Operations Management
- 2. OPERATIONS MANAGEMENT
AIM : To focuses on key analytical methods and provide practical insight for operations
management.
UNIT I : Operations Management – Meaning – Importance – historical contributions – System
view of OM - Operation strategy and competitiveness - Functions of OM – types of production
systems
UNIT II : Product design and process selection – Evaluation and Selection of appropriate
Production and Operations technology. Product Design and process selection. Types of layout –
analysis and selection of layout – Product and / or Process layout, Cellular, Lean and Agile
manufacturing systems – Computer Integrated Manufacturing Systems - Assembly line balancing.
UNIT III : Production planning and control – meaning – functions – aggregate planning – master
production schedule (MPS) – Material requirement planning (MRP) – BOM – Capacity
requirement planning (CRP) – Techniques – problems in MRP and CRP – an introduction to MRP
II and ERP – Business Process Re-engineering - Total Productive Maintenance (TPM)
UNIT IV : Materials management – functions – material planning and budgeting – Value Analysis
- purchase functions and procedure - inventory control – types of inventory – safety stock – order
point – service level – inventory control systems – perpetual – periodic – JIT – KANBAN.
UNIT V : Total Quality Management Concept - Statistical Quality Control for Acceptance
Sampling and Process Control – Concepts of O.C.C. Curve – Use of the O.C. Curve – Concept of
Type I and Type II error – Quality movement – Quality circles –– ISO Quality Certifications and
types – Quality assurance – Six Sigma concept.
K. Adisesha 2
- 4. Operations Management
Systematic direction, control, and evaluation of the
entire range of processes that transform inputs into
finished goods or services.
Environmental factors-culture, political, and market
influences
Inputs-HR, capital, materials, land, energy,
information, customer
Transformations-convert inputs into outputs
K. Adisesha 4
- 5. Operations Management (cont)
Outputs-goods or services, and waste
Customer Contact-customers actively participate in
transformation processes, self-service
Performance Feedback-repair records, customer
comments
K. Adisesha 5
- 6. Operations Management
Refers to the management of the production system that
transforms inputs into finished goods and services.
Production system: the way a firm acquires inputs then
converts and disposes outputs.
Operations managers: responsible for the transformation
process from inputs to outputs.
Operations management seeks to increase the quality,
efficiency, and responsiveness of the firm.
Seeks to provide a competitive advantage.
K. Adisesha 6
- 7. Historical Development of OM
Industrial revolution Late 1700s
Scientific management Early 1900s
Hawthorne Effect 1930s
Human relations movement 1930s-
Management science 1940s-
Computer age 1960s-
Environmental Issues 1970s-
JIT & TQM* 1980s-
*JIT= Just in Time, TQM= Total Quality Management
K. Adisesha 7
- 8. Historical Development con’t
Reengineering 1990-
Global competition 1980-
Flexibility 1990-
Time-Based Competition 1990-
Supply chain Management 1990-
Electronic Commerce 2000-
Outsourcing & flattening of world 2000-
For long-run success, companies must place much importance on their
operations
K. Adisesha 8
- 9. Today’s OM Environment
Customers demand better quality, greater speed,
and lower costs
Companies implementing lean system concepts – a
total systems approach to efficient operations
Recognized need to better manage information
using ERP and CRM systems
Increased cross-functional decision making
K. Adisesha 9
- 10. OM in Practice
OM has the most diverse organizational function
Manages the transformation process
OM has many faces and names such as;
V. P. operations, Director of supply chains,
Manufacturing manager
Plant manger, Quality specialists, etc.
All business functions need information from OM
in order to perform their tasks
K. Adisesha 10
- 12. Operations Management is:
A management function
An organization’s core function
In every organization whether Service or
Manufacturing, profit or Not for profit
K. Adisesha 12
- 14. What is Role of OM?
OM Transforms inputs to outputs
Inputs are resources such as
People, Material, and Money
Outputs are goods and services
K. Adisesha 14
- 16. OM’s Transformation Role
To add value
Increase product value at each stage
Value added is the net increase between output product value and
input material value
Provide an efficient transformation
Efficiency – means performing activities well for least possible cost
K. Adisesha 16
- 17. Goods & Services
Services
Intangible product
Product cannot be
inventoried
High customer contact
Short response time
Labor intensive
Manufacturing
Tangible product
Product can be
inventoried
Low customer contact
Longer response time
Capital intensive
K. Adisesha 17
- 18. On the other hand…
Both use technology
Both have quality, productivity, & response issues
Both must forecast demand
Both will have capacity, layout, and location issues
Both have customers, suppliers, scheduling and
staffing issues
Manufacturing often provides services
Services often provides tangible goods
K. Adisesha 18
- 19. Hybrid organizations
Some organizations are a blend of
service/manufacturing/quasi-manufacturing
Quasi-Manufacturing (QM) organizations
QM characteristics include
Low customer contact & Capital Intensive
K. Adisesha 19
- 20. Operations Management Concepts
Quality: goods and services that are reliable and perform
correctly.
