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SAMSON SEMWENDA, MBA
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Presentaion for land bank april 2013 chap 1
1.
INTRODUCTION to Operation Management Chapter 1 Irwin/McGraw-Hill ©
The McGraw-Hill Companies, Inc. 2004 1
2.
Chapter Outline Definition of
Operations Management Decisions at Pizza U.S.A. Operations Decisions - A Framework Cross-Functional Decision Making Operations as a System Contemporary Operations Themes McGraw-Hill/ Irwin 2 © The McGraw-Hill Companies, Inc. 2004
3.
Definition of Operations Management er
at i ons i s r es pons i bl e f or s uppl yi ng t he pr oduc t r v i c e of t he or gani z at i on. Oper at i ons m anager s m ec i s i ons r egar di ng t he oper at i ons f unc t i on and i ec t i on wi t h ot her f unc t i ons . The oper at i ons m ana and c ont r ol t he pr oduc t i on s ys t em and i t s i nt er f n t he or gani z at i on and wi t h t he ext er nal env i r on McGraw-Hill/ Irwin 3 © The McGraw-Hill Companies, Inc. 2004
4.
The Operations Definition Operations
as a basic function Operations as a transformation process Operations as the technical core Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2004 4
5.
The Operation As
A Basic Function McGraw-Hill/ Irwin 5 © The McGraw-Hill Companies, Inc. 2004
6.
Basic Function The best
way to start understanding the nature of P/OM is to look around you. Everything you can see around you (except the flesh and the blood) has been done by P/OM. Every service you consumed today (radio station, bus service, lecture, etc.) has also been basically P/OM. P/O managers create everything you buy, sit on, wear, eat, throw at people and throw away. McGraw-Hill/ Irwin 6 © The McGraw-Hill Companies, Inc. 2004
7.
Operations As A
Transformation Process McGraw-Hill/ Irwin 7 © The McGraw-Hill Companies, Inc. 2004
8.
Operations as a
System (Figure 1.1) Ener gy Mat er ials Labor Capit al I nf or mat ion Tr ansf or mat ion (Conver sion) Pr ocess Goods or Ser vices Feedb infor ack mationfor contr ofpr inpu ol ocess ts andpr tech ogy ocess nol McGraw-Hill/ Irwin 8 © The McGraw-Hill Companies, Inc. 2004
9.
INPUT OUTPUT Material Goods Machines TRANSFORMATION Services Manpower PROCESS Methods
& Management Money FEEDBACK McGraw-Hill/ Irwin 9 © The McGraw-Hill Companies, Inc. 2004
10.
THE 5 Ps
or THE 5 Ms POM 5Ps People Plants Parts Processes Planning and Control Irwin/McGraw-Hill 5Ms Manpower Machines Money Materials Methods and Management © The McGraw-Hill Companies, Inc. 2004 10
11.
Transformation Processes Physical Manufacturing Location Transportation Warehouse Retail Health care Entertainment Communications Exchange Physiological Psychological Informational Irwin/McGraw-Hill ©
The McGraw-Hill Companies, Inc. 2004 11
12.
Characteristics of Goods Tangible
product Consistent product definition Production usually separate from consumption Can be inventoried Low customer interaction Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2004 12
13.
Characteristics of Services Intangible
product Inconsistent product definition Produced and consumed at same time Cannot be inventoried High customer interaction. Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc. 2004 13
14.
Operations as the
Technical Core McGraw-Hill/ Irwin 14 © The McGraw-Hill Companies, Inc. 2004
15.
Finance and Accounting Production
and inventory data Capital budgeting and investments Marketing Product/service availability Lead time estimates Delivery schedules Sales forecasts Human Resources Personnel needs Hiring/firing/training Suppliers Orders for materials Production/delivery McGraw-Hill/ Irwin Technology plans Costs analysis Status of orders Promotions Customer feedbacks Skill sets Job design/work measurement Quality data Performance specs 15 © The McGraw-Hill Companies, Inc. 2004
16.
Relation of Operations
to its Environment Figure 1.2 SOCI ET Y Ext er nal Envir onment Human Engineer ing Mar ket ing Resour ces Supplier s Account ing Finance MI S GOVERNMENT McGraw-Hill/ Irwin CUSTOMERS Oper at ions t r ansf or mat ion syst em COMPETI TORS 16 © The McGraw-Hill Companies, Inc. 2004
17.
Key Points in
OM Definition Decisions Functions System McGraw-Hill/ Irwin 17 © The McGraw-Hill Companies, Inc. 2004
18.
Cross-Functional Decision Making Operations as
the primary function Other primary functions: – Marketing – Finance Supporting functions Major cross-functional decisions McGraw-Hill/ Irwin 18 © The McGraw-Hill Companies, Inc. 2004
19.
Definition of Operations Management The
design, operation, and improvement of production systems that create the firm’s primary products or services. The design and control of the systems responsible for the productive use of raw materials, human resources, equipment, and facilities in the development of a product or services. McGraw-Hill/ Irwin 19 © The McGraw-Hill Companies, Inc. 2004
20.
Operations Management Planning Organizing Staffing Directing and Controlling Irwin/McGraw-Hill ©
The McGraw-Hill Companies, Inc. 2004 20
21.
Desirable Features of the
Process Low Cost High Quality Flexibility Speed of Delivery Innovation Environmentally Acceptable McGraw-Hill/ Irwin 21 © The McGraw-Hill Companies, Inc. 2004
22.
Major Decisions at
Pizza USA A Framework for OM Process Quality Capacity Inventory McGraw-Hill/ Irwin 22 © The McGraw-Hill Companies, Inc. 2004
23.
Contemporary Operations Themes Service
and Manufacturing (differences and implications) Customer-Directed Operations Time Reduction (Lean Operations) Integration of Operations and Other Functions Environmental Concerns Globalization of Operations Supply Chain Management McGraw-Hill/ Irwin 23 © The McGraw-Hill Companies, Inc. 2004
Notes de l'éditeur
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