1. OPERATIONS
MANAGEMENT
Goods, Services and Value Chains
CHAPTER 1
Goods, Services, and
Operations Management
DAVID A. COLLIER
AND
JAMES R. EVANS
Operations Management, 2e/Ch. 1 Goods, Services, and Operations Management
©2007 Thomson South-Western 1

2. Chapter 1 Goods, Services & Operations Management
• Operations management (OM) is the
science and art of ensuring that goods and
services are created and delivered
successfully to customers.
• The principles of OM help one to view a
business enterprise as a total system, in
which all activities are coordinated not
only vertically throughout the organization,
but also horizontally across multiple
functions.
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3. Chapter 1 Learning Objectives
2. To understand the nature of typical OM activities
in business, what operations managers do, and
how everyone uses OM principles in their work,
no matter what their functional job is.
2. To understand the nature of goods and services,
their similarities and differences, the concept of
a customer benefit package, and why they are
important for managing operations.
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4. Chapter 1 Learning Objectives
1. To understand the concept of a process and
value chain, and how they are used in operations
to support the creation of goods and services.
3. To understand the role of quantitative methods
in operations management and how models can
be used to assist in making OM decisions.
5. To be able to identify the key themes that have
evolved over the last half-century and
understand their impact on goods, services, and
operations.
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5. Chapter 1 Goods, Services & Operations Management
OM Spotlight: Ferguson Metals
• Ferguson Metals, located in Hamilton, Ohio, is a supplier
of stainless steel and high temperature alloys for the
specialty metal market.
• Ferguson’s primary production operations include slitting
coil stock and cutting sheet steel to customer
specifications with rapid turnaround times from order to
delivery (see Exhibit 1.1).
• Bob Vogel is the Vice President of Operations at
Ferguson. He is involved in a variety of daily activities
that draw upon knowledge of not only OM and
engineering, but also finance, accounting, organizational
behavior, and other subjects.
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6. Exhibit Operations Management at Ferguson Metals
1.1
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7. Chapter 1 Goods, Services & Operations Management
OM Spotlight: Ferguson Metals
While understanding specialty metals is
certainly a vital part of Mr. Vogel’s job, the
ability to understand customer needs,
apply approaches to continuous
improvement, understand and motivate
people, work cross-functionally across the
business, and integrate processes and
technology within the value chain define
Scott’s job as an operations manager.
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8. Chapter 1 Goods, Services & Operations Management
Example of “What Operations Managers Do?”
• Brooke Wilson is a Process Manager for J.P.
Morgan Chase in the Credit Card Division.
Among his OM-related activities are
• Planning and budgeting –representing the
plastic card production area in all meetings,
developing annual budgets and staffing plans,
and watching technology that might affect the
production of plastic credit cards.
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9. Chapter 1 Goods, Services & Operations Management
Example of “What Operations Managers Do?”
• Inventory management – overseeing the
management of inventory for items such as plastic
blank cards, inserts such as advertisements,
envelops, postage, and credit card rules and
disclosure inserts.
• Scheduling and capacity –daily to annual
scheduling of all resources (equipment, people,
inventory) necessary to issue new credit cards and
reissue cards that are up for renewal, replace old or
damaged cards, and one's that are stolen.
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10. Chapter 1 Goods, Services & Operations Management
Example of “What Operations Managers Do?”
• Brooke Wilson is a Process Manager for J.P.
Morgan Chase in the Credit Card Division.
Among his OM-related activities are
• Quality – embossing the card with accurate
customer information and quickly getting the
card in the hands of the customer.
• Brooke was an accounting major in college.
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11. Chapter 1 Goods, Services & Operations Management
Understanding Goods and Services
• A good is a physical product that you can see,
touch, or possibly consume. Examples of goods
include: oranges, flowers, televisions, soap,
airplanes, fish, furniture, coal, lumber, personal
computers, paper, and industrial machines.
• A durable good is a product that typically lasts
at least three years. Vehicles, dishwashers, and
furniture are some examples of durable goods.
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12. Chapter 1 Goods, Services & Operations Management
Understanding Goods and Services
• A non-durable good is perishable and
generally lasts for less than three years.
Examples are toothpaste, software, shoes,
and fruit.
• A service is any primary or complementary
activity that does not directly produce a
physical product.
