chapter 1-operations-as-a-competitive-weapon
TRANSCRIPT
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Operations ManagementOperations Management
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Operations Management
“… deals with processes that produce goods and services that people use everyday.”
“ Effective management of processes can give companies a competitive edge.”
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Production Management
What is “Production”?
The act of producing
To bring into existence
To create something having exchange value
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Operations Management VS
Production Management
Production management was traditionally associated with goods production.
Operations management was created for the management of production of services.
Operations Management is now used for both goods and services production.
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Operations as a Operations as a Competitive WeaponCompetitive Weapon
Chapter 1
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In This Chapter…
What is a Process?
What is a Value-Chain?
What is Operations Management?
Trends and Challenges in OM
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Inputs Transformation Processes(Adding value) Outputs
What is a Process?
“… any activity or group of activities that takes one or more inputs, transforms and adds value to them, and provides one or more outputs for its customers.”
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Processes
Processes should add value.
Processes can be broken down into sub-processes, which in turn can be broken down further.
Any process that is part of a larger process is considered a “nested process.”
Each process and each nested process has inputs and outputs.
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ManufacturingInputs and Outputs
INPUTS Raw Materials
Employees
Plant
Equipment
Financing
OUTPUTS Consumer Goods
Materials for purchase by other firms
Services
Payments to employees
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UniversityInputs and Outputs
INPUTS Students
Faculty and Staff
Facilities
Equipment and Supplies
Financing
OUTPUTS Educated citizens
Research
Public service
Payments to employees
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Examples of Processes
Manufacturing something
Warehousing of raw materials
Processing insurance claims
Teaching a class
Getting a product to the customer
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A Process View
How do we know if an organization is running effectively or not?
It is important to take a Process View
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Process View of an Ad Agency
Accounting process
Production process• Prepare ad for publication
and deliver to media outlets
Advertisement design and planning process
• Create the ad to the needs of the client and prepare a plan for media exposure
Client interface process
• Communicate with client, get needs, and coordinate progress
Inpu
ts Clients
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Nested Processes
Advertisement Design and Planning Process
Creative design process• Receive work request• Assemble team• Prepare several designs• Receive inputs from
Account Executive• Prepare final concept• Revise concept per
client’s inputs
Media planning process• Receive work request• Prepare several media
plans• Receive inputs from
Account Executive• Prepare final plan• Revise plan per client’s
inputs
“The concept of a process within a process.”
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External Customer: A customer who is either an end user or an intermediary buying the firm’s finished goods or services.
Internal Customer: An employee or process that relies on inputs from other employees or processes in order to perform their work.
External Supplier: The businesses or individuals who provide the resources, services, products, and materials for the firm’s short and long term needs.
Internal Supplier: The employees or processes that supply important information or materials to a firm’s process.
Customer-Supplier Relationships
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Manufacturing and Service Process
Goods Production
Tangible Can be inventoried Low customer contact Capital Intensive Quality easily measured
Service Production
Intangible Can’t be inventoried High customer contact Labor Intensive Quality hard to measure
Most firms provide both goods and services.
Two major type of Processes
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What is a Process?
A Process View
Nested Processes
Customer-supplier Relationships
Service And Manufacturing Processes
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Value Chains
Value chains are an interrelated series of processes that produce a service or product to the satisfaction of customers.
Value chains may have core processes or support processes.
Core processes deliver value to external customers.
Support processes provide vital inputs for the core processes.
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Core Processes
1. Customer relationship process Identify, attract, and build relationships with external customers
and facilitate the placement of orders.
2. New service/product development process Design and develop new services or products from inputs
received from external customer specifications.
3. Order fulfillment process The activities required to produce and deliver the service or
product to the external customers.
4. Supplier relationship process Select suppliers of services, materials and information and
facilitate the timely and efficient flow of these items into the firm.
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Support Processes Internal Value-Chain Linkages
Firms have many processes that support the core processes.
