Honghui (Henry) Deng

Honghui (Henry) DengHonghui (Henry) Deng

Ph.D of BA, Red McCombs School of Business, The University of Texas at Austin

Assistant Professor, Business School, The University of Nevada, Las Vegas

OPERATIONS OPERATIONS MANAGEMENTMANAGEMENT

Educational BackgroundEducational Background

Ph.D., Red McCombs School of Business, University of Texas at Austin, 2002

--MSIS, OR/OM, Finance--Co-Supervised by Dr.s William W. Cooper & Patrick Brockett

Visiting Scholar, Red McCombs School of Business, UT-Austin, 1997-1999

--Marketing Department

BBA, College of Business Administration, Chongqing University, China, 1994

--Marketing & Finance

B.E, Chongqing University, 1990--Electronic and Computer Engineering

Working ExperienceWorking Experience

Academic Experience:Assistant Professor, School of Business, the University of Nevada, Las Vegas

Research Associate, Center of Risk Management & Insurance, School of Business, University of Texas at Austin

Instructor, MSSTC Program, The Innovation Creativity Capital Institute (IC2), Visiting Professor, Marketing Dept., School of Business, UT Austin

Project Official, The Ministry of Education of China, Beijing, China

Lecturer, College of Electronic Information Engineering, Chongqing University, China

Industrial Experience:Strategy Consultant ， Rapp Collins Inc. of Omnicom Group Ass. of Director & Consultant ， IC2 and Texas Tech. Incubator

Co-Founder & CEO, HHD Consulting LLC.

Membership:The Institute of Operations Research and the Management Sciences (INFORMS)Association of Risk Management & InsuranceAssociation for Information Systems (AIS)

Current ResearchCurrent Research

– Operations Research/Management – IT Strategy & Organization– Knowledge Management– Management Science– Risk Management and Insurance– Decision Science– Data Communication & Networks

Teaching ExperienceTeaching Experience

* Supply Chain Management & Operation Strategy * Management Information Systems* Commercialization Strategy * Risk Management* Statistics I* Applied Information Technology* Data Communications & Networks

Operation Research/Management landscape Introduction of Operations Management Overview of syllabus and course objectives Student information sheet Introduction of Forecasting Group Assignment

Today’s ScheduleToday’s Schedule

Historical Evolution of Historical Evolution of Operations ManagementOperations Management

Industrial revolution (1770’s) Scientific management (1911)

Mass production Interchangeable parts Division of labor

Human relations movement (1920-60) Decision models (1915, 1960-70’s) Influence of Japanese manufacturers

Supply

Sources:plantsvendorsports

RegionalWarehouses:stocking points

Field Warehouses:stockingpoints

Customers,demandcenterssinks

Production/purchase costs

Inventory &warehousing costs

Transportation costs Inventory &

warehousing costs

Transportation costs

Typical Supply Chain for a ManufacturerTypical Supply Chain for a Manufacturer

Supplier

Supplier

Supplier

Storage}

Mfg. Storage Dist. Retailer Customer

Supplier

Supplier

} Storage Service Customer

Typical Supply Chain for a ServiceTypical Supply Chain for a Service

In the first half of the twentieth In the first half of the twentieth century industry replaced agriculture, century industry replaced agriculture,

in the second half of the twentieth in the second half of the twentieth century –“service” has replaced century –“service” has replaced

“manufacturing” -and right now, the “manufacturing” -and right now, the knowledge industry is beginning to knowledge industry is beginning to

replace the others. replace the others.

−−−−George KotzmetzkGeorge Kotzmetzk

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George KotzmetzkGeorge Kotzmetzk

What is Knowledge?What is Knowledge? A collection of data is not information.

A collection of information is not knowledge.

A collection of knowledge is not wisdom.

A collection of wisdom is not truth.

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CHAPTER1

Introduction to Operations Management

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Operations ManagementOperations Management

The management of systems or processes that create goods and/or provide services

Organization

Finance Operations Marketing

Figure 1.1

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Value-AddedValue-Added

The difference between the cost of inputs and the value or price of outputs.

Inputs Land Labor Capital

Transformation/Conversion

process

Outputs Goods Services

Control

Feedback

FeedbackFeedback

Value added

Figure 1.2

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Steel productionAutomobile fabrication

Home remodelingRetail sales

Auto RepairAppliance repair

Maid ServiceManual car wash

TeachingLawn mowing

High percentage goodsLow percentage service

Goods-service ContinuumGoods-service Continuum

Low percentage goodsHigh percentage service

Figure 1.3

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Food ProcessorFood Processor

Inputs Processing Outputs

Raw Vegetables Cleaning Canned vegetables Metal Sheets Making cans

Water CuttingEnergy CookingLabor PackingBuilding LabelingEquipment

Table 1.2

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Hospital ProcessHospital Process

Inputs Processing Outputs

Doctors, nurses Examination Healthy patientsHospital Surgery

Medical Supplies MonitoringEquipment MedicationLaboratories Therapy

Table 1.2

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Manufacturing or Service?Manufacturing or Service?