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13. Chapter 1 Goods, Services & Operations Management
Understanding Goods and Services
• Service management integrates
marketing, human resource, and operations
functions to plan, create, and deliver goods
and services, and their associated service
encounters.
• A service encounter is an interaction
between the customer and the service
provider.
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14. Chapter 1 Goods, Services & Operations Management
Understanding Goods and Services
A broader definition is
• Service encounters consist of one or more
moments of truth – any episodes, transactions,
or experiences in which a customer comes into
contact with any aspect of the delivery system,
however remote, and thereby has an opportunity to
form an impression.
• Here, a service encounter includes the impression
an empty parking lot has on whether the customer
goes into a facility or the interaction with other
customers such as while waiting in line.
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15. Chapter 1 Goods, Services & Operations Management
Similarities Between Goods and Services
1. Goods and services provide value and
satisfaction to customers who purchase
and use them.
2. They both can be standardized or
customized to individual wants and needs.
3. A process creates and delivers each good
or service, and therefore, OM is a critical
skill.
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16. Chapter 1 Goods, Services & Operations Management
Differences Between Goods and Services
1. Goods are tangible while services are intangible.
2. Customers participate in many service processes,
activities, and transactions.
3. The demand for services is more difficult to
predict than the demand for goods.
4. Services cannot be stored as physical inventory.
5. Service management skills are paramount to a
successful service encounter.
6. Service facilities typically need to be in close
proximity to the customer.
7. Patents do not protect services.
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17. Exhibit How Goods and Services Affect
1.2 Operations Management Activities
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18. Exhibit Examples of Goods and Service Content
1.3
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19. Chapter 1 Goods, Services & Operations Management
Customer Benefit Packages
• A customer benefit package (CBP) is a
clearly defined set of tangible (goods-content)
and intangible (service-content) features that
the customer recognizes, pays for, uses, or
experiences.
• In simple terms, a CBP is some combination of
goods and services configured in a certain way
to provide value to customers.
• A CBP consists of a primary good or service,
coupled with peripheral goods and/or services.
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20. Chapter 1 Goods, Services & Operations Management
Customer Benefit Packages
• A primary good or service is the “core”
offering that attracts customers and responds
to their basic needs. For example, the
primary service of a personal checking account
is the capability to do convenient financial
transactions.
• Examples of a primary good or service:
an airline flight, a personal digital assistance
(PDA) device, a checking account, a brief
case, a football game, tax preparation advice,
and so on.
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21. Chapter 1 Goods, Services & Operations Management
Customer Benefit Packages
• A peripheral goods or services are those that
are not essential to the primary good or service,
but enhance it.
• Examples of peripheral goods or services for
a personal checking account: on-line access
and bill payment, debit card, designer checks,
paper or electronic account statement, etc.
• Remember each primary or peripheral good or
service requires a process to create and deliver it
to customers.
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22. Chapter 1 Goods, Services & Operations Management
Customer Benefit Packages
• A variant is a CBP attribute that departs from the
standard CBP and is normally location or firm
specific.
• A variant allows for adding unique goods or
services such as a fishing pond or pool at an
automobile dealership where kids can fish while
the parents shop for vehicles.
• Once a variant is incorporated and standardized
into all CBP delivery sites on a continuous basis it
becomes a permanent peripheral good or service.
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23. Exhibit A CBP Example for Purchasing a Vehicle
1.4
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24. Exhibit Operations Management and the
1.5 Customer Benefit Package
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25. Exhibit Customer Wants and Needs, CBP Definition,
1.6 and Process Design Automobile Example
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26. Chapter 1 Goods, Services & Operations Management
Customer Benefit Packages
• It is very important that you understand Exhibits
1.5 and 1.6 and the difference between customer
wants and needs versus the CBP features
selected by management to fulfill those needs.
• Processes create CBP features such as the (a)
physical vehicle itself or (b) a leasing package that
fits what the customer can afford. These CBP
features fulfill certain customer’s wants and needs
such as (a) physical transportation from point A to
B, or (b) how can I pay for the vehicle?