Exte
rnal
sup
plie
rsExternal custom
ers
Support processes
Supplier relationship process
Order fulfillment process
New service/ product development process
Customer relationship process
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Capital Acquisition
The provision of financial resources for the organization to do its work and to execute its strategy
Budgeting The process of deciding how funds will be allocated over a period of time
Recruitment and Hiring
The acquisition of people to do the work of the organization
Evaluation and Compensation
The assessment and payment of the people for the work and value they provide to the company
Human Resource Support and Development
The preparation of the people for their current jobs and future skill and knowledge needs
Regulatory Compliance
The process that insure the company if meeting all laws and legal obligations
Table 1.1 Examples of Support ProcessesTable 1.1 Examples of Support Processes
Support Processes
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What is Operations Management ?
“The systematic design, direction, and control of processes that transform inputs into
services and products for internal as well as external customers.”
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Operations Management As a Function
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Operations asA Set of Decisions
(1) Recognize and clearly define the problem(2) Collect the information needed to analyze
possible alternatives(3) Choose the most attractive alternative(4) Implement the chosen alternative
Basic Decision-Making Steps
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Operations as A Set of Decisions
Strategic Decisions Tactical Decisions
Development of new capabilities
Maintenance of existing capabilities
Design of new processes
Development and organization of value chains
Process improvement and performance measures
Management and planning of projects
Inventory management
Resource scheduling
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Trends and Challenges in Operations Management
Productivity Improvement
Global Competition
Rapid Technological Change
Ethical, Workforce Diversity, and Environmental Issues
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Productivity Improvement
Productivity = OutputInput
Measuring Productivity
Single Factor method
Multifactor method
1
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Single Factor Method
Labor productivity = Policies processedEmployee hours
Productivity Improvement
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Three employees process 600 insurance policies in a week. They work8 hours per day, 5 days per week. Calculate the productivity in policies per hour.
Labor productivity = Policies Processed / Employee Hours
= 600 Policies / (3 Employees) (40 hours/employee)
= 5 policies/hr
Productivity Improvement
Single Factor Method
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Multifactor Method
Multifactor productivity =
Quantity at standard costLabor cost + Materials cost + Overhead cost
Productivity Improvement
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A team of workers make 400 units of a product, valued by its standard cost of $10 each (before markups for other expenses and profit). The accounting department reports that the actual costs are $400 for labor, $1,000 for materials, and $300 for overhead. Calculate the productivity.
Multifactor productivity = (400 units) ($10/unit)$400 + $1000 + $300
= $4,000$1,700
= 2.35
Productivity Improvement
Multifactor Method
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Decision Point
These types of productivity figures must be compared with performance levels in prior periods and with future goals in order to have meaning.
Productivity Improvement
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How to Improve Productivity?
Decrease input relative to output
Speed up the through-put
Increase output relative to input
Productivity Improvement
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Global Competition
Businesses must accept the fact that, to prosper, they must view customers, suppliers, facility locations, and competitors in global terms.
Most products today are composites of materials and services from all over the world.
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Global Competition
Forces that created increased global competition:
Improved Transportation and Information Technologies
Loosened regulations on Financial Institutions
Increased Demand for Imported Services and Goods
Reduced Import Quotas and other Trade Barriers
Comparative Cost Advantages
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May have to relinquish proprietary technology. Political risks. Lower skill levels in some areas. Difficulty with cross-functional coordination. Harder to produce products and services that can compete.
Global Competition Disadvantages
Global Competition
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Rapid Technological Change
Benefits
Better Quality
Increased Efficiency
Fast Communication
3
Challenges
Process redesigns
Employee attitudes
Employee training
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Other Challenges in Operations Management
Ethical issues across cultures
Increasing diversity of the workforce
Environmental impact issues
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So We’ve Discussed…
What is a Process?
What is a Value-Chain?
What is Operations Management?
Trends and Challenges in OM