Chap 1 Production and Operations Slides

Foundations of Operations Management, Canadian Edition Ritzman, Krajewski, Klassen © 2004 Pearson Education Canada Inc.

Production and Operations Management

Spring 2012

Foundations of Operations Management, Canadian Edition Ritzman, Krajewski, Klassen © 2004 Pearson Education Canada Inc. 1-2

Reference

• Larry P. Ritzman. Foundations of Operations Management. China Renmin University Press ,Aug. 2004.

• Or latter edition


Grading• Exams:

60%• Attendance,quiz and assignments:

40%


Chapter 1

Competing with Operations


What Is a Process?

• Process– Activities that transform inputs, add value

and generate output(s)

• Example: Furniture Manufacturing– Primary Process

• Cutting or staining wood

– Non-Manufacturing Process• Controlling Inventory


Outputs• Services• Goods

Internal andexternal customers

Processes and operations

51

2

3

4

Inputs• Workers• Managers• Equipment• Facilities• Materials• Services• Land• Energy

Information on performanceFigure 1.1

Processes & Operations

1-6


Figure 1.2

BANK

Operations Retail Products Wholesale

Maintain cardsResearch problems

Site analysisOthers

Process depositsCash checks

Safe deposit boxesOthers

Loan documentationReview credit standing

Obtain manager approvalOthers

Prepare reportsAttend meetingsInput funds deals

Others

ATM supportCustomer transactions

Service qualityOthers

Teller line transactionsTrack branch sales

ATM hotlineOthers

Credit applicationsManage retail products

Originate lease portfolioOthers

Fund managementMarket making spot

Dealer supportOthers

Cash ManagementLoan operations

Trading operationsOthers

DistributionCompliance

FinanceHuman resources

Auto FinanceCards

MortgagesOthers

TradingLoan administration

LeasingOthers

Nested Processes at a Large Bank

1-7


What Is Operations Management?

• Efficiently using processes to transforminputs into valuable outputs

• Successful operations management results from careful allocation of: – Human Resources– Capital– Information– Materials


Operations Management as a Function

Figure 1.3

1-9


Operations Management As a Function

Skill Areas• Quantitative methods• Organizational

behavior• General management• Information systems• Economics• International business• Business ethics

and law

Figure 1.3

1-10


Trends & New Challenges in Operations Management

• Growth of the Service Sector

• Intense Productivity pressures

• Global Competition • Firms can no longer hide behind borders

• Ethics, Diversity & Environmental Issues• Conflicting business protocol

• Cultural dilemmas


Service Sector Jobs

1-12


Strategic Considerations

• Business Environment– Continuous Environmental Scanning is necessary

• Flexibility– Capacity to meet ever-changing client demands

• Core Competencies– Using the firm’s unique strengths to seize

opportunities


The Importance of Market Analysis

• Market Segmentation– identify groups or sub-groups of clients

• Needs Assessment– identify the requirements of each group

• Product or service needs

• Delivery system needs

• Volume needs


Selecting Competitive Priorities

Market analysis• segmentation• needs assessment

Corporate strategy• goals• core competencies• environmental responses• new products/services• global strategies

Figure 1.5

Competitive PrioritiesCost 1. Low-cost operations

Quality 2. High-performance design3. Consistent quality

Time 4. Fast delivery5. On-time delivery6. Development speed

Flexibility 7. Customization8. Volume flexibility

1-15


Corporate strategy• goals• core competencies• environmental responses• new products/services• global strategies

Market analysis• segmentation• needs assessment

Competitive prioritiesOperations Marketing• cost• quality Finance• time• flexibility Others

Capabilities• current• needed• plans

Functional area strategies• finance• marketing• operations• others

Figure 1.5

Selecting Competitive Priorities

1-16


Strategy and Decisions

Operations strategy

Market analysis

Competitive priorities

Corporate strategy

Figure 1.8

Services Manufacturing• Standardized services• Assemble-to-order• Customized services

• Make-to-stock• Assemble-to-order• Make-to-order

1-17


Examples of Service Strategies

• Standardized services– Canada Post

• Assemble-to-order– Cable companies (pre-arranged packages)

• Customized services– Health clinics


D

T

R P

B

D: Doctor (examination rooms)R: Radiology (X-ray)T: Triage (assess severity of illness)B: Blood (lab test)P: Pharmacy (fill prescriptions)Figure 1.6

Health Clinic Process

1-19


Physical exam

D

T

R P

B

D: Doctor (examination rooms)R: Radiology (X-ray)T: Triage (assess severity of illness)B: Blood (lab test)P: Pharmacy (fill prescriptions)

Physical exam

Figure 1.6


1-20


Physical exam

Broken armD

T

R P

B


Broken arm

Physical exam

Figure 1.6


1-21



Physical exam

Broken arm

FluD

T

R P

B


Broken arm

Flu

Physical exam

Figure 1.6

1-22


Examples of Manufacturing Strategies

• Make-to-stock– Mass-produced automobiles

• Assemble-to-order– Upscale Unique Furniture

• Make-to-order – High-end homes


Automobile Assembly Process

A: Front-end body-to-chassis assembly

H: Hood attachmentF: Fluid fillingS: Start-up testing

A SH F

Figure 1.7

1-24





A SH F

Figure 1.7

1-25





A SH F

Figure 1.7

1-26



Operations strategy

Market analysis


Corporate strategy



• Process decisions• Quality decisions• Capacity, location, and layout decisions• Operating decisions Figure 1.8

1-27



Operations strategy

• Process decisions• Quality decisions• Capacity, location, and layout decisions• Operating decisions

Market analysis


Corporate strategy



Figure 1.8

1-28



Operations strategy

• Process decisions• Quality decisions• Capacity, location, and layout decisions• Operating decisions

Market analysis


Corporate strategy



Capabilities

Figure 1.8

1-29


Cross-Functional Coordination

• Removing barriers between departments

• Moving from sequential decision-making to

coordination leads to:

– Improved communication

– More accurate market information

– More timely internal feedback

Chap 1 Production and Operations Slides

Documents

canadian edition ritzman

pearson education canada

operations managementspring

process activities

outputs example

processes operations1

careful allocation

large bank1