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27. Another Example of Consumer Benefit Package
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28. Exhibit How Primary, Support, Supplier, and
1.7 Management Processes Are Related
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29. Exhibit Organization by Function versus Process
1.8
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30. Chapter 1 Goods, Services & Operations Management
OM Spotlight: Pal’s Sudden Service
• Pal’s Sudden Service is a small chain of
mostly drive-through quick service
restaurants located in Northeast Tennessee
and Southwest Virginia.
• Pal’s competes against major national chains
and outperforms all of them by focusing on
important customer requirements such as
speed, accuracy, friendly service, correct
ingredients and amounts, proper food
temperature, and safety.
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31. Chapter 1 Goods, Services & Operations Management
OM Spotlight: Pal’s Sudden Service
• Pal’s uses extensive market research to fully
understand customer requirements:
convenience; ease of driving in and out; easy-to-
read menu, simple, accurate order-system; fast
service; wholesome food; and reasonable price.
• Every process is flowcharted and analyzed for
opportunities for error, and then mistake-proofed
if at all possible.
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32. Exhibit Pal’s Sudden Service Value Chain
1.9
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33. Chapter 1 Goods, Services & Operations Management
OM Spotlight: Pal’s Sudden Service
• Entry-level employees – mostly high school
students in their first job – receive 120 hours of
training on precise work procedures and process
standards in unique self-teaching, classroom,
and on-the-job settings, and reinforced by a
“Caught Doing Good” program that provides
recognition for meeting quality standards and
high performance expectations.
• Pal’s collect performance measures such as
complaints, profitability, employee turnover,
safety, and productivity.
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34. Exhibit 1.10 Satisfaction Data and Linear Trend Chart
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35. Chapter 1 Goods, Services & Operations Management
Break-Even Model
The amount of sales at which the net profit is zero
– or equivalently, the point where total cost equals
total revenue – is called the break-even point.
The equation for total cost is Total cost = Fixed
cost + Variable cost. If 10,000 units were produced
and sold, the total cost would be
Total cost = 100,000 + 12(10,000) = $220,000.
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36. Chapter 1 Goods, Services & Operations Management
Break-Even Model
The revenue received from selling 10,000 units
would be 20(10,000) = $200,000, so at this
production level, the firm would incur a loss of
$220,000 - $200,000 = $20,000.
However, if 13,000 units were produced and
sold, the projected profit would be 20(13,000) -
100,000 - 12(13,000) = $4,000.
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37. Chapter 1 Goods, Services & Operations Management
Breakeven Model
We can find the break-even point by developing a
simple mathematical model. Let x be the sales volume
at the break-even point. Then
Total cost = 100,000 + 12x
Total revenue = 20x.
Setting the total revenue equal to total cost we have
20x = 100,000 + 12x
and hence
x = 12,500.
If sales are less than 12,500 units, the firm will incur a
loss; if sales are more than 12,500, a profit will be
realized.
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38. Exhibit 1.11 Spreadsheet Model for Break-Even
Analysis (Break Even Model.xls)
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39. Exhibit 1.12 Sensitivity Analysis of Variable Cost
for the Break-Even Model
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40. Exhibit 1.13 Five Focus of Operations Management
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41. Exhibit 1.14 U.S. 2001 Employment and Projected Change
by Major Industry (slide 1)
* Durable goods are items such as instruments, vehicles, aircraft, computer and office equipment, machinery,furniture, glass, metals, and appliances.
** Nondurable goods are items such as textiles, apparel, paper, food, coal, oil, leather, plastics, chemicals, and books.
Source:United States Bureau of Labor Statistics, October 2001, http://www.bls.gov/EMP
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42. Exhibit 1.14 U.S. 2001 Employment and Projected Change
by Major Industry (slide 2)
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43. U.S. Economy Structure and Service Related Jobs
Goods-producing industries (manufacturing,
construction, fishing, forestry, mining, and
agriculture) account for 20 percent of the jobs in
the U.S. economy.
Service-providing industries account for 80
percent of the jobs in the U.S. economy.
One-half of those jobs in goods-producing
industries involve service processes such as human
resource management, accounting, and financial.
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44. U.S. Economy Structure and Service Related Jobs
Therefore, more than 90 percent of the jobs in
the U.S. economy involve designing and
managing service-, information- or
entertainment-intensive processes.
Most people in the United States are working in
the service sector or service processes or in
service-related aspects of manufacturing firms.
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45. Exhibit 1.15 Case: Dietary Department Organizational Chart
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