Quality allows customers to receive the performance that they
expect.
Efficiency: the amount of input to produce a given
output.
Less input required lowers cost and waste.
Responsiveness to customers: actions taken to respond
to customer needs.
Firm can react quickly and correctly to customer needs as they
arise.
K. Adisesha 20
- 21. Typical Characteristics of Services and Goods Producers
Adapted from Table 21.1
Primarily Service
Producers
Primarily
Goods
Producers
Continuum of
Characteristics
Intangible, nondurable
Output can’t be
inventoried
High customer contact
Short response time
Labor intensive
Tangible, durable
Output can be
inventoried
Low customer contact
Long response time
Capital intensive
Mixed
21.3
K. Adisesha 21
- 22. Positioning Strategies-approach selected
for transformational processes
Process Focus-layout of plant
and equipment around each
production unit
custom made
Low Volume
Norwegian Ship Building
Product Focus-arranging
plant and equipment around
one or a few output types
many of one product
high-volume, highly
automated
low flexibility
Factory Lines
Intermediate Strategy-plant
and equipment layout
reflects some of both
strategies
batches of products
Kinkos, Ball Homes
Agile Strategy-mass
customization
K. Adisesha 22
- 23. Flexibility
Product Flexibility-speed with which products are
created, ability to customize, ability to modify
products for special needs
Volume Flexibility-ability to respond to sudden
changes in demand, change from small to full scale
Process Flexibility-ability to manufacture a variety of
goods in a short time, adjust to product mix over time,
ability to accommodate changes in raw materials
K. Adisesha 23
- 24. Core Positioning Strategies
Adapted from Figure 21.2
Process focus
Space shuttle
Legal practice
Product focus
Auto assembly
plant
Mail processingIntermediate
Garment
industry
Branch banks
Product volume
Custom products,
low volume
Standard products,
high volume
Mixture of custom and standard
products, moderate volume
Continuous
process
(stable)
Resourceflows
Mass
production
Large
batch
Sporadic
(unstable)
K. Adisesha 24
- 25. Improving Responsiveness to Customers
Without customers, organizations cease to exist.
Non-profit and for-profit firms all have customers.
Managers need to identify who the customer is and their needs.
What do customers want? Usually customers prefer:
A lower price to a higher price.
High quality over low quality.
Fast service over slow service.
Also good after sale support.
Many features over few features.
Products tailored to their specific needs.
K. Adisesha 25
- 26. Quality-how well a product does
what the customer expects
Internal View-within the organization
External View-value customers expect
Value-the relationship between quality and price
K. Adisesha 26
- 27. Competitiveness Value Map
Relative Quality
SuperiorInferior
Higher
Lower
Poor
value
Adapted from Figure 21.3
RelativePrice
Economy
value Outstanding
value
Premium
value
Average
value
Source: Adapted from Gale,
B.T., and Buzzell, R.D. “Market
perceived quality: Key strategic
concept.” Planning
Review, March-April, 1989, 10.
21.7
K. Adisesha 27
- 28. Price v. Attributes
Firms offering high quality, fast service and other customer
desires, often must raise price.
Customers must tradeoff price for attributes.
Operations management tries to push the
price/attribute curve to the right with better
production.
Provides more attributes at the same cost.
By enhancing the price/attribute relationship, the firm can
increase its competitive position.
K. Adisesha 28
- 29. Customer Responsive Production Systems
An output’s attributes is determined by the
production system.
Firms must strike a balance between cost and attributes
Improving Quality: can apply to firms producing
goods and services.
A firm that provides higher quality than others at the
same price is more responsive to customers.
Higher quality can also lead to better efficiency.
Lowers waste levels and operating costs.
K. Adisesha 29
- 30. Total Quality Management
The continuous process of ensuring every aspect of
production builds in product quality
Traditional Quality-product inspection during or at
the end of the transformation process
K. Adisesha 30
- 31. Total Versus Traditional Quality
Adapted from Table 21.3
n Quality is a strategic issue
n Plan for quality
n Quality is everybody’s
responsibility
n Strive for zero defects
n Quality means conformance to
requirements that meet or exceed
customers’ expectations
n Scrap and reworking are only a
small part of the costs of
nonconformance
Traditional Quality ControlTotal Quality Management
n Quality is a tactical issue
n Screen for quality
n Quality is the responsibility of the
quality control department
n Some mistakes are inevitable
n Quality means inspection
n Scrap and reworking are the major
costs of poor quality
K. Adisesha 31
- 32. Improving Efficiency
Labor productivity allows labor comparisons between
organizations.
