BA 351 Managing Organizations Operations Management 1 What

BA 351 Managing Organizations Operations Management 1

What is Operations Management? Operations uses to: management is the process an organization ØObtain the materials or ideas for the product it provides. ØTransform the materials or ideas into the product. ØProvide the final product to a user. Operations management is closely linked to: ØStrategic Management (Chapter 7) ØPlanning (Chapter 5) ØInformation Systems Management (Chapter 18) 2

True or False Just-in-time and process reengineering are methods of measuring quality. 3

Digital Domain 4

The Operations Management Process Inputs Raw materials Labor Energy Conversion Facility Capacity Process Outputs Goods Services Information Control Knowledge 5

The Operations Management Process (cont) Three stages: 1. Acquiring inputs (the materials or ideas) 2. Controlling the conversion processes (transforming the materials or ideas into the organization’s products) 3. Delivering the output (providing the organization’s product to the user) 6

Planning in Operations Management Planning is the foundation of operations management Planning – the management function that assesses the management environment to set future objectives and map out activities necessary to achieve those objectives. 7

Strategic Planning Strategic management decisions involved in operations management: ØMake-buy analysis: whether to produce an item or to purchase it. ØCapacity: firm’s ability to produce the product during a given period. ØFacilities: design and location of an operations facility. ØProcess: how a product or a service will be produced. ØFacilities layout design: physical arrangement that allows for efficient production 8

Acquiring Inputs are the supplies needed to create a product. Materials requirements planning: analyzing a design to determine the materials and parts required in the production process. Inventory: the stock of raw materials, inputs, and component parts that the firm keeps on hand. ØReordering systems: the process used to help keep inventory levels more or less consistent. üFixed point reordering system 9

The Conversion Process Conversion process: the stage in which the product’s inputs are converted to the final product. An effective conversion process: ØWorks to lower the cost of creating the product; or to ØCreate a better product for the same cost. Key decision areas: ØDesigning the process ØMonitoring the process 10

Designing the Process design begins with analyzing the general operation and identifying: ØEvery major step. ØThe order that the steps must take. ØThe flow of the steps from start to finish (including their relationship to each other). ØThe amount of time each individual step requires. 11

Example of Process Analysis Information Step A. Get permit Orde Relation to Other Steps 1 r None Time 4 weeks B. Order equipment 1 None 1 week C. Paint interior 2 None 2 weeks D. Install electrical fixtures E. Install floors 3 Following C 1 week 4 Following C 1 week F. Install equipment 5 Following B, E 1 week G. Test equipment 6 Following F 1 week

Process Design Tools Gantt Charts: provide a visual sequence of the process steps. Load Charts: type of Gantt chart based on departments or specific resources that are used in the process. Program Evaluation and Review Technique (PERT) Network: tool for analyzing the conversion process. 13

Example of a Gantt Chart Get permit Order baking equipment Paint interior Install electrical fixtures Install floors Install baking equipment Test equipment WEEKS Start 1 2 3 4 5 ----------------------------------------------------------------------

Example of a Load Chart Office Staff Order department Painter Electrician Carpenter WEEKS Start 1 2 5 -------------------------------------- 3 4 -----------------

Facilities Layout Facilities layout - the grouping and organization of equipment and employees ØProduct layout - where each function is performed in a fixed sequence Ø Process layout - where each work station is relatively self-contained ØFixed position layout - where remote work stations assemble components, and they are then brought to a final assembly area 16

Process Monitoring Tools Acceptance Sampling Total Factor Productivity Statistical Process Control Partial Productivity 17

Statistical Process Control Tools Check Sheets Pareto Analysis Process Flow Analysis Cause-and. Effect Diagrams Control Charts Process Capability Measures 18

Managing Quality Top management must make improvement in productivity a strategic objective of the firm. Top management must also be sure that managers from different areas of the firm work together to increase efficiency. A more efficient production process lowers production costs, increases profitability, may lead to lower prices, and attract new customers. W. Edwards Deming considered the father of quality management 19

Managing Quality (cont) The Quality Management Approach ØTotal Quality Management (TQM) Kaizen (Continuous Improvement) and Efficiency Just-in-Time Process Systems Engineering 20

Total Quality Management (TQM) Continuous improvement of the production sequence should be one of the main objectives of operations management. Total Quality Management (TQM) – based on the belief that all of an organization’s activities need to be focused on improving its product. Four interrelated steps to quality: ØPlan ØDo ØCheck ØAct 21

Total Quality Management (TQM) (continued) Management and TQM ØCorrect variances in operations management by using TQM principles to find and correct their source. Employees and TQM ØOperations managers must be sure their employees understand what TQM means and that each worker is responsible for improving quality. ØManagers must also be willing to act on any suggestions or problems that employees identify. ØQuality circles. 22

Total Quality Management (TQM) (continued) Customers and TQM ØOperations management can focus on improving the quality gap – the difference between what customers want and what they actually get from the company. Suppliers and TQM ØSuppliers are seen as partners with the firm. TQM and the Production Process ØOperations management uses TQM techniques to focus on, and improve the production process. 23

Kaizen (Continuous Improvement) and Efficiency The Japanese process of continuous improvement in the organization’s production system from numerous small, incremental improvements in production processes. One of the main principles of kaizen is reducing waste in materials, inventory, production steps, and activities that do not add value. Three steps: ØMaintenance ØKaizen ØInnovation 24

Just-in-Time (JIT) Systems Just-in-time (JIT) – the concept behind creating the firm’s product in the least amount of time. Close coordination between manufacturers, suppliers, and customers. The firm’s inventory of inputs are kept at the lowest level possible. Inputs arrive at the organization when, not before, they are needed. 25

Process Reengineering Method of changing the entire production process rather than making incremental changes. The firm (including its operations management) is viewed as a complete process. Involves fundamentally rethinking and radically redesigning the entire process including: ØCutting out steps that are not needed. 26

Final Thursday, June 10 th @ 6 pm 27