chapter 7 operations management and quality

7chapter

Business Essentials, 7th EditionEbert/Griffin

© 2009 Pearson Education, Inc.

Operations Management and Quality

Instructor Lecture PowerPointsPowerPoint Presentation prepared by

Carol Vollmer Pope Alverno College

What Does Operations Mean Today?

• Operations (Production)

– All the activities involved in making products—goods and services—for customers

• Service Operations (Service Production)

– Provide intangible and tangible service products

• Goods Operations (Goods Production)

– Produce tangible products

• Operations managers create utility for customers through production, inventory and quality control.


Creating Value Through Operations• Utility

– The ability of a product to satisfy a want or need• Form utility

• Time utility

• Place utility

• Operations (Production) Management– The systematic direction and control of processes that

transform resources into finished services and goods that create value for and provide benefits to customers


Differences Between Service and Goods Manufacturing Operations

• Goods are produced, services are performed• Service operations differ from manufacturing

operations in that service operations:1. Involve interacting with consumers.2. Are sometimes intangible and unstorable.3. Involve a customer’s presence in the process.4. Involve certain service quality considerations.


Operations Processes• Operations Process

– A set of methods and technologies used to produce a good or a service

• Goods Production Processes– Make-to-order processes

– Make-to-stock processes

• Service Production Processes– Extent of Customer Contact

• Low-contact systems: low customer involvement

• High-contact systems: high customer involvement


Business Strategy as the Driver of Operations

• Businesses with contrasting business strategies choose different operations capabilities—the activities or processes that production must perform especially well, with high proficiency


TABLE 7.1 Business Strategies That Win Customers for Four Companies


Operations Planning

• Capacity Planning– Capacity: The amount of a product that a

company can produce under normal conditions

– Planning deals with determining how much can be produced

• Location Planning– Location affects production costs and flexibility

– Planning deals with determining where it will be produced


Operations Planning (cont’d)

• Layout Planning– The layout of machinery, equipment, and supplies

determines whether a company can respond efficiently to demand for more and different products or whether it finds itself unable to match competitors’ speed and convenience

– Planning deals with determining how the product will be produced

• Process layouts• Product layouts


FIGURE 7.1 Operations Planning and Control


Quality Planning• What Is Quality?

– The combination of “characteristics of a product or service that bear on its ability to satisfy stated or implied needs” (American Society for Quality)

– Quality planning begins when products are designed: goals are set for performance and consistency

– Quality planning includes deciding what constitutes a high-quality product and determining how to measure these quality characteristics


Methods Planning

• Managers identify each production step and methods for performing it.

• They reduce waste and inefficiency by examining procedures in an approach called methods improvement.

• They reduce waste and inefficiency by improving process flows.– A detailed description, often a process flowchart, helps

managers organize and record information.• They attempt to improve customer service.


Operations Scheduling• Operations Scheduling

– Identifying times when specific production activities will occur

• Kinds of Planning Schedules– Master schedule: Shows which products will be

produced, and when, in upcoming time periods

– Detailed schedule: Shows day-to-day activities that will occur in production

– Staff schedules: Show who and how many employees will be working, and when

– Project schedules: Coordinate completion of large-scale projects


Project Scheduling

• Gantt Chart– Breaks down projects into steps to be performed– Specifies the time required to complete each step– A Project Manager uses the Gantt chart to:

• List all activities to be performed• Estimate the time required for each step• Record the progress on the chart• Check the progress against the time scale on the report


Figure 7.4 Gantt Chart


Operations Control• Operations Control

– Requires managers to monitor performance by comparing results with detailed plans and schedules.

– Follow-up: Checking to ensure that production decisions are being implemented—is a key and ongoing facet of operations.


Materials Management• Materials Management

– The process by which managers plan, organize, and control the flow of materials from sources of supply through distribution of finished goods

• Materials Management Activities– Supplier selection– Purchasing– Transportation– Warehousing– Inventory control


Lean Production Systems: Just-in-Time Operations

• Lean Production Systems Goals– Smooth production flows avoid inefficiencies– Elimination of unnecessary inventories– Continuous improvement in production processes

• Just-in-Time (JIT) Production– Bringing together all needed materials only when

they are required, creating fast and efficient responses to customer orders


Benefits of Just-in-Time Production

1. Reduces the number of goods in process (goods not yet finished)

2. Minimizes inventory costs

3. Reduces inventory storage space requirements

4. Replaces stop-and-go production with smooth movement

5. Disruptions are more visible and get resolved more quickly

6. Continuous improvement of the process© 2009 Pearson Education, Inc.

Quality Control

• Quality Control – Taking action to ensure that operations produces

products that meet specific quality standards– Requires establishment of specific standards and

measurements


Quality Improvement and Total Quality Management

• Quality Improvement– Building quality into products and services rather than

trying to control quality by inspection

• Total Quality Management (TQM)– All of the activities necessary for getting high-quality goods

and services into the marketplace

• Quality Ownership– Quality belongs to each person who creates it while

performing a job and it requires a focus on quality by all parts of an organization


Total Quality Management

• Always Delivering High Quality

– Planning for quality

– Organizing for quality

– Directing for quality

– Controlling for quality


Tools for Total Quality Management• Competitive Product Analysis

– Analyzing competitors’ products to identify improvements• Value-Added Analysis

– Eliminating wasteful and unnecessary activities• Quality Improvement Teams

– Adopting quality circles• Getting Closer to the Customer

– Identifying internal and external customers• ISO 9000 and ISO 14000

– Ensuring certification of quality management in processes• Business Process Reengineering

– Starting over from scratch to improve processes


Adding Value Through Supply Chains

• Supply Chain (or Value Chain)– The flow of information, materials, and services

that starts with raw-materials suppliers and continues adding value through other stages in the network of firms until the product reaches the end customer


FIGURE 7.5 Supply Chain for Baked Goods


The Supply Chain Strategy

• Supply Chain Management (SCM)– Working with the supply chain as a whole to

improve overall flow through a system composed of companies working together

• Supply Chain Reengineering– Improving the process for better results:

• Lower costs, speedier service, and coordinated flows of information and material

• Outsourcing and Global Supply Chains– Paying suppliers and distributors to perform

certain business processes or to provide needed materials or services


chapter 7 operations management and quality

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