Tangible Act

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Production of Goods vs. Delivery of ServicesProduction of Goods vs. Delivery of Services

Production of goods – tangible output Delivery of services – an act Service job categories

Government Wholesale/retail Financial services Healthcare Personal services Business services Education

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Key DifferencesKey Differences

1. Customer contact

2. Uniformity of input

3. Labor content of jobs

4. Uniformity of output

5. Measurement of productivity

6. Production and delivery

7. Quality assurance

8. Amount of inventory

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Manufacturing vs ServiceManufacturing vs Service

Characteristic Manufacturing ServiceOutput

Customer contact

Uniformity of input

Labor content

Uniformity of output

Measurement of productivity

Opportunity to correct

Tangible

Low

High

Low

High

Easy

High

Intangible

High

Low

High

Low

Difficult

Lowquality problems

High

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Operations Management includes: Forecasting Capacity planning Scheduling Managing inventories Assuring quality Motivating employees Deciding where to locate facilities And more . . .

Scope of Operations ManagementScope of Operations Management

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The operations function Consists of all activities directly related to

producing goods or providing services

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Types of OperationsTypes of OperationsTable 1.4

Operations ExamplesGoods Producing Farming, mining, construction,

manufacturing, power generationStorage/Transportation Warehousing, trucking, mail

service, moving, taxis, buses,hotels, airlines

Exchange Retailing, wholesaling, banking,renting, leasing, library, loans

Entertainment Films, radio and television,concerts, recording

Communication Newspapers, radio and televisionnewscasts, telephone, satellites

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U.S. Manufacturing vs. Service Employment

0

20

40

60

80

100

45 50 55 60 65 70 75 80 85 90 95 00

Year

Perc

ent

Year Mfg. Service45 79 2150 72 2855 72 2860 68 3265 64 3670 64 3675 58 4280 44 4685 43 5790 35 6595 32 6800 30 70

Figure 1.4

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Responsibilities of Operations ManagementResponsibilities of Operations Management

Products & services

Planning– Capacity– Location–– Make or buy– Layout– Projects– Scheduling

Controlling/Improving– Inventory– Quality

Organizing– Degree of centralization– Process selection

Staffing– Hiring/laying off– Use of Overtime

Directing– Incentive plans– Issuance of work orders– Job assignments

– Costs– Productivity

Table 1.6

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Key Decisions of Operations ManagersKey Decisions of Operations Managers

WhatWhat resources/what amounts

WhenNeeded/scheduled/ordered

WhereWork to be done

HowDesigned

WhoTo do the work

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Decision MakingDecision Making

System Design– capacity– location– arrangement of departments– product and service planning– acquisition and placement of

equipment

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Decision MakingDecision Making

System operation– personnel– inventory– scheduling– project

management– quality assurance

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Decision MakingDecision Making

Models Quantitative approaches Analysis of trade-offs Systems approach

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ModelsModels

A model is an abstraction of reality.

– Physical– Schematic– Mathematical

What are the pros and cons of models?

Tradeoffs

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Models Are BeneficialModels Are Beneficial

Easy to use, less expensive Require users to organize Systematic approach to problem solving Increase understanding of the problem Enable “what if” questions Specific objectives Consistent tool Power of mathematics Standardized format

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Quantitative ApproachesQuantitative Approaches

• Linear programming

• Queuing Techniques

• Inventory models

• Project models

• Statistical models

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Systems ApproachSystems Approach

“The whole is greater than the sum of the parts.”

SuboptimizationSuboptimization

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Pareto PhenomenonPareto Phenomenon

• A few factors account for a high percentage of the occurrence of some event(s).

• 80/20 Rule - 80% of problems are caused by 20% of the activities.

How do we identify the vital few?

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Business Operations OverlapBusiness Operations Overlap

Operations

Finance

Figure 1.5

Marketing

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Operations InterfacesOperations Interfaces

Public Relations

Accounting

IndustrialEngineering

Operations

Maintenance

Personnel

Purchasing

Distribution

MIS

Legal

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Trends in BusinessTrends in Business

Major trends The Internet, e-commerce, e-business Management technology Globalization Management of supply chains Agility

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Suppliers’ Suppliers

DirectSuppliers Producer Distributor Final

Consumer

Simple Product Supply ChainSimple Product Supply ChainFigure 1.7

Supply Chain: A sequence of activitiesAnd organizations involved in producingAnd delivering a good or service

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Stage of Production Value Added

Value of Product

Farmer produces and harvests wheat $0.15 $0.15

Wheat transported to mill $0.08 $0.23

Mill produces flour $0.15 $0.38

Flour transported to baker $0.08 $0.46

Baker produces bread $0.54 $1.00

Bread transported to grocery store $0.08 $1.08

Grocery store displays and sells bread $0.21 $1.29

Total Value-Added $1.29

A Supply Chain for BreadA Supply Chain for Bread

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Other Important TrendsOther Important Trends

Ethical behavior Operations strategy Working with fewer resources Cost control and productivity Quality and process improvement Increased regulation and product liability Lean production

1-45 Value/DimensionsValue/Dimensions

VD2

Performance=speed x quality x flexibility

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Value/DefinitionValue/Definition

VD1

Trek bike example