply Chain
3. Project
Managemen
t
10. Just-in-Time
Outsourcing and Lean
Systems
11. Forecasting
12. Aggregate
Planning
V. Revising
the System
13. Inventory
Control
17.
Synchronous
Manufacturing
& Theory of
Constraints
14. Materials
Requirements
Planning
29
Basic Principles of production Management
•Customers satisfaction is the prime goal of any organization, collect
information about customer requirements.
• Develop management commitment for product quality
• Quality is the responsibility of every person in the organization
• Develop the strategy for global competition
• Rework and rejection are costly, so do the job right first time and every time
• Set the production rate and supply in conformance with customer's
demand rate
• Reduce the unnecessary variety of products, parts and materials
(Standardization)
Basic Principles of production Management (cont.)
•Reduce set-up time and idle non-productive time
• Reduce cycle time by eliminating unnecessary operations and combining
operations where possible
• Use the full capacity of production equipment
• Select simple, low cost production equipment avoiding redundant features
• Before ordering replacement of an old machine, establish the economic
justification
• Operational reliability and maintenance factors should be considered while
ordering new equipment
• Reduce variety of production equipment for low inventory of spares and ease of
maintenance
• Plan the layout of equipment to minimize workflow
30
Basic Principles of production Management (cont.)
• Use principles of motion economy to design the layout of workplaces
• Assign codes to parts, material and tools to facilitate traceability
• Exercise job rotation for mastery of multiple skills
• Automatic gradually and only when the process variability cannot be controlled
otherwise
• Create more cells and workstations where waiting time and queues involve high
cost
• Reduce inventories to minimum workable levels
• Record the performance of all-important function, particularly the output, quality
appraisal and equipment breakdown and maintenance
• Analyze the records and derive interfaces for future decisions
• Rate the vendors and suppliers to select the best ones.
Decision Making
• 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?
31
End of Chapter 1
32

Operations Management For Competitive Advantage CHASE

Transcription

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