Improved efficiency leads to lower costs and better
performance.
TQM and Efficiency: TQM can lead to much higher
labor productivity.
When quality rises, less time is wasted on scrap.
Flexible manufacturing and efficiency: reduces the
set-up costs for production systems.
Facilities layout: seeks to design the machine-worker interface to
increase production efficiency.
K. Adisesha 32
- 33. Efficient Manufacturing
Most firms face major expense when setting up to produce
a product.
These costs must be paid before production begins.
The more often products to be built change, the higher setup
costs become.
Flexible Manufacturing reduces setup costs.
Just-in-Time (JIT) inventory, while developed for TQM,
also adds to efficient production.
Many costs are reduced including warehousing, holding costs
and inventory tracking.
Firm does not have a supply of parts, but can be vulnerable to
strikes or supply problems.
K. Adisesha 33
- 34. Efficient Manufacturing
Self-managed teams boost efficiency by allowing for a
flatter organization structure.
The team takes the role of the supervisor.
Teams working together often become very skilled at enhancing
productivity.
Kaizen: Japanese term for a management philosophy the
stresses the need for continuous improvement.
Better operations can come from many, small, continuous
improvements.
Focus on what adds value to the product and try to eliminate
steps that do not add value (such as inspection for defects).
K. Adisesha 34
- 35. Reengineering
Process Reengineering: the fundamental rethinking
and radical redesign of the business process.
Can boost efficiency by directing efforts to activities that add
value to the good or service produced.
While Kaizen focuses on continuous enhancements, process
reengineering considers wholesale change.
Top managers must support operations enhancement
tools for them to be accepted by workers.
Usually, a successful operations change means a complete
change in the organizational culture.
Without a supporting culture, change will not succeed.
K. Adisesha 35
- 36. Nine Categories of Operations Management Decisions
Product plans
Competitive Priorities
Positioning Strategies
Location
Technological Choices
Quality management and control
Inventory management and control
Materials Management
Master production scheduling
21.4
K. Adisesha 36
- 37. Inventory Costs
What contributes to inventory costs?
TOTAL COST = ORDERING + CARRYING
Carrying Costs
Warehouse
Insurance
Obsolescence
taxes
breakage
Ordering Costs
Placing the order
Transportation
Shortage
K. Adisesha 37
- 38. Inventory Terms
Lead Time
Elapsed time between placing and receiving an order
EOQ-economic order cost
optimum order quantity yielding the lowest total
inventory cost
Just-in-time
finished goods to sell
sub assemblies to be assembled
purchases of raw materials to be transformed
K. Adisesha 38
- 40. Growth of the Service Sector
Service sector growing
to 50-80% of non-farm
jobs
Global competitiveness
Demands for higher
quality
Huge technology
changes
Time based
competition
Work force diversity
K. Adisesha 40
- 41. OM Decisions
All organizations make decisions and follow a similar
path
First decisions very broad – Strategic decisions
Strategic Decisions – set the direction for the entire company;
they are broad in scope and long-term in nature
K. Adisesha 41
- 42. OM Decisions
Following decisions focus on specifics - Tactical
decision
Tactical decisions: focus on specific day-to-day issues
like resource needs, schedules, & quantities to
produce
are frequent
Strategic decisions less frequent
Tactical and Strategic decisions must align
K. Adisesha 42
- 44. OM Across the Organization
Most businesses are supported by the functions of
operations, marketing, and finance
The major functional areas must interact to achieve
the organization goals
K. Adisesha 44
- 45. OM Across the
Organization – con’t
Marketing is not fully able to meet customer needs if they
do not understand what operations can produce
Finance cannot judge the need for capital investments if
they do not understand operations concepts and needs
Information systems enables the information flow
throughout the organization
Human resources must understand job requirements and
worker skills
Accounting needs to consider inventory management,
capacity information, and labor standards
K. Adisesha 45
- 46. Review of Learning Objectives
Define and explain OM
Explain the role of OM in business
Describe the decisions that operations managers make
Describe the differences between service and
manufacturing operations
Identify major historical developments in OM
K. Adisesha 46
- 47. Review of Learning Objectives – con’t
Identify current trends in OM
Describe the flow of information between OM and
other business functions
K. Adisesha 47
- 48. The End
K. Adisesha 48
References :
1. Production and Operations Management – Everest E Adam & Ebert – PHI –
publication , forth edition.
2. Operations Management (Theory and Problems ) – Joseph G Monks – McGraw
Hill Intl.
3. Production and Operations Management – S N Chary – TMH Publications
4. Production and Operations Management – Pannerselvam, PHI
5. Lee J. Krajewski and Larry P. Ritzman, “Operations Management: Process and
value Chains”, 7th Edition, PHI, 2007
6. Hunawalla and Patil – production and Operations Management, Himalaya
Thank you